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.
Kenneth McCoy serves as the Chief of Police for the Tempe Police Department, which has 522 authorized personnel, including 355 sworn officers and 167 professional staff. The City of Tempe has a residential population of approximately 190,000, with a daily service population that grows to about 320,000. The department handles roughly 125,000 to 130,000 calls for service annually.
Chief McCoy’s career began at the Anchorage Police Department (APD), where he served for 27 years and eventually retired as Chief of Police in February 2022. Throughout his tenure, he prioritized fostering trust, accountability and transparency within the department while actively engaging officers in community-oriented policing. Beyond his contributions to law enforcement, Chief McCoy has demonstrated a commitment to public service. Prior to joining APD, he served in the Alaska Army National Guard for 10 years and achieved the rank of captain before receiving an honorable discharge. He earned his commission from the New Mexico Military Institute.
What was the incident or person in your career that put you on the path to becoming a chief?
My path to becoming a chief was shaped by circumstances outside of my control. I was serving as a Detective Sergeant in the Special Victims Unit — a role I valued deeply — when a department reorganization eliminated the position and reassigned me back to patrol as a supervisor.
While the transition was disappointing, it became a defining test of resilience and resolve. After reflecting, I committed to embracing every assignment with purpose and to being the best leader wherever I was placed. That mindset carried me forward through successive promotions and ultimately into the role of chief of police.
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?
In my first 30 days, my focus was on listening and building trust. I met with my command staff and visited every work group in the department to connect directly with the men and women of the organization and understand their perspectives.
By the six-month mark, my goal was to complete a thoughtful assessment of the department’s strengths, challenges and opportunities, informed by those early conversations and operational observations.
By the end of my first year, I wanted to establish a clear vision and direction for the department. That came through intentionally shaping our mission and values to guide our culture, priorities and future growth.
How are you creating an organizational culture that people want to be a part of, to join and to stay?
It starts with our people. As chief, my responsibility is to create an environment where every member of the department can thrive. I believe that how we treat our people directly influences how they serve the community — if we don’t show professionalism and respect internally, we can’t expect it externally.
That’s why I focus on modeling the behaviors I expect to see. Through consistent leadership, transparency and daily actions, I emphasize professionalism, excellence and compassion. When leaders live those values, culture follows — and people want to be part of it.
This Veterans Day, I’m grateful for the journey that began the day I first wore the uniform. My years in the Army shaped my character and deepened my sense of service. Honored to have served, and forever mindful of those who gave so much more. 🇺🇸#VeteransDay #Service pic.twitter.com/Xd30qx7xF2
— Chief Kenneth McCoy (@ChiefKenMcCoy) November 11, 2025
How do you make major decisions such as implementing new policies or allocating resources?
My approach starts with surrounding myself with a strong, capable leadership team. While there are times when decisive action is required, many major decisions benefit from thoughtful collaboration. When time allows, I consult with subject-matter experts, command staff, and key stakeholders to ensure decisions are informed, balanced, and aligned with our mission and values.
Ultimately, the responsibility for the decision rests with me as chief — but the best outcomes come from listening first, gathering the right information, and then acting with clarity and accountability.
When I swear in new officers, I tell them to remember that feeling of pride and purpose as you take the Oath of Office. Years from now, when the job tests you, reach back to that moment. We didn’t choose this work for fame or fortune. We chose it to serve.#Leadership #Service… pic.twitter.com/ds6qOXBxBL
— Chief Kenneth McCoy (@ChiefKenMcCoy) October 8, 2025
How do you demonstrate value-based leadership behaviors like honesty and integrity?
Our department’s values — excellence, professionalism and compassion — are the foundation for every decision and action we take. As chief, I understand that values must be lived, not just stated. That starts with modeling them consistently in how I lead, communicate and make decisions.
I hold myself and my command staff to the same standards I expect of our personnel, and I am intentional about supporting our people both internally and externally. Whether advocating for them, ensuring fairness and accountability, or standing with them during challenging moments, I want our officers and staff to know they are valued as both professionals and people.
Lightning leadership round
What is a leadership book, podcast or seminar you’ve found invaluable?
Dale Carnegie’s “How to Win Friends and Influence People” has been invaluable in shaping how I build trust, communicate and lead with respect.
How do you organize your schedule and stay on schedule?
I organize my schedule by starting each day with a disciplined hour-long morning routine that includes exercise, reading and intentional preparation before my workday begins.
If you knew the budget request would be approved, what’s a big purchase you’d make for your department today?
I would prioritize 24/7 staffing for our Real Time Crime Center while continuing to invest in technology that strengthens situational awareness and proactive policing.
What is one way leaders can show they care about their people?
Leaders show they care by consistently and intentionally expressing it — both publicly and personally.
At the end of the workday, how do you recharge?
I recharge by spending time with my family and doing things I enjoy, whether that’s being outdoors or catching a game.
