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.
Chief Jeffrey A. Martinez was sworn in as the Chief of the Sheridan (Colorado) Police Department on October 12, 2020, after most recently serving as the Commander of the Denver Homeland Security Bureau with the Denver Police Department. His entire career has been dedicated to connecting with the community he serves by reaching out and working with neighborhood groups, church leaders, business groups, and city agencies. He is a graduate of the Police Executive Research Forum (PERF) Senior Management Institute of Police (SMIP), The Latino Leadership Institute at Denver University and The Leadership Denver Program.
The Sheridan Police Department of Colorado is a small agency that directly connects to Southwest Denver. The agency has an authorized strength of 35 sworn officers and 6 civilian staff. Approximate annual calls for service total around 22,000.
What was the incident or person in your career that put you on the path to becoming chief?
Although leadership came naturally to me from a young age, I never imagined being able to transform that skill as a kid from a poor neighborhood into becoming a police chief. The steps that led me to this position began long before I became a police officer and were shaped by experiences both in and outside of work. However, the most compelling belief that I could become a chief came when I attended PERF’s Senior Management in Policing (SMIP) program at Boston University.
SMIP helped sharpen my focus on becoming a chief of police, as the content resonated deeply with me. I met police leaders from across the nation who were very different from me, but despite our differences, we were all poised to lead. It made me realize that although my path was much different from others, leadership is defined by what we have done and what we will continue to do. It didn’t matter that I was a high school father who grew up with friends involved in gangs, drugs and a lifestyle opposite to law enforcement. In fact, those experiences gave me a unique perspective, enabling me to lead others to do what is right, even when doing wrong might seem easy or tempting.
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?
In my first 30 days as chief, I focused on building positive relationships with the officers, as I was coming in from outside the department. I made time to meet with each officer individually to learn about them and give them the opportunity to share what they liked and disliked about our department. My next major goal, set for the six-month mark, was to strengthen relationships with the citizens, city council, mayor, and city manager. I prioritized understanding their wants and needs while clearly communicating the expectations and goals of our department under my leadership.
By the end of my first year, my goal was for the officers and external stakeholders to recognize a positive shift in the department that reflected well on law enforcement as a whole. We emphasized training to better prepare for the unexpected and focused on accountability, which had been lacking.
Each of these goals was tied to my promise to improve every aspect of our department with a commitment to being professional, respectful, efficient and accountable in everything we do as police officers.
How are you creating an organizational culture people want to be a part of?
Our police department has adopted the motto “Pursuing Excellence.” Before I took the job, several people told me I could have the agency moving in a positive direction within 9 months to a year and then coast through the rest of my career. However, I quickly realized that coasting was never an option. I owed it to my officers, the department, the city and law enforcement across the nation to continually strive for improvement. While I knew perfection was unattainable, I believed that by pursuing excellence, we could consistently improve. At the same time, I emphasized the importance of treating everyone professionally, respectfully and equitably.
This focus on excellence has helped create a culture that people want to be a part of. It has attracted great talent, but I readily admit it also pushed some away — those who were either unwilling or unable to meet the expectations we set. As a result, we lost several officers who were here when I arrived. However, it’s now clear that this department has become one that is both respected and thriving.
What’s your process for making major decisions?
Making tough decisions can be challenging, but I adhere to specific guidelines that help me stay focused on what matters most. For me, it starts with people — I ensure that our actions do not unnecessarily harm others. I then assess whether the decision is necessary, ethical, attainable, affordable and defensible. Before deviating from these principles, I make sure to explore every possible alternative. If there is no other viable option, I accept the responsibility of delivering the news, no matter how difficult, and provide the necessary context or explanation for my decision.
I always remain open to revisiting an idea if someone presents a logical reason to reconsider. I also maintain a genuine open-door policy, encouraging respectful conversations on any topic of concern. In my experience, providing clear explanations through dialogue helps minimize the negativity and gossip that often accompany unpopular decisions.
How do you show your personnel that you are leading with these and other value-based behaviors?
I openly refer to my department as family because I want my officers to know that I care for them just as I care for my own children. While my relationships with each officer are naturally different, my goal is always to be a positive influence in their lives. This commitment extends even to the difficult task of discipline. Just as a caring parent disciplines their children to guide them away from harmful paths, a chief must also take action to protect officers from undue harm or pressure.
The best leaders I have encountered, and those I strive to emulate, are the ones who made me feel like I mattered. I believe that when others show they care for us, it inspires us to care for ourselves, even on our most challenging days. With this commitment to caring for others, we must be willing to risk our careers to stand up for what is right. I am fortunate to have become a chief near the end of my career, which has allowed me to stand firmly for what I believe in, even when it has been unpopular with certain groups or individuals.
If a decision is righteous, I must be willing to stand by it. My career isn’t over yet, and I may still lose my job due to an incident beyond my control. However, I take comfort in knowing that I will always be able to look in the mirror and know that I never compromised my integrity or sold out my family.
Lightning leadership round
What is a leadership book, podcast or seminar you’ve found invaluable?
First and foremost, the Holy Bible, but to be less religious I will choose, “The Servant: A Simple Story About the True Essence of Leadership” by James C. Hunter.
How do you organize your schedule and stay on schedule?
I use Microsoft Office Calendar to keep me organized and on schedule.
If you knew the budget request would be approved, what’s a big purchase you’d make for your department today?
Take home cars for every officer and investigator.
What is one way leaders can show they care about their people?
There is nothing more important than giving your people time to speak, and truly listening to them.
At the end of the workday, how do you recharge?
Spending time with my wife, and especially when we take the time to eat a meal together.
