Perils of LE Leadership Change: How to Survive the Transition

Every organization at one time or another will go through a change of its top leadership. Sometimes it is planned, other times predicted transitions or occasionally a nearly unceremoniously, tumultuous upheaval. Law enforcement agencies are not exempt, and this can be a perilous time for the entire staff. When the dynamic of internal politics and public elections are intertwined, there can be a caustic pall cast over an agency. Whether mayoral elections for police departments or the election of a new sheriff, there will be heightened tensions felt. Between the transition from out with the old and in with the new, we are all stuck in the messy middle of change.

Why this change

This could be as simple as the natural progression of a leader—retirement for example. Here there was notice and no real surprise. However, with events such as an unexpected death, unpredicted departure or even an indictment, the shock waves are magnified. A sheriff’s pending re-election can be anxious times as well.

If the new sheriff challenger has ties from within, buckle up. This will be a bumpy ride as well.

There is a realization of life that law enforcement agencies are not powered by electricity or gasoline, but run on rumors, innuendos and just plain old-fashioned gossip. If you do not believe me, hang around the coffee pot or bar at any informal police gathering. Breaks during training, waiting for the range to open, around the officers’ waiting area on court dates or just two officers ‘patrol spooning’ in their cars in the parking lot are breeding grounds for shop gossip. I honestly believe, we are the worst vocation for idle gossip. When you are told about departmental PPE, many equate this as personal protective equipment. Not in Policeland, for PPE here stands for politics, personalities, and egos.

How to survive

Weathering the storm of department transition is a study of what professionalism can be. Now is the time to conduct yourself as a professional. Simply put—shut your mouth and go about your business and not other’s business. I will remind you that this time will place friends against each other. Co-workers may not ever forget words or actions while you are vying for position against them. Sheriff elections with internal candidates creates a new dynamic where many feel forced to hitch their wagon to the next rising star (sheriff). Of course, if your horse loses the race, be prepared for the post-election retributions and ramifications. I was once visiting a large sheriff’s office where there were two internal candidates (both commanders) who were running against the incumbent sheriff. I was asked by one deputy if I had my ballistic vest with me? No, I was a visiting trainer and did not see the need. He replied, “if you do, put both panels on your back around here.” On another sheriff’s race, the incumbent sheriff won re-election, several found out what it meant “to serve at the pleasure of the sheriff.” Supporters of the losers were impacted, several were ‘re-assigned’ and others lost their “departmental stock.” The answer is to stay calm, avoid idle chatter (to include social media) and remain the constant professional.

Transition teams

I have been a part of new chief’s transition teams in the past, these are very interesting assignments and offer great learning insights. If you are assigned or “voluntold” to this it is a unique assignment. You feel as if you are assigned to the Peace Corps, while simultaneously acting as a translator and becoming a double agent. You will be translating what the new regime is saying to the staff and citizens. This is especially true when this in an outside chief with different accents, terms, and concepts. You will be constantly trying to tell one ‘say this instead of that’ and the rest of the time ‘this is what he or she means here.’ Many will be asking you about the new person and what do you think they will do; again, all is speculation. This could be a test of you as well, let me explain

When I was promoted to sergeant, I was called into the chief’s office late one Friday afternoon. He told me I was to be promoted next Thursday at the weekly staff meeting. He told me I was to tell nobody, not even my wife. If he got wind of me telling or tipping my hand, the deal was off. That weekend and the next week I had several police friends call or drop-by to chat. It was apparent to me this was a loyalty test and I passed it. However, do not ever think that your assignment to a team is not a trustworthiness test for the future. Again, stick to business and be always professional.

The gate keepers

There are two assignments that will be the gate keepers to change. The launching of the new administration and its successes are held in two sets of hands. The first will be the training staff or instructors. Should a new administration bring forth changes in procedures, it will be their role to be the torch bearer. “This is how we will do business from now” on will be their task. How they portray it will be bear witness on its success. IF they carry it forth with support and enthusiasm, then it will be accepted. Should their voice inflections give the indication of disdain, or just a grimace while answering a question or even a well-timed eyeroll during the presentation—the new policy will fail. Trainers are trusted agents to the staff. They are the ones that teach them life-saving tactics and skills. If they do not “sell” this, it will have little success.

The next gate keepers are the first line supervisors. I do not care what rank you wear. When you are standing in front of roll call and ‘muddy the waters’ of the new administration, the squad will often adapt the same viewpoints. Some refer to this as “stained glass management” in that they cloud or tint the receivers view of a topic. To me the first line supervisor is the key to any departmental success. Be the leader that you are entrusted to be. You are the line officer’s problem-solver. When a call is complex and they request you there, they trust you. Do not lead them astray.

The Messy Middle

Working and surviving organizational change is difficult. Police officers do not like change, but we live it every day. There is always a new law, new policy/procedure or new something or other in Policeland. In speaking with a commander not long ago, he was bracing himself and department for this change. He told me he was reminded of when his parents got divorced. He kept wondering who would get custody of the kids and who would be their new daddy. Although this is a rather harsh way of looking at this, I can understand his view as I have lived through both messy middles. I will repeat my best advice: be professional throughout this walk in the mess.

About the Author

William L. “Bill” Harvey is a U.S. Army Military Police Corps veteran. He has a BA in criminology from St. Leo University and is a graduate of the Southern Police Institute of the University of Louisville (103rd AOC). Harvey served in leadership positions including chief during a career that spanned over 40 years.