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.
Booker Hodges became chief of the Bloomington (Minnesota) Police Department in April 2022, bringing with him a career that has spanned nearly every role in policing — from school resource officer, narcotics detective and SWAT operator to undersheriff, assistant public safety commissioner and acting chief deputy. He has led agencies ranging in size from 40 to 1,500 staff members.
The Bloomington Police Department has just under 200 personnel and responds to more than 70,000 calls for service each year. While Bloomington’s resident population is just over 90,000, its daytime population swells to more than 250,000 with the nation’s largest mall located in the city.
Hodges is the only active police officer in the history of the NAACP to serve as a branch president, holding that position for five years. Hodges also shares his expertise as a Police1 columnist and editorial board member, as well as an adjunct professor at the University of Northwestern in Saint Paul. He serves as the elected national parliamentarian for the National Association of Black Law Enforcement Executives (NOBLE).
Hodges holds a doctorate in public administration from Hamline University, a master’s degree from Saint Mary’s University, and a bachelor’s degree from Florida Southern College.
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What was the incident or person in your career that put you on the path to becoming a chief?
I never wanted to be chief, but very early in my career several people saw something in me that made them think I would be a great chief one day. I just went to work every day and focused on being the best I could at my job, and I guess it paid off. I don’t think I had a path to becoming chief — I just took full advantage of every opportunity I was given, even the small ones.
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?
I wanted to make sure my staff knew I had their backs, and I wanted the community to know I had my officers’ backs as well. I also wanted to begin ensuring our department and community were in complete alignment on our core values. I figured if I could accomplish those two things in my first year, we’d be in good shape — and as it turns out, it worked.
How are you creating an organizational culture that people want to be a part of, to join and to stay?
It’s simple — it all comes down to our core value of respect. Everyone has bought into it. It’s in our DNA, and we all hold each other accountable to it. That value of respect is also shared with our community. When your community sees that you respect them, they support you and recruiting and retention become much easier.
What’s your process for making major decisions?
I base all of my decisions on our core values. I always ask if what I’m doing is respectful, compassionate, honest and done in the spirit of service. Having well-established core values that everyone has bought into makes decision-making easier. It also allows those outside of administration to understand how decisions are made, so they often know the answer before they even have to ask.
How do you show your personnel that you are leading with these and other value-based behaviors?
When I first became chief, I only attended one community meeting in my first four months. Instead, I spent that time meeting one-on-one with every single person in the department. From the start, I wanted my staff to know they come first. I make it a point to get to know everyone who works for me, even though we’re the fourth largest police department in the state.
I also tell every new hire three things: First, I have your back 100% when you’re within policy and procedure, even if it looks ugly. Second, if you do something borderline, I’ll never throw you under the bus publicly, but we’ll have a private conversation — and you won’t want to have that conversation. Third, if you’re outside policy and procedure, no one will have your back — not just the chief, but everyone who wears our badge and patch.
Leadership lightning round
What is a leadership book, podcast or seminar you’ve found invaluable?
Bible, New Testament.
How do you organize your schedule and stay on schedule?
You either manage your time or your time manages you.
If you knew the budget request would be approved, what’s a big purchase you’d make for your department today?
Enough squads to complete our take-home vehicle program.
What is one way leaders can show they care about their people?
Service, leadership is all about service.
At the end of the workday, how do you recharge?
Still haven’t figured that out yet!
