How to develop a law enforcement leadership pipeline

• Cultivating a leadership pipeline requires investing in officers’ professional development, despite budget constraints. 

• Training, mentorship, and exchange programs can all contribute to officers’ growth. 

• Investing in each team member can reduce knowledge gaps and improve retention.

Excellent leaders know that investing in their team members is key to building a stronger agency. Modern policing requires recognition of every individual’s contribution and giving them the tools to develop their distinct skills and interests. By cultivating each person’s potential, you can create a robust leadership pipeline, reducing churn and avoiding significant skills gaps.  

However, with limited resources, prioritizing each person’s professional development might feel impossible. Leaders must think creatively to navigate the strain of operational demands while uplifting their staff. Peregrine public safety executive and retired Chief Doug Shoemaker, a 33-year veteran of policing, is authoring a series of articles exploring police leadership for Police1. In his latest installment, Shoemaker provides a few innovative approaches to facilitating growth. 

Training is an essential factor of professional development, Shoemaker writes, but it’s also expensive. Agencies often lack a transparent, organized process for deciding which officers attend trainings. This can contribute to dissatisfaction, distrust, and a lack of fulfillment. As a start, consider developing a standardized process to ensure equitable opportunities. Shoemaker also recommends setting the expectation that officers use their training to contribute to the agency, justifying the financial investment. 

In addition to training, agency leadership should establish a long-lasting mentorship practice. Check-ins should go beyond officers’ initial training. Effective mentorship helps officers navigate challenging situations, pursue their professional interests, and find opportunities to grow. Encourage frontline supervisors to note officers’ talents and create a development roadmap. Continual, one-on-one investment can improve retention and enhance leadership potential. 

Other creative solutions give officers the chance to explore new agencies or specialties. Shoemaker suggests launching an exchange program to allow officers to temporarily station at other agencies. They may come back reinvigorated with new ideas and strategies. Leaders could also consider short-term deployments with special units tailored to each officer’s interest, such as shadowing a detective or school resource officer. 

To shape future leaders, create a culture of growth that grants equitable opportunities to each team member. Develop intentional solutions that suit your agency’s unique needs. The key is starting early, staying consistent, and committing to investing in each person’s potential.  

Discover more of Shoemaker’s advice in the full Police1 article. Shoemaker's series on police leadership also explores strategies for police recruiting and officer wellness.