There comes a time in everyone’s career when we have to take the badge off, hang up the gun belt and pass the torch to the next generation. I refer to this as “stepping aside mentorship.” This form of mentorship became more apparent to me as I was preparing to retire, passing down my thoughts and knowledge to those who would succeed me. However, in small to medium-sized departments, some in top leadership positions (chiefs, captains, etc.) often resist moving on, delaying their retirements and causing stagnation within their departments.
In contrast, large agencies like the New York City and Los Angeles Police Departments have top-level executives who may maintain their positions for years without hindering the succession of talented command and supervisory officers, thanks to the sizable number of available command positions and the normal personnel turnover. Most law enforcement agencies are small, with 73.5% of U.S. law enforcement agencies staffing fewer than 25 full-time sworn personnel, and 86.9% staffing fewer than 50 (U.S. DOJ, 2023). When a top command officer in a small agency delays “stepping aside,” the progression of talented members is stifled.
The impact of leadership gridlock
Some chiefs and other executive staff remain active well into their later years, sometimes as late as their 70s, with some attaining over 50 years of service, many of which are spent in their agency’s top positions. This “gridlock” causes talented officers below them to miss out on opportunities to grow and develop by assuming more challenging positions. As a result, these officers often experience boredom, complacency and a loss of motivation.
In contrast, the United States military establishes time limits on top leaders’ assignments, resulting in regular command changes and allowing younger talent to showcase their skills. By refusing to pass the baton to younger leaders, top-tier police executives block the career progression of their subordinates, creating a chain reaction of gridlock down the ranks.
The danger of outdated experience
During my career, I heard many excuses for why top law enforcement leaders chose to remain in the profession for an extended number of years. Some common ones included: “those below them do not have the experience to take over yet,” or “the department needs my experience.” My personal favorite was: “Chiefs should have white hair, as they did when I started!” All these excuses are faulty.
First, it is impossible to gain experience in a position if one is prevented from performing in it. Those in the lower-tier ranks have already demonstrated the talent and ability to achieve their current positions; they likely only need access to the “C suite” to leverage their skills at the top level. As the one-time Emperor of France, Napoleon Bonaparte, famously said, “Ability is nothing without opportunity.”
Second, while experience is gained from years of service, those with extended tenures are often disconnected from the day-to-day functioning of policing. They may have been away from the streets for some time and lost perspective on current policing trends, relying instead on “yesteryear” experiences. I have heard chiefs say, “Back in the 60s/70s/80s…” when discussing current policing issues, more times than I can count. In those moments, they are oblivious to the glazed-over eyes of their officers and even their command staff. I experienced this myself the first time I said, “Back in the 90s, we did…”
Experience is a wonderful and essential quality, but it is not exclusive to one person or group. Many others in command or supervisory positions also have the experience to get the job done.
Talent knows no age
Lastly, regarding the “chiefs should have white hair” comment, many people in this leadership study obtained command or department head positions at relatively young ages. Many were in their 30s or early 40s when they achieved senior positions in their organizations. Law enforcement history, as well as military and U.S. history, is full of examples proving that talent knows no age, and a person’s young tenure is irrelevant. Skills and ability are what matter. Hair color and age are irrelevant.
Knowing when to step aside
Like the aging boxer nearing the end of their time in the ring, there comes a time for all of us in law enforcement to step aside and let the next generation take over, no matter how much we love the job. We must ask ourselves, “How many years are enough?” Does having 50 years on with 20 years as chief make you better or more capable than someone with 30 years on and 5 years as chief? Simply stated, no, it does not.
When law enforcement leaders refuse to practice mentorship by stepping aside, they directly harm the future leaders below them and the profession as a whole. When the time comes, hang up the gun belt, step aside and let the next generation move the profession forward.
NEXT: Transitioning into retirement from law enforcement? It’s more than a career change — it’s a life transformation. In the video below, Gordon Graham shares tips on emotionally preparing for this new chapter.
