The following content is part of Police1’s Police Leader Playbook, a resource aimed at helping new law enforcement leaders move beyond basic management and supervision skills and become inspirational leaders with integrity and passion. Through a handful of questions presented by Police1, veteran leaders reflect on their early days in leadership roles and offer advice, while newer leaders detail their experiences taking on a new position. Email editor@police1.com to offer your insights for the Police Leader Playbook.
Brian P. Bubar has served as the Chief of Police for the San Pablo (California) Police Department since May 1, 2024. A 20-year law enforcement veteran, Chief Bubar began his career with the department in 2002. Early in his tenure, he was assigned to the West Contra Costa County Narcotics Enforcement Task Force (West-NET), where he earned statewide recognition for his undercover work in large-scale narcotics operations. He was named Officer of the Year after successfully infiltrating a notorious street gang.
Over the course of his career, Chief Bubar has led numerous initiatives to enhance department operations and community engagement. He developed and led a progressive recruitment program, helped create the department’s Cadet Program, and supervised the Priority Oriented Policing Unit, focusing on crime reduction and building strong community partnerships. He has also served for over a decade as one of the department’s hostage negotiators. Chief Bubar is a graduate of the Sherman Block Supervisory Leadership Institute and POST Command College and holds a Master of Science in Public Safety/Law Enforcement Leadership from the University of San Diego.
The San Pablo Police Department is a full-service, community-based law enforcement agency serving a vibrant three-square-mile city of approximately 30,000 residents in the San Francisco Bay Area. The department includes 62 sworn officers, 27 full-time civilian staff, and 8 part-time employees. Organized into three divisions — Patrol, Investigations and Support Services — the agency handles approximately 35,000 calls for service each year and is led by a command team that includes the chief of police, two captains, four lieutenants and 10 sergeants.
What was the incident or person in your career that put you on the path to becoming a chief?
Mentorship is one of the most powerful tools we have for building a strong, capable and resilient police department. I believe every leader in an organization has had individuals who put them in positions to learn and become successful. Chiefs do not arrive here on our own. For me, there were many people but my former Chief of Police in San Pablo, Ron Raman, was the most influential. Chief Raman’s leadership, wisdom and unwavering commitment to service left a lasting impact on me both professionally and personally. Under Chief Raman, I learned the imperative lesson of investing in people and relationships. Because of his mentorship, I could not have asked for a smoother transition into my role as Chief. Through this experience, I strive to carry on a culture of mentorship throughout my police department.
What do you (or did you) want to accomplish, improve or make better in your first 30 days as chief, 6 months as chief and year as chief?
I have worked for the same police department for more than 20 years. However, I could not assume people understood and supported my vision as Chief of Police. As a small to mid-size police department, I knew I needed to take advantage of the access I had to my staff as the head of the organization. I made it a point to sit down with every staff member individually and talk about my vision and goals. In turn, staff shared their own personal and professional goals so we could align with the direction of the department. What I learned through these conversations was invaluable. Even though these were the same staff and officers who had worked with me over the years, there were gaps in communication that I may not have noticed before. If we as leaders don’t take the time to recognize and address these gaps, staff will often fill them with negativity. As Chiefs, we have an invisible bubble around us filled with busy work and the structure of our organization. My first goal as Chief was to intentionally follow through on the “open door policy” we all say we have. Since then, there has been consistent follow-up with my staff from those conversations, which I believe has gone a long way in building trust and legitimacy within the San Pablo Police Department.
How are you creating an organizational culture that people want to be a part of, to join and to stay?
I believe people need a purpose. We constantly train and learn about laws, policies and procedures that explain how to do our job. We have officers and staff who know their jobs and perform at high levels every day. But the incoming generation of staff want to feel a part of something bigger beyond their day-to-day duties. Creating a shared vision within the police department that aligns with the values and priorities of the community we serve is the responsibility of the Chief. The “why” of what we do is critical. In San Pablo, we are blessed to have a community that overwhelmingly supports our police department and our officers. The service of keeping them safe is our job and it encompasses much more than simply arresting criminals. When we focus on public safety as a whole, it integrates us into every facet of the city’s success. Officers do not need to look hard to find the criticisms of the law enforcement profession in the media, so we try to remind our officers and staff daily how much their community appreciates them for keeping them safe. This appreciation carries into the responsibility of their career: public safety.
What’s your process for making major decisions?
At our level, there are very few decisions that need to be made in a vacuum. In command staff meetings, we try to discourage groupthink as much as possible. As the Chief, I try not to offer my opinion until I’ve heard from everyone in the room. I encourage dialogue and opposing points of view. This can only happen if everyone in the room trusts each other enough to offer genuine opinions. At the end of the day, everyone understands the decision is mine to own as the Chief. But if the process includes participation, even if the outcome is contrary to an individual’s preference, the decision has a greater chance of being accepted. The bigger the decision, the more participation I need from external stakeholders to ensure its success. Officers and frontline supervisors often have to make tactical, split-second decisions. Outside of those moments, we have the luxury of dialogue to make sure we’re on the right path.
How do you show your personnel that you are leading with these and other value-based behaviors?
As the Chief of Police, one of the greatest resources we have is time. People already know we are incredibly busy as Chiefs. Giving people my time goes a long way in showing we care. I try to have at least one informal conversation with a staff member and a community member every day. I talk about everything other than work — like family, sports or movie recommendations. It’s easy for me to speak publicly and advocate for my officers and the community. I can say how much I care as Chief of Police, but without real relationships in place, those words can sound empty and hollow. I’m in constant pursuit of building relationships so they know I’m speaking about them as individuals, not just employees. That trust only comes through consistency. If I’m successful in building those relationships, my decisions and actions will be understood as the genuine care I talk about every day.
| LISTEN: Chief Brian Bubar details how strategic tech deployments, community collaboration and proactive policing led to an 80% crime reduction in a city once ranked among America’s most violent
Lightning leadership round
What is a leadership book, podcast or seminar you’ve found invaluable?
Viktor Frankl’s “Man’s Search for Meaning” was incredibly powerful in helping me understand my purpose as a leader and find the motivation during the darkest moments to embrace the responsibility I have to my organization, city and community.
How do you organize your schedule and stay on schedule?
I rely on my team (Command Staff/Executive Assistant) and technology (Outlook Calendar) to keep me on track.
If you knew the budget request would be approved, what’s a big purchase you’d make for your department today?
I would like to facilitate an off-site team building excursion for every member of the police department that would be inclusive of activities to promote collaboration, trust and communication.
What is one way leaders can show they care about their people?
Give people your time and be genuinely available to listen and share perspectives on a consistent basis.
At the end of the workday, how do you recharge?
Coming home to my family keeps me balanced and motivated to take care of myself physically and emotionally.
