We appreciate
you coming here.
Good afternoon, everyone,
and welcome to today's
panel discussion on, no.
Two Days.
How chiefs of staff
meet modern public
safety demands.
I am Ariel Triplett,
executive Director of
Emergency Management and
Safety at Howard
University, also the co
chief of staff for the
Office of the President,
as well as a lecturer at
UVA in the professional
studies department.
Chiefs of staff
have become indispensable
strategic leaders in public
safety organizations.
While they often work behind
the scenes, they help shape
organizational priorities,
coordinate complex
initiatives, advise
executive leadership,
manage crises, and engage
and ensure that agencies
remain focused on
delivering effective
services to the communities
they serve.
So for today's
discussion, we'll explore
three key themes.
What makes an effective
chief of staff in a public
safety organization,
lessons learned from
serving in this unique
leadership role, and how
professional education and
leadership development
programs have strengthened
their effectiveness.
I'd like to thank our
distinguished panelists
for sharing their
experiences and insights.
As we get started today,
I'll introduce them so that
we can get right on in here
and jump into what we're
going to talk about.
I'd like to introduce our
panelists currently serving
in agencies as chiefs
of staff or similar
roles and functions.
We have David Powell.
He's the assistant chief
of Knoxville, Tennessee
Police Department.
We have Laura Shelton,
accreditation manager,
Woodstock, Virginia
Police Department.
And we have Stephen Moore.
He's the captain
of Sacramento, California
Police Department.
All right, you guys ready
to jump right on in?
Let's do it.
Nice.
Thank you.
All right, so let's
start with understanding
the roles.
And can each of you describe
briefly your current role?
David?
Okay, so I am, the assistant
chief of the Knoxville
Police Department.
I serve directly
under the chief
and the, deputy chiefs.
I have four deputy chiefs
that serve under me.
Thank you, Laura.
So my official title is
accreditation, manager.
I work for the Woodstock
Police Department.
I answer directly
to the chief.
We are 21.
20, one sworn to,
two and a half,
professional staff.
I am professional staff.
And, I oversee our police,
administrative manager,
and then, report
directly to the chief.
Thank you, Stephen.
Yes.
So I am one of the two
captains in the office
of the chief, and I
am the one identified
as the chief of staff.
I work on some
of the projects that our
interim chief, is trying
to move forward.
And I also manage our
public information officers
in our intel dignitary
protection unit.
Thank you.
So we'll stick
with you, Stephen.
Well, and then we'll
work backwards.
So then it'll go lorda.
And then, David.
So can you, tell me how
you would describe
your role as a chief
of staff in your agency?
Yeah, so I don't know
that we do chief
of staff the way that
other agencies do.
It is kind of a newer
concept for us.
Our interim chief was a tank
commander in the U.S.
army.
And so when he took the role
he was looking to I guess
develop the position.
In addition to supervising
the units that I
manage, I'm also kind
of a Swiss army knife.
So when the chief has
an initiative he's
trying to implement,
I tend to get tasked
with the messaging
aspect of it and then
communicating
with my peer captains.
We have 11 captains
in the organization.
Each one manages
a division or two.
And so I am kind of his
liaison to the division
managers throughout
the organization.
You bring up a good point.
I think most chiefs
of staff are a Swiss
army knife, Laura.
So we are, like I
said, we're a small
police department.
We don't formally
have the position.
I have fallen into
that role as
the accreditation manager.
Our agency uses and has
used accreditation as
the kind of the template
that touches
everything that we do.
So my role has evolved,
along with accreditation
program in our agency
and in our organization.
So I have become that kind
of right hand person that
keeps the wheels
on the bus moving.
I keep the needle moving
forward for our department
with a lot of initiatives
that we manage, or that we
are tasked with.
So I kind of work, I work
behind the scenes,
keeping everybody in line
and keeping them
on track and keeping that
needle moving forward.
Perfect, David.
So I'm kind of, I'm kind
of a mixture between
Laura and Stephen.
We have 540 total
staff here.
Like I said earlier, I work
directly, for the chief.
So I kind of take care
of all of the internal
things, projects, policies,
expenditures,
anything of that nature.
And the chief kind of leans
in and takes care of
the external, issues that
come up or tasks,
that come up along the way.
So I'm very fortunate.
Again, like Stephen,
I'm not a typical chief
of staff because I have
four deputy chiefs that
work under me as well.
So I guess if nothing else,
I'm More like the
gatekeeper that the things
come through the gate
assigned, to the deputies
or their bureaus.
So I'm a little easier
because I have, unlike
most chief of staffs,
they don't really have
authority with them.
So I, I'm a chief of staff
with formal authority,
I guess, if you will,
if that Makes sense.
Actually.
That's, that's a good segue
into our next question
about how the chief of
staff role has evolved in
recent years within public
safety organizations.
I'll take.
Anybody can chime in here.
I think for us,
in law enforcement,
law enforcement is moving
at the speed of light.
When you look at technology,
you look at expectations
placed on law enforcement
by the community.
You look at what
is considered
community policing.
There are so many aspects
that law enforcement is
responsible for, whether
it be the community
policing aspect, the
public safety aspect,
keeping on top of all of
the technology.
Having somebody in that
chief of staff role that
is dedicated to making
sure that those, those
needs are being met
effectively, allows,
allows your chief, allows
your principal, allows
your command staff to meet
those needs more
effectively.
And that, that has, that's
evolved as law enforcement
has evolved in the,
in the past decade or so.
Yeah.
And real quick, I would
double down on even what
Laura's saying that
I agree with her 100%.
But I think more even
than that, law enforcement
itself is taking
on more civilian roles.
And I think a chief
of staff really is perfect
for a civilian role.
There's no really,
we're an old method.
There's really no
reason that a sworn
personnel needs to be
a chief of staff.
So I think it can
go both ways.
But I think law enforcement,
as you said, Laura, moving
at speed of light.
We're seeing that it's okay
to have civilians
have some of these high
ranking positions now.
Absolutely.
So when we, when We think
and dig a little deeper,
on this concept.
And I'll start
with you, Stephen.
What's the biggest
misconceptions that people
have about your position?
That's a good one.
For our organization I
think it's a, maybe
a little different because
this is a new role.
And so we've always had
the captain, the office
of chief, and there were
certain expectations that
came along with that.
I think maybe the biggest
misconception people
have is that the chief
of staff knows everything.
And that might not
be the case for
every organization.
But communication is
always a challenge.
I, am fortunate
to have a lot of access.
But there are still a number
of things, a number
of decisions that are
made that I'm not in
the room when they're made.
And so when I find out
something from line
level, like my wife is, a
line level employee with
the organization and so
when she tells me
something she thinks that
I already know it's.
And that's not
always the case.
And so, it's really
balancing the need to
have the insider
information with the need
of the chief of the
organization to be able
to, you know, have his
inner circle and make the
decisions that are going
to impact the
organization and then
just managing that
communication, through
me.
Anybody else you want to
chime in on misconceptions,
I think there's probably
chief of staff is
in the private industry.
It's kind of a well
known concept.
I think in the public
safety sector it's
a relatively new concept.
So understanding exactly
what that looks like
within an organization,
not by members
of the organization
itself, but even perhaps
the community,
and other stakeholders.
So with the things that we
do as chiefs of staff and
our roles and
responsibilities changing
all the time, when we think
about strategic versus
operational, how much does
it weigh in each one?
What do you think, David?
You know, so that's
a good question.
And I think just on
firsthand hearing that, I
think it's kind of 50, 50,
because even though it's a
lot operational, there's a
lot of strategic planning
as well.
Especially when you get
into the policies.
And many times to have
an effective operation,
the strategic part started
many, many months before
on any task project
that you push out.
So there's planning stages
and strategic plannings
that go way before
the task even takes off.
So I think 50, 50
operational may weigh
a little heavier on some
ports, but for the most
part it's right there, even
with each other.
Can I follow up on that?
I think it's very important
to have somebody in that
role that is able to
understand both, maybe not
be able to completely do
the operational part, but
has an understanding or
knowledge of and can ask
those right questions and
bring those right people
together to the table to
work through some of those
oper, operational needs to
meet the strategic goals
and strategic planning
that that is taking place.
So it's a, it's
balance and I agree.
50, 50, 60, 40.
So, so speaking of balance,
you know, how do we support
as chiefs of staff, our
executive leader for that
organizational balance?
How do we do that?
So I would say that one
of the things that we
really need, need to be
cognizant of are
the downstream effects of
the decisions being made.
The chiefs are very busy,
and like we have
an incredibly intelligent,
executive team.
But even the things that
seem relatively mundane,
there are significant
downstream or unintended
effects that may
branch out of those.
And you know, the farther
we are removed from
the people doing the work,
the less likely we are able
to be able to see those.
And so maintaining
the relationships within
the organization,
that connection,
and then anticipating,
you know, if we do
this, this is how
it'll be interpreted.
This is how it's going
to affect,
the workload of our folks.
And this is how
people in and outside
the organization are
going to view it.
I think that is a,
real responsibility of ours
to help keep the chiefs
from stepping into
an area that they really
don't intend to go.
And I'm going to add
to that too.
I agree 100% with you,
Stephen, on that.
But when you talk about
that, you know, that
balance, we have to do
that to make sure the
troops understand also
that a lot of these things
coming down is for their
safety or their protection
and to ensure that they're
not going to be on Fox
News or CNN the next
night.
So there's.
Where the real balance is,
is the communication
downstream, that one, that
we don't interfere or
pigeonhole them from,
doing good police work.
But on the same hand, we
balance that out so that
we keep them safe and we
keep them within the law
so that they can have a
productive career moving
forward.
So you, you guys all bring
up a really good point
which pushes into
the conversation about
skills and how do we have
skills for success, right?
So when you see, or when
many people see chiefs
of staff, they see us as
force multipliers, right?
So let's talk a little
bit about that.
Although we may wear many
hats, what skills do
you think are the most
essential, for your success
as a chief of staff?
I think being emotionally
intelligent and being able
to communicate well, and
using that emotional
intelligence with people
reading the room, knowing
who to bring together is
probably one of the
biggest, skills to build
to be successful in the
chief of staff role.
I agree with her.
And I also think just
to put on top another
layer on top of that.
So you need to be,
supportive, you need
to have emotions.
But then you need more
and more importantly is
to control your emotions.
I think the biggest thing
that, where a chief
of staff can get into some
real dangerous waters is
to knee jerk on anything.
So I think having your
emotions in control and
in check is hugely
important because you're
getting it from both
ends, you're getting it
from coming up from the
bottom, and then you're
coming down from your
principal or your chief.
And so there's a lot of, lot
of stirs, a lot of emotions
in a room sometimes.
And I Think it's up to that
chief of staff to say, hey,
let's take a breath here.
We're all smart enough
to figure this out and be
the leader in the room.
Yeah.
Laura and David identified
some of the real key ones.
I think I would add to that.
The chief of staff really
needs to be, thoughtful
and meticulous and being
willing to follow through
every assignment we have.
You're going to make
mistakes and you will
likely miss some things.
And depending upon where
you are and you know what
the event is, that may be
a significant issue.
It may not be.
I think one of the things,
one of the first
things I learned
in the chief of staff role
is that I can't fail.
If I forget to do something
or if I fail to do
something, well, then that
reflects poorly
on the chief and reflects
poorly on the organization.
And so that follow through
and the consistency in
the organization, which
are not always my strong
suits, are some of the
things that are probably
most important in this
role in relation to other
roles that I've had in
the past.
Well, staying in
the conversation, because
we do this too, right?
We help in this process.
But if you had to hire
you, if you had
to hire the new chief
of staff, what qualities,
if, if they're
different, would
you prioritize over
technical expertise?
Oh, I've got
everybody stumped.
You like that, don't you?
All right, so obviously
not a technical,
not a technical area.
But at the end of
the day, it really
comes down to trust.
And that was one of
the things that our chief
said when he asked me
to take this role is like,
I'm asking to do this
because I trust you.
And that trust can mean
a lot of different things.
Right?
It can mean that I trust
you to do a good job.
It means that I trust you
to push back when you think
I'm making a poor decision.
It can mean that I trust you
to keep what we say
in the room, in the room.
And we talked about it
a little bit, at the,
the course when we were out
for the residency.
But it is so much more
difficult if you move
into the position and you
do not know your
principal and your
principal and you have
not developed that
relationship, because
that trust is absolutely
vital to getting the job
done.
So if I were to hire
chief of staff, obviously
I'd want the technical
experience, I'd
want somebody who
was well rounded.
I want somebody who's
a good communicator.
But at the end of the day,
if I Can't trust them
in all aspects.
Then we're not going
to have the relationship
that I need
to get the job done right.
And then really we're
not, we're not serving
the purpose of the work.
Yeah, I couldn't agree more.
And I think what I would
add to it if, if you're
going to be a chief of
staff and you think you're
going to work 40 to 50
hours a week, you're not
even close.
It's, it's a all
day, 24 hour job.
Well, and it's also
selfless at times.
You don't get
the credit for.
You may be the one
that's keeping everything
moving forward.
At the end of the day
though, it's, you don't
get the credit for it.
You're working in
the background.
And so selflessness, I
think that's a quality that
it's hard to measure.
But that's probably another
quality to be considered.
I'm moderating, but I'm
at a little 2 cents here.
Even though I'm
not supposed to.
I, would add chemistry.
I think, you know, you have
to have a good, at some
point working relationship
with your principal and
having that easy flow of
information that's that
you have all talked about
the ability to serve even
when you are tired and you
don't want to or it goes
past those 247 hours that
you feel it's, you don't
know what year it is or
what day it is.
And then as Laura was
saying, you just, you have
to fully fold in.
So I think chemistry
plays a role in that
for you to even want to.
Right.
So as, as, as we keep
working through this
conversation and really,
really bringing
people into the fold,
I'm going to ask
a secondary conversation,
a question to that.
And it can appear that
it is difficult for
someone who is outside
of your organization.
Especially because
David mentioned
it turning to civilian.
Right.
So how would, how would
someone get into
the opportunity if they
are external and becoming
chief of staff?
They have all the qualities.
How do they get there?
I think making those
connections in some
way, shape or form
so that principal knows
what you are capable
of and can trust you.
Whether that be some,
through networking, it
truly is grounded on trust.
So to get into that, just
somehow getting a
presence with that
principal so they know
who you are, how you
operate, where you come
from, how you
communicate, especially
from the civilian
professional side.
Some of that's really
organization specific.
And when we were out
in Virginia, we talked
to A bunch of folks who.
That was their role.
They came to their
organization
from the outside.
Maybe they knew
the principal from before,
maybe they didn't.
But there are some
organizations that,
quite frankly, aren't
going to do that.
They're going to promote
internally, and it's not
going to be an opportunity
for those that do have
that desire and are like,
want to go to an
organization that is
willing to bring somebody
in from the outside, then
it is, you know, I would
say probably demonstrating
a, history of the skills
that the principal is
looking for in their chief
of staff.
And then, you know,
I think Laura saw, or you
were talking about it,
Ariel, like that chemistry.
And so when you first meet.
Right.
There's either a spark
or there's not a spark.
But trying to develop that
spark, build a
relationship, being open,
being transparent, so that
the principal is willing
to take a, I don't want to
say a gamble, but bring
somebody in from the
outside who they have not
worked with before into
this, this key role.
Yeah.
I would also,
It's not impossible.
It is impossible.
I think one of our class
members, Elisa, if I
remember correctly, she
was brought in cold turkey
from the outside.
So it is possible.
But man, that is a leap
for a principal to take.
That's a huge leap.
Because unless
it's maybe they.
Maybe another line of
work, they did that where
they were a, chief of staff
to another company.
I can see that.
But just starting from
cold turkey with no
experience, that would be
a difficult challenge.
Absolutely, absolutely.
And you all bring up
the conversation
of communication,
and relationship building
and, how does that play
into your day to day work?
So I'll jump on this one.
As far as I'm concerned,
communication is
probably 85 to 90%
of my daily struggles.
And I know it's not this
Tennessee accent that
people can't understand
what I'm saying.
Right.
Because I speak such
fluent English here.
But, communication is
big because where I
struggle the most is.
And where I have to
really check myself is
because I'm exposed to
everything going on in
the department, from the
very large picture to
the 2,000 to 100ft of
each project.
I just automatically assume
that everybody knows what
I'm referring to or what
I'm, what I'm talking about
when I have these meetings.
And so I have a XO that
works with me and many
times is a lifesaver
because he'll say,
you know, hey, pause
just a second.
Make sure everybody
understands where you're
at and where you're talking
about, so you're talking
about a project going
from 100 to 0.
Real quickly you'll see
that if you don't have
effective communication.
So I can't say enough
about communication.
Well, and it's filtering.
You're communicating
up and you're communicating
down and figuring out
what that looks like.
And so how do you
communicate effectively,
effectively with your
principal versus what
information that your
principal has shared with
you?
Does he expect
or want communicated?
He or she expect or
want communicated down?
It's a delicate balance
trying to, to figure
out what, what that
looks like and what those
expectations are.
Yeah.
Which also then that
actually leads into some of
that relationship building
with, with, with
officers, line level staff.
And the way that you
communicate is also
a challenge for us.
As the chief of staff you
are communicating
throughout the
organization, throughout
the, whatever your
municipality is, your
university is, and with
members of the
community.
And I think one
of the things we forget
at times is that the voice
we use matters.
And so the way that
you communicate to
say your city manager
should probably
be different than
the way that you
communicate with line
level personnel.
Not because they don't
understand, but because
the way we're communicating
is differently.
Right.
If I'm, if I, if I, if I
talk to my cops the same
way that I talk to the
city manager, like
they're going to feel
like I'm pandering to
them and that is not the
message.
Like you lose the message.
Then if I talk to you
know, a community based
organization with the
same way that I talk to
my cops, then they're
probably going to think
that I don't care.
I don't understand
their perspective.
So understanding the voice
that you need to
communicate with, whatever
group it is, whatever
that message is,
shouldn't be misunderstood.
Absolutely.
Absolutely.
And that brings
up the point of rapidly
changing situations.
Right.
And we're talking about
communication and how
that works, the tone you
have to have and changing
that for each one of your
constituents, members of
your community, your
leadership, however that
folks flows.
How do you maintain
situational awareness
while keeping leaders
focused, focused on
the long term priorities?
I'll start with
this one, I guess.
So I think we all know,
like when we are engaged
in whatever it is, right.
Either for the, the sworn
out there, like when
you're engaged in the call
for service or for the
professional staff, like
when you're focused on a
project, it gets really,
really easy for your, your
vision and error.
And so the same can be true
for our principals.
And so when they're
working through whatever
the crisis of the day is,
then that can limit
their field of vision.
And so one of the things I
think we're responsible
for is being able to take
that step back because we
are not so intimately
involved in it and kind
of see the surrounding
landscape.
And so seeing how, you know,
this crisis may or may not
expand, seeing how the
decisions that we are
making to address this
crisis can have long term
effects or affect other
parts of the organization
or the community, that's
one of the things that we
can do to kind of help
remind our principal that
like we will, we'll survive
this, we'll get out of this
crisis.
But here is, you know,
how our actions today are
going to impact the things
that you've identified
as our long term goals.
I also think that part
of that is it's our
responsibility to point out
those blind spots.
We are just far enough back
to maybe see some things
that are unfolding or be
aware of some things that
are unfolding that are
important and could have
huge impact.
So being able to articulate
that in a fashion
that's quick and easy
and clear enough, to our
principal is extremely
important as well.
So it's helping them
maintain some of that
situational awareness that
they may not necessarily
know about or think about
or see in the moment.
You know, I think I, agree
with all the comments
made, but I think it goes
back to what we've talked
about before is that
relationship you have
with your principal or
your chief.
And then what I talked
about earlier is
not knee jerking.
I think this is the part
where it really becomes
important that you go into
that closed room with your
principal or your chief
and you, and you tell him
exactly, not what he wants
to hear, but the facts of
the case.
But you do it in a way
with non emotional, not
to spin them up or spin
them down, but just
given the facts and tell
them, hey, I think you
made the wrong statement
here or I think we need
to do this.
There's nothing wrong
with doing that in a room,
just with you and them
would never do it
outside of that.
But I think that's where
the respect comes in.
I'll be truthful
with you and I'm not going
to be a yes man.
I'm going to tell you,
hey, I think we're wrong
here or I think we're
doing bad, whatever the
case may be, but not to
the point to spin them up
or get them off case, but
keep that nice even
emotion and then Tell
them the facts.
And then when you come out
of room, no matter what
the principal or
the chief goes with, that's
what you're going with.
And I think
that's important.
Absolutely.
And I think you guys
are all leaning on
past experiences, right?
And your ability,
things that you've learned,
whether it's recently or
in the past, that shaped
your leadership.
So when you look back,
what surprised you
the most about becoming
a chief of staff?
I'll start.
Somehow.
I became chief of staff
without even realizing
I was in that role.
I didn't realize how much
my principal trusts me,
and how much he believes.
And we've had to have some
very uncomfortable
conversations because I can
see, I sit back and I see
what might be happening.
He may not always agree
with me, but that
has surprised me.
He trusts me as
a professional staff,
as not a sworn member.
He relies on me to,
show him all of the sides
of the picture or whatever
we're looking at.
So I think that has
surprised me
the most, the level of
trust that I have.
Being professional staff
with a chief.
I don't know that it's
surprise me particularly,
but I think it
would surprise others.
Just the level of support
that I have from my
peers and my bosses here.
So our structure, we have
a chief, we have four
deputy chiefs, and then
we have the captains,
which is my rank.
And so moving into this
role, you know, not.
Not having done it before,
just, you know, when I
need something, whether
it's on the chief's behalf
or it's to help dig me out
of something I got myself
into.
Just the level of support
that I, I get from, From.
From the folks in this
organization to ultimately,
ultimately make me and make
the organization successful
has been refreshing.
Not a surprise, because
we have great
folks, but, it's not.
It doesn't exist everywhere.
Okay.
You want to add
David or you, You?
Yeah.
Well, I just straight
up blackmailed my chief.
That's how I got
into my position.
No, I'm joking, I'm joking.
I was surprised, I
guess, but we had had.
I was a deputy chief, and
then we had worked
together on a lot of
projects, and it was
obvious that we kind of
thought the same way, had
the same patterns of
thinking and ideas on
things.
So it just kind of involved.
So it wasn't a surprise,
but it kind of was as well.
Okay, so, it's story time.
And don't tell a super
long story, but I'm going
to ask that you each tell
us Particularly
challengingly challenging.
Excuse me, situation
that helped you grow
as a leader, David.
Of course I even looked
away from the camera
and you still.
I know, but of course I'm
gonna pick you.
Yeah, so there's a bunch
of them really.
I look daily, we're
going through a, a kind
of a storm here now
in Knoxville with LPRS
AlPRS and so I'm learning
from that one.
But probably one of the
biggest stories I guess
is the chief coming on
board and when he first
came on in 22 to change
the culture of the
department and I really
thought, you know, that
would be easy.
But steering a police
department and I consider
us medium at best
size department with
550 something folks.
You know, we're not
an LAPD or anything
large like that.
But I didn't really
appreciate how difficult it
is in changing the culture
of the department.
And we've been working
on it and I think we've
succeeded well with it.
But through it there's some,
you know, some
friendships that were
probably strained a lot.
But you know, I guess the
one thing is we had a
commitment and the
biggest thing I learned
is when you've got a
commitment that's not
going to be roses and
flowers all the way.
There's going to be some
times it takes some real
soul searching to
understand is this
project something I'm
willing to commit to and
through that you grow
because you understand
that you're going to come
out at the end and not
only am I going to be
better but the
department's going to be
better for it as well.
And after we're still a
Project in motion, but
we're 90% there and we
have seen tremendous,
tremendous outpour of
the community because we
have made that culture
change.
So it was a huge
learning experience.
I wouldn't definitely
never want to go through
it again, but it's one
to once you make
the commitment, you're sure
of what you're doing.
Go for it and you'll
come out at the end.
It's interesting you talk
about the culture when I
was thinking about this
question, when I came to
our agency in 2015, my
role, I was tasked with
getting us accredited.
But that requires a shift
in the culture, it
requires a shift
in thinking and so that.
Well, we've done it this way
for years and it works.
So having to shift the
way of thinking of an
agency that had been
embedded in that for
years, and it takes the
Right people in the
right places and
identifying the right
people to make that
happen.
Whether you're a ten man
department or a thousand
man department, I think
each agency faces that same
uphill battle.
And how does that culture
become ingrained?
So that, that was definitely
one of probably biggest
growth experiences as
a leader that might have
shaped me as a leader.
I would say mine
was probably my
prior assignment.
So prior to this I managed
our comm center
and our records division.
So in both those roles
I think it had about 120
professional staff.
And I never really managed
professional staff before.
In one of the divisions I
had an ineffective leader,
like subordinate leader
who managed the division.
And then in the other
I had three equal,
ranked professional
staff managers.
And so then they
all reported to me.
And I guess the big takeaway
from that and you know,
every other assignment
I've had, I had a certain
level of expertise.
Right.
It was all cop stuff.
I, was a decent cop.
And so I was able.
Like I understood
what I needed to do.
And in these areas I had no
real historical knowledge,
I had no expertise in
the process tasks they did.
So I really relied
on what people told me.
And when you have folks that
either give conflicting
advice or you don't
trust the advice they're
giving, it created a lot
of challenges for me.
And so, you know, it
really helped me a learn
the culture of different
professional staff,
portions of the
department which
communicate different,
prioritize things
differently, have
different perspectives.
And I think that was really
beneficial and helped
me develop as a leader.
But also the ability or the
willingness to make
decisions, some were good
and some were bad with
limited or conflicting
information, is something
that I was really
uncomfortable with in the
beginning and I still
don't particularly love.
But I became more confident
in having a portion of
information, checking the
sources that I could and
then trusting that, you
know, the decision I made
was hopefully good and also
being willing to walk it
back if it ended up being
the wrong route.
But I developed a lot
in that role which has
helped me and hopefully
will continue to help me
throughout my career.
Absolutely.
And I'm a, you know,
point of privilege.
I'm going to take it anyway.
Again, I was, I've been
fortified in fire.
Right.
So I am emergency manager
by heart and everything
you do is challenging.
And you have to organize
and pull people
together and still
stay happy and pleasant
in all the things.
While also, as David
likes to say, you know,
less emotion.
Right.
So, I encourage everyone
out there to our audience
Especially, you know,
take your experiences,
sometimes you have to take
them on the chin.
And a lot of times you,
you are learning your best
lessons because, it sets
you up for the next thing.
And as we talk about that,
and Stephen brought this
up, you know, that talks
about credibility.
Right.
So does that bring in.
And you guys can weigh in
on this, how you establish
credibility, outside of
those tough situations,
with your executives,
frontline personnel and
then your external partner
simultaneously.
Because it all happens
at the same time.
It's never, it's
never one at a time.
Definitely follow through,
do what you say you're
going to do and follow
through with it.
And if you can't
do it, be honest.
I don't know.
I will find out,
just being genuine in your
responses to whether
it's, whether it's
frontline personnel,
executives or you know,
external partners
and stakeholders.
Yeah, that was what
I was going to say.
However, I will also add
in addition to follow
through consistency.
Right.
Everybody wants to know
that like they want
to know where you stand.
Doesn't mean you can't
change your mind,
especially when presented
with good evidence
to the contrary of what
you would normally do.
But people want to know
where you're coming
from and they want
to know kind of what
to expect out of you.
And I think if you are able
to be consistent,
then it builds trust that
you're being authentic.
And so being consistent,
following through,
demonstrating that
authenticity that like
that's what your line
level people want,
that's what your bosses
want, that's what
exterior, stakeholders
want.
They like that is,
that is what everybody
wants from you.
And if you do that,
you'll build,
you'll build credibility
with the groups.
So you guys are speaking
about growth and change
and development
and different aspects of
getting to credibility.
But at the same time
your professional
development matters.
It plays an increasingly
important role
in preparing leaders for
this complex position.
Right.
So we all recently, just
so everybody knows,
we're all in the first
cohort for the chief of
staff of excuse me, for
the chief of staff
opportunity to get a
certification.
And in that program
for executive leadership,
educational program.
What motivated each one
of you to participate?
Because we're all growing
and we're all changing.
But what motivated you
to come and sit with
the three of us and more?
I think for once I
found something that
professional, development
and sort of training
that actually fits
what I do every.
It, it was so,
it was so broad.
We looked at
strategic thinking.
We Looked at, executive
communication, there were
so many different areas,
that touch what I do
on a daily basis
through the program.
It was exciting to actually
find something that.
That actually, rather
than it being one part
of what I do in my day,
the program actually
addressed everything that
I do within my day.
Absolutely.
Yeah, I agree.
I'll go.
I'll go next.
Anytime I can read anything
I try to do that.
And, training is difficult
because whenever I leave
here, I still got to take
my work with me, whether
it's with laptops or
cell phones or whatever.
So training is difficult.
I don't do a lot of
training, but outside.
But this one,
I agree with Lauren.
It was so much in line
of what I did.
And then to put the public
safety, around it as well,
strengthened it even more.
And then, I'll be honest,
Ariel, when I seen you
were going to be in the
class, I was like, I've
got to be there, because
has to be a great class
of Ariel is going to be
there.
So.
David, David, David.
If only I believed you.
Go ahead, Steve.
No, just with this being
a new role and not really
knowing what to expect, I.
I like expertise.
And one of our
professional staff, we,
have a professional
staff, Deputy chief, she
found this, told me
about it, encouraged me
to take it, and the
chief signed off on it.
So, you know, there.
There's a lot of stuff that
we learned in the course
that I think benefits
me, and there were some
things I already knew that
were great reminders.
But just going into
a new role in an unknown
realm, whatever expertise
I can develop to,
to be successful, seems
like a good idea to me.
Absolutely.
And I will say that we all
have really good support
from our principals
and our leadership, our.
Not just our cohort,
but just, you know,
from your fellow
colleagues at your.
Your own agency.
Which is great.
So when we talk about
aspects of the program that
had the greatest impact
on your leadership.
What are those?
I guess I'll start.
So, like, Like I just
mentioned, there.
There are a number
of things that I was
already familiar with.
Right.
Like, we've already dealt
with stakeholder stuff in
a number of other
classes, but there was
one of the things I
really liked was the
course provided structure
for a number of the
things that we're
responsible for on a
regular basis.
So it provided some good
structure guidelines for
running meetings.
Right.
Because that's one
of the responsibilities
that we take on.
And I kind of like it.
I don't know if I Get
my group off of that.
We're just going to like,
have word salad and talk.
But structure for
meetings can be a really,
really good thing.
There was also a portion on
providing structure for,
communicating with your
principal, which my boss
is willing to have a lot
of conversations and so it
isn't necessary, but I
think for me to be more
effective in my
communication with him,
having an outline on how
to do it in a way that is
digestible and then
recognizing how he is
going to consume
information, there's a lot
of value there.
So I've already started
taking bits and pieces
of both of those
aspects and trying to
integrate them in the way
that I do my job.
Absolutely, absolutely.
Anybody else want to chime
in before I move us
to our next question?
You know, I'll chime
in real quick.
So I've been to the na.
I've been to Smith
with Perf, a lot of big
executive trainings.
You know, this one
was really good.
It really was.
And I don't know if it
was just the dynamics or
the, the chemistry
with our class that we had,
but the program
had great conversation.
But what I picked up, and
this is truth, I picked
up from everyone that
participated there, man,
you really got to see
folks that are right in
your level doing a lot of
the same things you're
doing and hearing their
struggles and how they
got through it.
And I thought it brought
out an excellent display
of that and it was well,
well worth the, the time.
The on grounds portion was
definitely, beneficial.
Having the conversations
at the table, whether it.
I, I recognized that there
are people doing or have
experienced the same as I
have in my organization.
So having that feedback
of how they handled things
versus what they would
have done differently, that
it was, that was
highly, highly beneficial.
For sure, for sure.
Can you, guys put into play
for everyone else
any lessons that you have
already started to use?
I know we're kind of
talking about it broadly,
but if there was something
specifically that you took
away that you've
applied today that you're
using right now?
I took the meeting
template away.
We had already been heading
in that direction.
But I took what we learned
and I have implemented
it within our department.
We've used it twice now
and it has been highly,
highly successful.
Keeping, keeping everybody
on track and moving forward
towards the strategic
and operational
initiatives.
It's a simple, simple one.
Nice.
Anyone out there, you know?
Sorry, Stephen,
were you going?
Nope.
Go ahead, buddy.
The capstone I worked on, I
think it's the first time
ever I've been to a class
where we had a project
that I actually brought it
back and began working to
implement it and the
capstone or the capstone
on evaluation.
So I'm still rolling
with it.
Got a meeting set
up with H.R.
so I'm super, super excited
to get this in.
This will be a milestone for
the police department form.
Nice.
Wonderful.
Yeah, I just didn't want
to leave you hanging, but I
was going to reemphasize
the communicating
with your principal.
Like there's the structure
is good and I'm using it.
Yeah, I I definitely am.
Like David, I had to.
We had.
We're doing transition soon.
So it was really good
to talk about transition
plan and I heard a lot
of different aspects
and then my capstone has
come fully into play.
So, the program itself has
helped to bring out a lot
of different things,
expand your thoughts,
maybe even reinforce a lot
of what you've already
known and are
participating in daily.
But how has the program
changed the way that you
approach strategic
leadership, collaboration
or even decision making?
So I don't know that
it's changed the way
I approach it.
Like the program, it
wasn't a paradigm shift.
I didn't start seeing
the world a new way.
But what it did do well,
I think was give me tools
to be more effective in.
In the role that
I've been assigned.
And so that like, I, I don't
know if that's the answer
you want, but like it's.
It's a great program.
It provides a lot of
useful benefits.
But if you're not committed
to the cause, it's
not going to make you be
committed to the cause.
If you want the position
for like just the
position to be able to
say you're the chief of
staff, it's probably not
going to move you off
that mark.
But if you want to do
the job the right way
for the right reasons,
then it will give you some
tools to do that and be
more effective.
Support your principals,
support your
organization, support the
people that you're
responsible for, and do
it probably, I guess more
efficiently and, and in a
more organized manner.
It re.
And it reinforced.
It reinforced a lot
of things that I already
knew and it gave me.
It expanded on things that
I already knew how
to do, but expanded on that
and told me how to do
them more efficiently,
more be more productive.
Absolutely.
So I'm going to take
a half a second
to let the audience know
if they would like
to put in a question,
please do so now.
And while you guys type
your questions, and before
we get into those,
have a couple more
questions from my
beautiful colleagues.
What, what emerging
challenges do you see for
future chiefs of staff that
they need to be ready for?
So, I don't know, it's just
for chiefs of staff,
but I think we're affected
by it, just because
of our position.
But the expectations
on law enforcement continue
to become greater.
Right.
Realize maybe not everybody
here is law enforcement,
but public safety,
but the expectations
continue to rise.
You know, I think we
saw it start in 2014.
It peaked in 2020, but it's
not really subsiding.
And so the level of
transparency, the level of
engagement, the need to
use technology, the
staffing challenges that
we all face, like, they
continue to be there and
they're not going away.
And so with all of that that
provide puts an increased
burden on everybody.
And part of our role is
to take some of that burden
off of our principals,
off of our chiefs,
and off of the members
of our organizations.
And so, you have to be
committed, and we have
to be committed.
We have to anticipate,
you know, more and more
being required
of us to be effective.
So understanding that
and being comfortable
with that, willing
to put the work in.
Ariel, if William is on, I
think the chat is disabled.
Okay.
No worries.
The, the question I have
will definitely take
up the rest of our time.
So Laura, would you like
to chime in on,
on that one too, and then
we'll get to you.
David?
Sure.
I actually, I agree
with, I agree with Stephen.
We're, I said it before.
We're moving at
the speed of light.
So I think the expectations
are constantly evolving.
The expectations of what,
what all of us are facing.
Community expectations,
but governing
body's expectations.
There's a lot
of competing expectations.
So I think, that that's
going to become even
larger in the chief of
staff role as you're
trying to guide your
principal and direct them
in such a way, managing,
and navigating those,
those competing
challenges, is probably
going to become even more
difficult.
Absolutely.
So I'm going to age myself
a little bit here.
But the topic is unknown
because when I first
started in 97 as a
patrol officer, I always
made sure that I had
quarters in my pocket or
in my car, my Cruiser,
in case the sergeant
called and said, hey,
call me at the station.
I could find the nearest
pay phone,
but the cell phone wasn't
even around back then.
I Can't imagine.
Now police departments
are dealing not only with,
you know, communications
coming in through social
media, through Twitter,
through all of this.
And now we got lprs,
we got AI so I just.
The future chief of staff
not only will have to deal
with what we're dealing
with now, but whatever.
As Lauren says, the speed
of technology goes
in 5 million directions.
We just, I mean, it's, it's
now to the point where it's
more than really one person
can really handle.
And so maybe there will be
multiple chiefs of staffs
for, I only see the role
expanding, to be honest.
Not only will, you know,
like me being chief
of staff or assistant chief
to the chief,
then I would have chiefs
of staff with my deputies.
And because the role is
expanding so much in the
low hanging fruit that
police departments or
public safety in itself is
expected to take care of
it just the workload gets
larger and larger as time
goes forward.
Absolutely, absolutely.
Now I'm going to
do the last part, which I
love, is to add,
words of encouragement.
So, could each of you
provide the next chief
of staff or whomever
is out there thinking
about the job?
We're in the job already.
Your words of encouragement.
Start with that.
Regardless of whether you're
sworn or your professional
staff, remember
that you are a leader.
You are chosen for that role
or trusted with that role
because you are a leader.
You may not lead with formal
authority, but you lead.
You're, you're in charge
of leading an organization.
So just remember
that you are strong enough
to lead an organization
regardless
of whether or not you
have the formal authority
and the formal
title to do it.
I'll go next.
You know, probably the
words of encouragement is,
it's nothing, there's
nothing better at the end
of the day that, you know,
a newscast comes out and
the chief's on there and
this great project that
the police department's
accomplished or this great
deed that they've done,
and when you set back, you
and your family know that
I was the one at
Spearhead, that, yeah, the
chief gets the credit.
And I'm tickled that he gets
it because when he's
successful, I'm successful.
But just knowing, and as
the back, as Laura says,
you work in the back
behind the curtain, and
that project would have
never even got off the
ground if it wasn't for
what you did and the role
that you took in getting
that project stood up.
Nothing in the world more
rewarding than that.
Yeah, I would just say that
you should be proud,
for you to be in the role.
Means that your principal
has faith in you.
They selected or they kept
you in the position,
when they took their,
when they, when they took
the position themselves.
And so you're already
in a great place.
And then just don't forget
you have the ability
to have a real impact
on the organization.
And however your
organization is structured,
you now have access to
somebody who is a true
decision maker for
your organization
or your agency.
And you have the ability
to make things better.
And so all those, all those
little things you saw over
the course of your career
that you liked and you
wanted to see more of or
you were frustrated by and
you wanted to see
something different,
you're now in a role
where, if it is the right
thing for the organization
and if you have a
principal who's willing to
listen, you can make
things better for
yourself, for your peers,
for, you know, for the
ones that are part of
your, your agency, family.
And I think there's
very little more rewarding
in, you know, in
the profession of, public
safety than, than that.
So you have a real
opportunity there.
Awesome.
You all are beyond amazing.
I am proud to stand next
to you all as a covert one,
and the leaders
that you are, and I've
learned so much.
I thank you for today for
your words of wisdom, your
insight, all the things
that you're providing in
the field itself and around
you, in your communities.
Thank you for
being here today.
Your experiences
and insights mean
everything and changed
world impact
happens every day.
We have heard the role
of chiefs of staff
this far for
administrative positions.
It is a strategic
leadership role requiring
judgment, adaptability,
communication,
collaboration, and the
ability to connect vision
with execution, which you
all are doing amazing at.
On, behalf of everyone
here, thank you to our
panelists and thank you to
the audience who came
today and for spending
this hour with us, because
we all know we don't
really have an hour.
So I appreciate it,
appreciate your
time and all those
that joined us.
Thank you.
We hope today's discussion
has provided practical
ideas and inspiration for
your current and aspiring
leaders in public safety.
