The following content is part of Police1’s Police Leader Playbook, a resource aimed at helping new law enforcement leaders move beyond basic management and supervision skills and become inspirational leaders with integrity and passion. Through a handful of questions presented by Police1, veteran leaders reflect on their early days in leadership roles and offer advice, while newer leaders detail their experiences taking on a new position. Email editor@police1.com to offer your insights for the Police Leader Playbook.
Lance C. Arnold is a seasoned police executive with over 28 years of distinguished service in municipal policing and public administration. Currently serving as the Chief of Police for the City of Broken Arrow, Oklahoma, Chief Arnold brings a visionary leadership style rooted in innovation, data-driven strategies, and a deep commitment to community engagement and officer wellness.
Previously, Chief Arnold held dual roles as Assistant City Manager and Chief of Police in Weatherford, Texas. Under his leadership, the city experienced a 40% reduction in overall crime and a 60% drop in burglaries. He led the development of a $23 million Public Safety Building and a $1 million CAD/RMS system — both completed on time and under budget. His tenure was marked by a department-wide rebranding, the implementation of nationally recognized wellness programs, and a strategic focus on recruitment, retention and leadership development. Academically, Chief Arnold is completing a Doctor of Education in Organizational Leadership at Abilene Christian University, where his dissertation focuses on positive leadership approaches to police officer burnout.
The Broken Arrow Police Department is comprised of 168 sworn officers and 65 professional staff members. The department serves a population of roughly 122,000 residents and responds to about 65,000 calls for service annually. Located just southeast of Tulsa, Broken Arrow blends a growing metropolitan area with small-town character and a strong sense of community partnership.
What was the incident or person in your career that put you on the path to becoming a chief?
For me, it was a collection of experiences and people throughout my career that drove me to want to be a chief. Much like most of us are called to serve others as police officers, I felt called to serve police officers and professional staff members in a way that could cultivate conditions for them to thrive and flourish during their careers and beyond.
What do you (or did you) want to accomplish, improve or make better in your first 30 days as chief, 6 months as chief and year as chief?
My focus then and now remains steadfastly on our people and our culture. I set an aggressive timeline to meet with all our members and listen to their ideas and concerns. That also gave me an opportunity to establish and model expectations. Next, with input from our leadership team, we conducted a SWOT analysis, crafted new mission and vision statements, identified our future desired state and performed a gap analysis. From that, we developed a three-year strategic plan, establishing objectives and goals. With everyone on the same page, we spent the rest of the year focused on building a positive culture and becoming a learning organization to facilitate individual and organizational flourishing.
“Much like most of us are called to serve others as police officers, I felt called to serve police officers and professional staff members in a way that could cultivate conditions for them to thrive and flourish.”
How are you creating an organizational culture that people want to be a part of, to join and to stay?
A positive culture is built upon effort, authenticity, intentionality and ownership. Our actions and words must align with our mission, vision and values. Likewise, those things should be modeled and celebrated from the chief to the newest member, and everyone, including the chief, is accountable to them. In addition, we must stay people-centered by strengthening relationships, building trust and affording opportunities for everyone to have a voice, grow as individuals and develop as professionals. Ultimately, our culture should be at the forefront of our minds every day.
How do you make major decisions such as implementing new policies or allocating resources?
The best ideas come from the people doing the work every day, so we promote and encourage a voice in decision-making. While I’m not afraid to make decisions, I prefer to discuss them with the people who they will most impact. Additionally, empowering front-line and mid-management staff to champion change is crucial to our success.
How do you demonstrate value-based leadership behaviors like honesty and integrity?
First and foremost, I am an authentic leader who models our mission, vision and values in every decision and action. Further, I frequently challenge our members to call me out if my behavior or words are misaligned. Next, I always acknowledge and share my past and present mistakes to illustrate that we will all make them, but how we respond when we do is more important. However, there is no substitute for action. A chief can instantly erode all of the trust they have built if they fail to act when the time comes to stand up for their people.
Lightning leadership round
What is a leadership book, podcast or seminar you’ve found invaluable?
There are many great leadership books, but none greater than the Holy Bible.
How do you organize your schedule and stay on schedule?
I schedule everything, from meetings to personal time, on my Outlook calendar and share it with all our staff.
If you knew the budget request would be approved, what’s a big purchase you’d make for your department today?
A state-of-the-art training center.
What is one way leaders can show they care about their people?
Be authentic, present, curious and always focused on people more than “stuff.”
At the end of the workday, how do you recharge?
I exercise, take long walks and read the Bible.
