A 3-part series by Lon Bartel and Steven R. “Randy” Watt for Calibre Press

Effective law enforcement is built on the science of humanity, discipline, critical thinking, and hard-earned experience. But beneath the surface, dangerous myths float about. They may be wives tales or stories told to comfort ourselves. Some are benign and have little effect. Some have taken root and pose dangers — myths that shape how officers are trained, led, and how they respond under pressure. These aren’t harmless misconceptions; they’re operational liabilities that can affect decision-making, morale, and performance when it matters most.

Over the next three articles, we’ll confront Three Lies Told in Law Enforcement — flawed beliefs that are a compromise to the foundation of policing:

  1. Management and Leadership Are the Same – You manage resources, but you lead people. Confusing the two breeds poor morale, stagnation, and operational inefficiency.
  2. Time Is on Your Side – Time is not a passive concept — it’s a valuable resource. Success or failure often comes down to how quickly and effectively you can process information and act, often highlighted in Lt. Col John Boyd’s OODA loop (Observe, Orient, Decide, Act).
  3. Education and Training Are the Same – Education provides knowledge; training builds the skills to apply that knowledge under pressure. Without turning knowledge into action, officers are unprepared when it counts.

These myths risk creating blind spots in law enforcement strategy, undermining both individual and team performance. The consequences are clear: low morale, poor community relations, ethical failures, and tactical shortcomings. It’s time to face the truth — starting with the first and most dangerous lie: Management and Leadership Are Not the Same.

The Management Lie: Why Management and Leadership Are Not Synonymous

In the high-stakes world of law enforcement, a dangerous misconception persists: that management and leadership are interchangeable concepts. This fallacy has led to countless issues within police departments, from low morale to ineffective operations. As an expert in leadership, I’m here to debunk this myth and illuminate the critical differences between these two distinct skill sets.

The Core Distinction

At the heart of this issue lies a fundamental truth that every law enforcement professional should internalize:

“You manage a fleet, you manage finances, you manage inventory, but you have to lead people.” -(Lon Bartel)

This simple yet profound statement encapsulates the essence of why leadership and management are not synonymous, especially in the context of policing.

Management: The Nuts and Bolts

Management in law enforcement involves overseeing the operational aspects of a department. It’s about maintaining order, ensuring compliance with procedures, and handling the day-to-day logistics that keep a police force functioning. Managers focus on:

  • Resource allocation
  • Budgeting
  • Fleet
  • Scheduling

These tasks are crucial for the smooth operation of any law enforcement agency. However, they don’t necessarily inspire officers or cultivate a sense of purpose and commitment.

Leadership: The Heart and Soul

Leadership, on the other hand, is about influencing, inspiring, and guiding people. In law enforcement, effective leaders:

  • Focus on mission accomplishment and meeting goals and objectives necessary to ensure success, while taking care of people. “Mission First – Troops Always”  (U.S. Army axiom)
  • Set a compelling vision for the department
  • Motivate officers to perform beyond expectations
  • Foster a culture of integrity and ethical behavior
  • Develop the potential in others
  • Navigate complex community relations

Leaders in policing understand that their primary responsibility is to the people they serve – both within their department and in the community at large.

The Dangers of Conflation

When departments mistake management for leadership, several problems can arise:

  1. Demoralized Officers: Officers under pure management may feel like cogs in a machine rather than valued members of a noble profession.
  2. Lack of Innovation: Management focuses on maintaining the status quo, while leadership encourages creative problem-solving.
  3. Community Disconnect: Without strong leadership, departments may struggle to build meaningful relationships with the communities they serve.
  4. Ethical Lapses: Management alone cannot instill the deep-seated values necessary for ethical policing.
  5. Retention Issues: Top talent is more likely to leave organizations that prioritize management over leadership.

Case in Point: The Transformational Leader

In December of 2023, Calibre Press’ very own Jim Glennon provided a great example. Consider the story of Chief Maria Reynolds (name changed for privacy) who took over a struggling mid-sized police department. The previous administration had been heavily focused on management – strict adherence to policies, budget control, and performance metrics. While the department ran efficiently on paper, morale was at an all-time low, community relations were strained, and innovative policing strategies were non-existent.

Chief Reynolds recognized that what the department needed was leadership, not just management. She implemented several key changes:

  1. Vision Setting: She articulated a clear, inspiring vision for the department focused on community partnership and officer development.
  2. Personal Engagement: Rather than relying solely on memos and metrics, she spent time in the field with officers, listening to their concerns and ideas.
  3. Community Outreach: She led by example, actively engaging with community leaders and citizens to rebuild trust.
  4. Empowerment: Officers were encouraged to bring forward innovative ideas for community policing, with the best concepts receiving support and resources.
  5. Professional Development: A robust leadership development program was instituted, focusing on both hard and soft skills.

The results were transformative. Within two years, officer morale had skyrocketed, community approval ratings improved significantly, and the department became known for its innovative approaches to longstanding issues.

Bridging the Gap

While management and leadership are distinct, they are not mutually exclusive. The most effective law enforcement executives are those who can balance both skillsets. Here’s how departments can foster true leadership:

  1. Redefine Success: Look beyond mere efficiency metrics to measure success. Include factors like officer satisfaction, community trust, and innovative problem-solving.
  2. Invest in Development: Provide comprehensive leadership training at all levels, not just for top executives.
  3. Encourage Autonomy: Give officers the freedom to make decisions and take ownership of their roles within the department’s overall vision.
  4. Lead by Example: Senior officers should model the leadership behaviors they wish to see throughout the ranks.
  5. Prioritize Communication: Foster open, two-way communication channels between leadership and rank-and-file officers.

The Future of Police Leadership

As law enforcement faces unprecedented challenges – from evolving crime patterns to intense public scrutiny – the need for true leadership has never been greater. Departments that continue to conflate management with leadership will find themselves ill-equipped to navigate these complex issues.

The future of effective policing lies in nurturing leaders who can inspire their officers, connect with their communities, and drive positive change. These leaders will understand that while management skills are necessary, they are not sufficient. They will recognize that at its core, law enforcement is about people – the officers who serve and the communities they protect.

In conclusion, it’s time for law enforcement agencies to dispel the myth that management and leadership are one and the same. By recognizing the distinct value of leadership and fostering it at all levels, departments can create a culture of excellence, innovation, and public trust. Remember, you can manage things, but you must lead people. The future of effective policing depends on embracing this fundamental truth.

THOUGHTS? Post your comments below or e-mail us at: editor@calibrepress.com

About the authors:

Steven R. “Randy” Watt is the President and CEO of SRW, Inc., a Utah-based consulting firm specializing in strategic leadership and planning for government, military, law enforcement, and corporate clients. A retired Chief of Police of Ogden, Utah, with 36 years of service, including 13 years in SWAT, Randy is a decorated officer and expert in use of force. He’s also a retired Colonel, commanding the 19th Special Forces Group (Airborne) with multiple combat tours. His awards include the Combat Infantryman’s Badge, the Legion of Merit, the Bronze Star for Valor in combat, 3 Bronze Stars for Meritorious Service in combat, the Iraq Campaign Medal with three stars, the Afghanistan Campaign Medal with 2 stars, and the Global War on Terrorism Expeditionary and Service Medals. He holds an MBA, a Master of Strategic Studies, and a B.Sc in Police Science.

Lon Bartel is the Principal Researcher for VirTra, a leading-edge simulation and training company in the Military and Law Enforcement space. With over 20 years of law enforcement training experience, he focuses on enhancing officer and trainer performance. Lon was recognized as a subject matter expert in firearms and defensive tactics by the State of Arizona Peace Officer Standards and Training (P.O.S.T.). He is a founding member and lifetime advisor of the Arizona Tactical Officers Association (ATOA) and an internationally certified instructor with the International Association of Directors of Law Enforcement Standards and Training (IADLEST). Lon earned his Master’s in Applied Exercise Science from Concordia University-Chicago and his Bachelor’s from Arizona State University. He is currently pursuing a Doctor of Philosophy in General Psychology with an emphasis on Performance Psychology.

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