We have departments with less experience overall. I may sound like an old-timer, but I’m not just talking about new recruits — I’m referring to the entire rank-and-file. Starting in 2020, attrition rates hit record highs. Every officer has worked with someone who was once committed to a lifelong career in law enforcement, only to leave the profession with anywhere from two to 20 years of service.
This, combined with the trend of workers across all generations changing careers more frequently, paints a clear picture:
We’re not only seeing teams with fewer average years on the job but also leaders with less experience. I’ve observed this in my own agency and across my region, and colleagues nationwide are reporting the same trend.
This raises important questions that many officers and first-line supervisors are now asking themselves: Should I test to promote? Do I even want to promote?
More and more, I hear about departments where suitable candidates aren’t testing for promotions. Some agencies are holding promotional processes only to have a few applicants, and in some cases, even finding those candidates unsuitable. This lack of interest or confidence has led agencies to consider external candidates, even for first-line or mid-management roles.
When considering promotion for yourself, my goal isn’t to convince you to take that step. Rather, it’s to acknowledge that many capable and promising leaders may discount themselves or the position due to limiting beliefs — whether based on someone else’s experience, personal perceptions or self-imposed barriers. By recognizing these factors, you (and any peers reading this) can make a more objective assessment of this important decision and the effort it requires.
Want to take your leadership to the next level? Learn how small changes in your perspective can make a big difference in your career journey.
Reasons why some officers don’t want to promote
Ask a group of officers and they’ll give you plenty of reasons why they — or anyone else — shouldn’t pursue a promotion:
- “I don’t want the stress.”
- “I have seniority for my shift, and promotion means I’ll be at the bottom and go back to nights. It will be bad for my family.”
- “I don’t play the political game.”
- “I don’t want to be part of a poor leadership group.”
- “I don’t have enough time on.”
- “I won’t be able to do what I want.”
- “I won’t be able to help officers as much as a supervisor.”
- “I probably won’t get the promotion anyway, so why bother?”
As you read through these, many may resonate with you. You might even recall hearing your own voice saying the same things at various points in your career — perhaps even now. However, there is a practical way to assess the validity of each concern through careful analysis and applying key themes.
Now, let’s break down these limiting beliefs one by one, examining their validity and exploring how shifting your perspective can open up new possibilities for growth and leadership.
Are you seeking a promotion? In this video, Lexipol co-founder and risk management expert Gordon Graham breaks down how to stay informed on key law enforcement issues to stand out during the oral exam.
You don’t want the stress: That’s fair — leadership is hard and it’s stressful. All policing jobs are stressful, though in different ways. Over the years, I’ve heard many respected officers, proven as line-level leaders, say the same thing. For some individuals, they’re such great influences on their team and so devoted to their craft that they may be right — staying in their current role might be the best fit. This could be due to their hyper-focus and passion, or perhaps a lack of interest in organizational or logistical planning. Even then, it might be more about accepting the belief that they’re not organized or simply don’t want to put in the effort to learn those skills.
However, for those already stepping up to run scenes and coordinate efforts, my challenge to them is this: they’re already stressed. They may be telling others (and themselves) that the stress of promotion will be worse than the stress they currently manage. And to my earlier point, that can be true — if you let yourself believe it. Sometimes promotion not only formalizes your ability to influence others (which can reduce stress), but it also gives you greater control over situations, which can also be a stress-reducer.
You don’t want to lose your seniority and end up back on night shifts, which could negatively impact your family: Work hours can significantly impact your family. After working different shifts, you probably know what works best. Some officers who wanted to promote have used this concern as a reason not to, even though they were the kind of leaders I’d want to work with.
This brings up key questions: Is working nights truly too hard on your family? Have you talked with your spouse or partner and weighed the pros and cons? Could your career satisfaction lead to more positivity at home? With careful planning, could you and your family grow more resilient during this period? How long would nights last before you see the benefits of your promotion? By asking yourself these questions, you can determine whether your concerns are valid.
You don’t play the political game: Who says you have to “play the game”? Are there no leaders in your agency or others you admire who lead without engaging in politics the way you’re worried about?
In talking with officers and sergeants, I’ve realized that everyone has their own view of what “playing politics” means. But it’s important to remember that we all play the game to some extent. Even the words we use shape how we perceive it. No successful officer plays zero games. If you’ve ever held your tongue, adjusted your tone, rewritten an email or de-escalated a situation, then you’ve played the game. If you’ve planned a proposal to run up the chain of command, then you’ve played the game.
What does this mean? You took a situation, considered your audience and adapted to get the best outcome. This shows self-awareness, collaboration and leadership.
You don’t want to be part of a poor leadership group: Some respond to this with, “Put up, or shut up.” I prefer, “Step up, and bring up.” I’ve seen many great leaders step forward, often at the urging of their peers or supervisors, realizing they could make more of an impact at a higher rank rather than accepting the status quo. Often, voices of dissent stem from a deep-rooted desire for positive change. If you recognize this in yourself, remember that negativity is corrosive — it doesn’t help anyone. Instead, focus on the potential: What if more people like you took on leadership roles? What if your example inspired others to do the same?
Change is slow, especially in law enforcement, but small steps toward leadership can lead to big wins. Challenge the “poor leadership” narrative by identifying what makes leadership good or bad. Take notes on what you can bring to the table, and use your strengths to help guide and align your leadership team. As you work more closely with leaders, you may find they mean well and are trying. Your role can be to help ensure their efforts are better received by officers, building stronger alignment at every level.
You don’t have enough time on: Are you sure? Look around your agency and ask, “If not me, then who?” This question often motivates many to step up. If others have been encouraging you to promote, it’s a clear sign of the need within your organization. As mentioned earlier, our industry is young and our leaders will be inexperienced — and that’s OK.
What matters most are character traits, values, skills and aptitude. While experience can help, it’s not a guarantee. Those who apply themselves with passion and commitment are on the right path. With a growth mindset, the right attitude can often make up for a lack of technical experience. Training, seeking mentorship and taking on new challenges can bridge the gap. When your personal growth aligns with your agency’s needs, that’s the perfect time to step up.
You won’t be able to do what you want: I know officers who delayed promotion to work in specific roles, like detectives or community engagement, fearing that promoting would take them away from hands-on work. Will promotion remove those opportunities? Maybe, maybe not. It depends on your agency’s context. For instance, at my agency, if you want to work with a K-9 or stay on SWAT, you typically don’t promote — but even that can change. In one case, a newly promoted sergeant stayed on SWAT after senior leadership recognized the value of keeping him in the role. Leadership changes and challenging assumptions can open doors that seem closed.
For detectives or community roles, I’ve seen supervisors reshape their positions by taking initiative and leading from the front. Through time management and job-crafting, they remained hands-on and transformed those roles. This kind of leadership can shift the culture, so future generations see those units as needing engaged, field-oriented supervisors.
You won’t be able to help officers as much as a supervisor: Some officers feel they’re too integral to their current assignment to leave, believing it’s “best for the department” if they stay. While this may be true in certain cases, I challenge the idea. What’s best for the department is subjective, but I believe it’s about continual growth — both personal and organizational. Often, the best way to make a broader impact is through promotion, as it provides more opportunities to influence and support others.
This isn’t about pushing everyone to promote, but about questioning the limiting beliefs that hold us back. When I was considering promotion to sergeant and later to commander, I worried about losing the ability to lead from the front and leaving behind areas where I had established myself. However, I realized these hesitations came from my own limiting beliefs. I feared losing respect as a sergeant, but I found that staying true to who I was as an officer allowed me to earn even more respect in leadership.
My hesitation to move into command was about ego — being “the guy” in certain areas. But part of leadership is knowing when to step aside and allow others to rise. Developing the next generation of leaders is just as important as advancing yourself. If you’re the go-to person now, recognize it’s your job to prepare others to fill your shoes, while you take on new challenges and responsibilities.
You probably won’t get the promotion anyway: I once worked with an officer who had the skills and knowledge to promote but was hesitant after an incident that drew public scrutiny. He feared he was “unpromotable” based on what others had told him.
While his concern was understandable, I asked him, “Says who?” He was a contender before the incident and whether he remained one was up to him. I encouraged him to use the attention on him as motivation — to prove himself and rewrite the narrative. He had the chance to show his positive attitude, refuse victimhood and model what a strong candidate should be. Unfortunately, he chose to accept his perceived fate rather than take action.
On the other hand, I worked with another officer who had tested for sergeant multiple times without success. He asked for advice, and I was surprised — he was already a confident, informal leader on our team. We discussed how he could better prepare, present himself and approach the process with conviction. He took that advice, crushed the test and earned his promotion.
Even if you’ve tested before and been passed over, it’s important to adopt a growth mindset. That was then; this is now. Decision-makers, testing parameters and even your own development may have changed. You should always be growing and improving. If you’re not, then that’s on you. If a past promotion process didn’t go well, take a moment to be frustrated, then move on. Seek advice, ask for feedback and become the best version of yourself. Only then, if you’re denied again, can you find peace with the process.
Conclusion
Promotion alone doesn’t prove you’re an effective leader. However, by exercising intent, humility and introspection, you can elevate your influence regardless of rank. Promotion isn’t for everyone, but applying a growth mindset to challenge and dismantle limiting beliefs is essential for realizing your full leadership potential in this profession.
Stay humble, stay hungry and stay gritty.
