A Police Chief’s Guide to Transformative Leadership

By: Justin Soza, Police Chief

Congratulations! You have successfully navigated the interview process, demonstrated strong verbal and written communication skills, and had just enough charisma to impress the interview panel. Your efforts have culminated in your appointment as the new Chief of Police.

Having strived to learn as much as possible about your new community, you now find yourself with the opportunity to delve deeply into the operations and inner workings of your department. However, your initial assessment reveals significant challenges: severe understaffing, outdated policies and procedures, a lack of equipment, low pay, community trust issues, low morale and an impending wave of resignations or as we say in South Texas “We have Chingos of problems.”

The magnitude of these issues may seem overwhelming, but this is your moment to apply every leadership lesson, motivational speech, and piece of literature you have ever encountered. Drawing from my experience as a first time 36 year old Police Chief who recently was in your shoes, I can offer insights on how to tackle these challenges effectively. While it has not been easy I recommend utilizing the Knoster Model for managing complex change, which provides a comprehensive framework for addressing and resolving the multifaceted issues facing your department. While I understand what we have been able to do over the past two years may not work for everyone, I have outlined some of the steps we took to address identifiable gaps within our organization to aid you in developing a plan of action to fill gaps within your organization.

Understanding the Knoster Model for Managing Complex Change:
The Knoster Model outlines five key components necessary for successful change: Vision, Skills, Motivation, Resources, and Action Plan. Missing any of these components can lead to confusion, anxiety, resistance, frustration, and false starts, respectively as illustrated in the examples below.

Application of the Knoster Model Understaffing:
I took up recruitment efforts by personally visiting local police academies and took the time to have personal conversations with anyone who was willing to talk. Through these interactions I was able to use that same charisma I used to get the title to convince a few cadets while the pay may not be the greatest right now, I can promise they will become a part of our family and that I will personally do whatever it takes to ensure they will have everything they need to do their jobs and it will be fun. I found this personal recruitment campaign to be very effective. This not only gave me an opportunity to interview and get to know prospective candidates, but also gave them an opportunity to meet the person who would ultimately make the decision to hire them or not.

Outdated Policies and Procedures:
While this may seem like a massive undertaking and don’t get me wrong it is, there is no reason to reinvent the wheel. Often we as Chief’s want things done our way and this is ok, but I want to remind you it is ok to reach out for help. Chiefs in your area or who you meet at that one training who said give me a call will be more than willing to give you a hand. This not only gives you a great starting point, but creates an opportunity for you to build a relationship with other leaders.

Inadequate Equipment:
During our initial SWOT analysis we identified and created a critical equipment needs list. “We don’t have the money” Well did you ask? Further have you taken the opportunity to meet with your governing body and have you taken to the time to explain the importance and need for these items. Now if you walk in there with the attitude of, I need because I said so because I am the police chief, you know where I am going… Instead, we put together a fact-based cost analysis which showed how not having this equipment is affecting on our community. I found if you show the benefit to the community instead of just the department you will have a better chance of approval.

Low Pay:
While this may be one of the most daunting tasks. I was fortunate my City Council already had to the forethought and desire to address pay discrepancies throughout our city. Although they already understood the need to address pay discrepancies, I still presented fact-based data to further support and supplement a compensation study they were relying on to make their decision. This additional work not only confirmed the finding of the compensation study, but also reinforced my desire to ensure they had all the information possible to make this difficult decision. If we do not take the time to put in the additional work, we cannot be upset with the outcome.

Community Trust Issues:
“Community First” can often be seen on our social media posts. As a department we attempt to live up to this mantra on a daily basis through the implementation of community policing initiatives.

Conclusion
Transitioning into the role of Chief of Police amid significant challenges requires a strategic and structured approach. The Knoster Model provides a valuable framework for managing complex change, ensuring that all critical components are addressed. By maintaining a clear vision, developing necessary skills, offering appropriate incentives, securing resources, and implementing a detailed action plan, you can lead your department toward a brighter future.

Your success in overcoming these initial hurdles will not only strengthen your department but also enhance the safety and well-being of the community you serve. Embrace this opportunity to make a lasting impact and set a positive example for law enforcement leaders nationwide.

The Power of Presence

By: Michael Boese, MPA

“Michael embarked on his local government career in 1999 at the Plano Police Department, progressing to various managerial and executive positions in Plano, Venus, Keene, and Wimberley, Texas. Noteworthy roles include Chief of Police and City Manager in Venus, and City Manager in Keene and Wimberley. Michael boasts extensive expertise in municipal government, holding a B.A. in History and an MPA from the University of Texas at Dallas. Actively engaged in professional circles, he is a member of several organizations such as TCMA and TPCA. Additionally, Michael serves as an instructor at the Bill Blackwood Law Enforcement Management Institute of Texas Leadership Command College.”

With an abundance of leadership books, programs, podcasts, and resources available, one might wonder why so many employees, coworkers, and constituents remain dissatisfied. A recent survey by Fire Rescue 1 revealed that 76% of respondents expressed concerns about their fire department leadership, and 33% had considered leaving because of their fire chief. Similar challenges are evident in police departments, city halls, and other municipal offices, as evidenced by widespread recruitment difficulties. This suggests a troubling gap between the knowledge required to lead effectively and the ability to do so.

While there are many factors contributing to effective leadership—topics I plan to explore in future articles—today, I want to focus on one crucial aspect that is often overlooked: Presence One of my most impactful leadership lessons came from General Colin Powell. In a memorable speech, he emphasized that the essence of leadership lies in earning the trust of your team, beyond just applying the science of management. His words resonated deeply with me, though I couldn’t immediately pinpoint why. General Powell was undoubtedly knowledgeable, experienced, and a natural leader, but there was something more.

Recently, I had a conversation with a friend who is a police chief. He has dramatically transformed the culture of his department in less than six months. This rapid change made me reflect on how he accomplished such a significant shift in such a short time. Conventional wisdom suggests that culture change takes years, and building trust within a team is an even longer process. So, what made his approach so effective?

It was then that I realized the common thread between General Powell and my friend: Presence. As a young law enforcement officer, the concept of presence was ingrained in us from the beginning. It was discussed, drilled into our heads, though its true application was often misunderstood. Presence is the intangible quality that can make all the difference in leadership. It’s the difference between a violent interaction and a calm resolution, between an inspired team and a disengaged one. Presence is more than just being physically present or available. It’s about exuding an energy that is contagious, that ignites passion and commitment within your team. It’s the ability to connect on a deeper level, to make others feel seen, heard, and valued. Presence can accomplish what years of management training cannot. As I observe various organizations, I see many skilled leaders with the knowledge, ability, and desire to lead effectively. Yet, their teams often walk around uninspired, like background characters in a video game. These leaders have everything they need, except for that spark—Presence.

If I could offer one piece of advice to any leader facing organizational cultural challenges, it would be this: Evaluate your own presence. Consider how you show up every day and how you can amplify your energy to inspire and engage your team. Presence isn’t just an added bonus—it’s the cornerstone of effective leadership. By turning up your presence, you can transform your organization and bridge the gap between knowing how to lead and truly leading.

Current Career Opportunities:

Chief of Police – City of Levelland, TX

City Manager – City of Meadowlakes, TX

Upcoming Career Opportunities:

Town Administrator – Town of Argyle, TX

Finance Director – City of Ovilla, TX

WWTP Superintendent – City of Sweeny, TX

Recent Placements:

John Oznick – City Manager, City of Dalhart, TX
Maria Rodriguez – City Secretary, City of Nassau Bay, TX

Clear in Action:

Clear will be attending the TML Annual Conference in Houston, October 9th – 11th.

Kent Myers and Michael Boese will be presenting at the UMANT Annual Conference on October 18th.

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