Editor’s note: The following is excerpted from “The Thinning Blue Line: Addressing the Law Enforcement Vacacny Crisis,” a book written by Colin Whittington, 2019 Virginia Deputy Sheriff of the Year and CEO of Recruiting Heroes LLC, which offers practical advice and inspiring stories to guide law enforcement officers through every step of transitioning from the thin blue line to civilian life. In the excerpt, learn about methods to support mid-career officers who too often don’t see a clear pathway into a leadership position. Order your copy here.
Supporting mid-career officers
While agencies should strive to ensure that every member of their department feels valued and supported, it is especially critical to focus retention efforts on mid-career officers. These individuals, often with 5-12 years of experience, occupy a unique and pivotal position within a department. They are no longer rookies needing constant guidance, nor are they seasoned veterans nearing retirement. Instead, they are the backbone of the agency. They are experienced, reliable, and full of potential. Yet, despite their importance, this group is leaving the profession at alarming rates, often citing frustration, lack of career development, and a sense of stagnation.
At this stage in their careers, officers should be on the path to becoming the future leaders of the organization. Many have developed advanced skills, specialized in particular areas, or taken on supervisory responsibilities. However, a recurring theme I encounter through my work with Recruiting Heroes is that many mid-career officers feel stuck. They believe their growth within the agency has plateaued, and they begin to look for opportunities outside law enforcement where their experience and skills are valued.
One key factor driving this exodus is the absence of clear career development opportunities. Mid-career officers often feel they are overlooked for promotions or advanced roles, with no defined path to reach their professional goals. Agencies can address this by implementing structured career development programs that outline specific steps officers can take to advance within the organization. These programs should include mentorship opportunities, cross-training in specialized units, and clearly defined criteria for promotions. Motivated officers must know that they have long-term opportunities with their organization in order to stay fully motivated and engaged. Offering these officers tangible growth opportunities shows them that their future with the agency is valued.
Leadership training is another critical component of retaining mid-career officers. Many in this group aspire to supervisory or command staff roles but feel unprepared or unsupported in pursuing them. By offering leadership classes, workshops, and certifications tailored to law enforcement, agencies can equip these officers with the skills and confidence needed to take on greater responsibilities. Leadership programs also signal that the agency is invested in their long-term success, fostering loyalty and commitment. For example, providing access to courses and programs like the FBI-LEEDA Trilogy, IACP Leadership in Police Organizations, Executive Management Program at the Northwestern Center for Public Safety, and many others can prepare mid-career officers for leadership while reigniting their passion for the profession. It is not enough to have these opportunities buried deep inside employee handbooks or training resources. Agencies should seek out and encourage their mid-career officers and provide them with the time and resources to pursue these opportunities.
Departments must also involve mid-career officers in decision-making processes to make them feel valued and included. Too often, these officers feel their insights and experience are overlooked when policies or initiatives are developed. By creating committees or task forces where mid-career officers can contribute ideas, agencies can tap into a wealth of knowledge and creativity. Whether it’s developing new training protocols, updating equipment standards, or improving community engagement strategies, these officers bring a practical, field-tested perspective that can lead to more effective solutions. Moreover, involving them in decisions fosters a sense of ownership and purpose, reinforcing their commitment to the agency.
Recognition remains a cornerstone of retention, particularly for mid-career officers. While new recruits may receive accolades for their enthusiasm and veterans are honored for their years of service, mid-career officers often fall into a recognition gap. Agencies must establish programs that specifically highlight the contributions of this group. For instance, acknowledging their role in mentoring younger officers, managing complex cases, or leading community initiatives can boost morale. Recognition doesn’t have to be some elaborate and official event. Sometimes, a heartfelt thank-you or acknowledgment during a department meeting is enough to make these officers feel seen and appreciated.
Proactively addressing burnout among mid-career officers is essential. This group often takes on significant workloads because they are trusted to handle high-stress situations with competence. However, leadership must be cautious not to overburden these individuals. Consistently assigning additional tasks to top performers because they “always get the job done” can lead to resentment and fatigue. Instead, leaders should ensure workloads are distributed equitably and provide opportunities for mid-career officers to recharge, such as sabbaticals, team rotations, or mental health days.
Lastly, fostering a culture of mentorship and succession planning can solidify the role of mid-career officers as integral members of the agency’s future. Pairing these officers with senior leaders or assigning them as mentors to newer recruits allows them to see their influence on the department’s trajectory. Additionally, involving them in succession planning discussions signals that the agency views them as key players in its long-term success. These initiatives not only benefit the department but also give mid-career officers a renewed sense of purpose and belonging.
By focusing on career development opportunities, leadership training, inclusive decision-making, and proactive support, agencies can retain their mid-career officers and empower them to become the next generation of law enforcement leaders. These efforts will not only reduce attrition but also ensure that agencies maintain a strong, experienced, and motivated workforce capable of navigating the complexities of modern policing.
About the author
Colin Whittington’s career spans both law enforcement and the private sector. In “Beyond the Thin Blue Line,” Colin shares his journey and the invaluable lessons he has learned.
Colin began his career as a patrol deputy with the Loudoun County (Va.) Sheriff’s Office, where his commitment to community service earned him the honor of being named the 2019 Virginia Deputy Sheriff of the Year. This accolade marked a pivotal moment in his career, prompting a challenging but rewarding transition to the civilian workforce. Recognizing the lack of guidance available for such transitions, Colin wrote this book to provide a much-needed roadmap for others.
Drawing from his extensive experience, including leading recruiting and background investigations for the Loudoun County Sheriff’s Office and serving as the recruiting director for an information technology firm, Colin addresses the unique needs of his audience. The numerous messages he received from fellow officers seeking career advice highlighted the necessity for a comprehensive resource, inspiring him to establish Recruiting Heroes LLC, an employment agency devoted to assisting veterans and first responders in their career transitions. Contact Colin through his website here.
