Editor’s note: This essay is part of “Stories from the Street,” a Police1 series featuring first-person reflections from officers across the country. These essays are about the lived experiences and moments that changed how officers think, lead and serve. If you have a story to share, we’d love to hear from you. Submit your story here.
By Sgt. James C. Phillips
I remember the first time I gave an officer the answer, “I do not know.” They looked surprised and said, “But you’re the sergeant.” I told them that I was not granted magical, all-knowing wisdom when I was promoted. Then I followed with, “Let’s find out.”
That became how I handled things when I didn’t have the answers. I reached out to people who might know — no matter their rank — and used the resources available to me. When time allowed, I walked through situations with the team and we found solutions together. It built trust and strengthened their confidence in their own decision-making.
The problem: When rank outweighs leadership
Getting promoted does not make you a leader. It just gives you a bigger audience. Too often, supervisors assume that once they wear stripes or bars, respect comes automatically. They believe authority equals credibility.
Here is the truth: You do not have all the answers, and you never will. Acting like you know everything, shutting down questions, or refusing to be challenged destroys trust and morale. In law enforcement, where teamwork and rapid decision-making are critical, that disconnect can put officers and the public at risk.
Real leadership begins when you set your ego aside, admit what you do not know, and listen to the people who do.
A leader’s strength isn’t in knowing it all, but in being willing to learn it all.
The illusion of authority and earning respect
One of the biggest traps in leadership is mistaking rank for respect. Authority gives you a platform but does not automatically give you credibility. Leaders earn respect through how they treat their team, the decisions they make, and their willingness to engage with others.
Early on, I felt pressure to suddenly have all the answers just because I now had stripes on my sleeve. It took time to unlearn that myth and realize that pretending to know everything is a fast way to lose trust and create distance.
Even experienced supervisors can fall into the trap of assuming their word is unquestionable. When that happens, officers may follow orders, but they stop thinking critically and lose confidence in the team. Encouraging input and listening to your people does not weaken your authority. It strengthens it and fosters a safer, more effective team.
Respect is earned through consistency and integrity. Staying fair, following through on commitments, and holding yourself accountable before anyone else shows your team that leadership is about service, not ego.
Stripes don’t make you smarter; they just make your mistakes louder.
The power of humility
Humility is not weakness. It is confidence paired with self-awareness. A leader who can say, “I do not know, but let’s find out,” creates an environment where officers feel safe to speak up. This allows the team to solve problems, innovate and hold each other accountable.
When officers see that a leader admits what they do not know and is open to suggestions, it sends a clear message that knowledge and respect are more important than ego. It also encourages everyone to share their observations and expertise, which leads to better outcomes in the field.
When a leader demonstrates humility, listens actively and gives credit where it is due, respect grows naturally. Simple actions like debriefing after calls, inviting input during briefings, or asking for feedback on decisions build a culture of trust and collaboration. Officers respond to leaders who are real and approachable, not just those who hold a rank.
The strength in not knowing
During one shift, an officer respectfully questioned a decision I made on a call. My instinct was to shut it down, but I took a step back and asked him to walk me through his reasoning. He pointed out a factor I hadn’t fully considered, and together we adjusted our approach. That experience reinforced how valuable it is to create an environment where everyone feels comfortable speaking up.
There will be times when you will not have the luxury of talking it out or looking it up, and a quick decision will have to be made. If you have built a solid foundation with your team, they will follow your lead based on earned respect, not rank alone.
Challenges are opportunities
Being challenged by subordinates is not always a sign of disrespect. You are not always right, and they may have insight or experience you do not. When a challenge presents itself, resist the urge to immediately get defensive or take disciplinary action. Listening first and considering their perspective shows maturity, builds trust, and earns genuine respect.
It is okay to admit when you are wrong and they are right. This is not a sign of weakness but a sign of strength as a leader. Being open to challenges is not always easy. Your decisions may be questioned, and you may make mistakes. Thick skin is part of leadership. Avoiding these moments because of ego creates a culture where officers stop thinking critically, stop innovating, and stop trusting.
When leaders treat challenges as opportunities to learn and teach, the entire team benefits. Encouraging respectful debate and showing that it is okay not to have all the answers builds stronger, more resilient teams.
Closing
Leadership is not defined by rank or position. Rank gives authority, but humility and a willingness to learn create influence. Respect is earned through actions, not title.
Before you step into roll call tomorrow, ask yourself: Do my people follow me because of my authority, or because they trust I will lead wisely even when I do not have all the answers?
The best measure of leadership is whether your actions give others something worth following.
About the author
Sgt. James Phillips has served with the Little Rock (Arkansas) Police Department for over 12 years and currently supervises the department’s Real-Time Crime Center. He has 13 years of service in the Air National Guard, where he works as a Unit Training Manager, and is currently preparing to attend Officer Training School to become a commissioned officer. He holds a Bachelor’s degree in Applied Communication and a Master’s degree in Organizational Leadership. His leadership philosophy emphasizes humility, continuous learning, building trust and earning respect through action.
Disclaimer: The opinions expressed in this article are solely those of the author and are based on personal experience and professional study.
