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.
Dave Norris is Chief of Police in Menlo Park, California. He joined the Menlo Park team on April 12, 2021, coming from the San Mateo Police Department, where he served since 1993, after working his way up the ranks from parking enforcement to police captain. During his last two years with the San Mateo Police Department, Chief Norris served periods as acting and interim police chief. He holds a Master’s degree in Law Enforcement and Public Safety Leadership from the University of San Diego and is a graduate of California’s POST Command College. Chief Norris also serves on the Police Professional Standards, Ethics, and Image Committee for the International Association of Chiefs of Police (IACP).
The City of Menlo Park’s Police Department is comprised of 47 authorized sworn personnel among a total of 70 employees. The agency serves a population of just under 35,000. Between proactive contacts and calls for service, the Menlo Park Police Department handles over 32,000 incidents a year.
What was the incident or person in your career that put you on the path to becoming a chief?
In 2012, I accompanied my chief to IACP in San Diego, where she was presenting on a panel discussion about the then-novel field of law enforcement social media. At the time, I had been doing early work in the field with a group of alpha-chapter professionals. I loved the IACP environment, and as a sergeant, I found it inspiring.
The following year, I was invited to present a workshop in Philadelphia alongside a couple of accomplished journalists-turned-PIOs. During that IACP conference, I realized that the chiefs I met represented a level of leadership I aspired to reach. That same year, in a Philadelphia pub, I asked an experienced police chief to mentor me, and he guided me through subsequent promotions up the chain.
Interestingly, nearly all of the core group of sworn PIOs I connected with at IACP have since become accomplished chiefs in their own right.
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?
A very wise and experienced police chief once shared a story about her first days leading a new organization — how she met with various members right away to understand their concerns, strengths, and priorities. I also observed my own department undergo a leadership transition after having the same chief for 20 years. Our new chief took a similar approach, making a point to connect with personnel across the organization.
When I started, my first two days happened to coincide with the end of one patrol team’s shift cycle and the beginning of the other. (Our department operates on a structured 4-on, 4-off schedule with 6 a.m.–6 p.m. and 6 p.m.–6 a.m. shifts.) Over those first two days, I met with both day and night shifts, introduced myself, and answered their initial questions. I then spent my first two weeks engaging in one-on-one conversations, following the approach I had learned from experienced leaders.
I identified two major issues that needed immediate attention. First, there was a clear need for better communication — vertically, laterally and across all levels of the organization. Second, there was a strong desire for leadership to endorse a return to proactive policing, as we were emerging from the pandemic in April 2021.
To address these concerns, I introduced a weekly email — our “Friday Emails” — which continue nearly four years later as a key communication tool. Additionally, I established the 4 Ps: Prepared, Polished, Professional and Proactive—with the guiding principle: “If you can demonstrate the first three, you have my full endorsement to do the fourth.”
These initiatives helped keep the organization informed about internal recognitions, department decisions, operational changes, and our relationship with both the public and elected officials. They also provided personnel with a clear, concise framework for my expectations — reinforcing my confidence in their ability to take initiative and perform their duties effectively. Both the Friday Emails and the 4 Ps proved invaluable throughout my first year as chief and continue to serve the department well.
How are you creating an organizational culture that people want to be a part of, to join and to stay?
Organizational culture is complex and slow to change. As I often tell people, “You cannot write a memo and change the world.”
In my work with IACP’s Police Professional Standards, Ethics, and Image Committee, I was proud to help establish 11 key elements for maintaining a healthy policing culture. While all are valuable, I believe a strong agency culture comes down to two critical components: North Stars and Champions.
North Stars are easy-to-remember, actionable guidelines that set the tone for an organization. One of our guiding principles is The 4 Ps: Prepared, Polished, Professional and Proactive:
- Prepared: Know your law, policy, and practical skills.
- Polished: Present yourself as the professional, well-uniformed official the public expects.
- Professional: Recognize that anything you say or do represents your agency.
- Proactive: If you embody the first three, you have full leadership endorsement to act proactively.
Another core North Star is Leadership at Every Level. In our agency, every officer is expected to lead, especially in solo patrol situations with limited direct supervision. This philosophy is built on four key actions:
- Step into the void: See a need and address it; policing is not a spectator sport.
- Strike at the root of problems: Find long-term solutions, particularly for vulnerable community members.
- Elevate those around you: Leadership isn’t about personal success; it’s about making others better.
- Lead by example: Your actions should benefit the agency and community, regardless of who’s watching.
To encourage our team to embrace these North Stars, we need Champions — leaders who reinforce our values daily. While formal leadership plays a role, the most impactful champions are often found at the line level. When officers at the briefing table encourage those on their left and right, the culture strengthens organically.
I continuously reinforce these North Stars through weekly emails, annual Chief’s Commendations and by emphasizing their importance in our promotional process.
One way to gauge our progress is through promotions. During my tenure, the percentage of eligible department members applying for promotions has grown to over 80%, with all candidates speaking a common language rooted in the 4 Ps and Leadership at Every Level. While there is always more work to do, this upward trend is a strong indicator of a positive, engaged and motivated culture.
What’s your process for making major decisions?
Decisions cannot be unilateral if you expect successful implementation. Buy-in is critical — good policies and initiatives need champions at every level of the department.
When I first became chief, I noticed that our Lexipol Policy Manual lacked a Chief’s Preface page. While not required, I believed it was important for department operations to begin with a clear endorsement from leadership.
To make that endorsement meaningful, I formed a Policy Committee consisting of a cross-section of department members to review the manual. I asked the team to provide feedback — what worked, what needed adjustment and what required training.
A good policy should be “zero friction” — officers should be able to perform their duties naturally while aligning with policy. If that’s not the case, it indicates either a training gap or a policy misaligned with best practices. Together, we reviewed, refined and adjusted policies as needed, ensuring they were both practical and enforceable. Only then did I add my endorsement page, reinforcing our shared commitment to effective policing.
How do you show your personnel that you are leading with these and other value-based behaviors?
I once heard that success as a chief can be measured by “disappointing your personnel at a rate they can absorb.” While disappointment is sometimes inevitable, it should never overshadow the need to infuse the department with optimism and recognition whenever possible.
At the core of genuine leadership is vulnerability — and that starts at the top. For nearly four years, I have written a weekly email to our department, consistently sharing updates, praise, and sometimes, my own mistakes or failures. Though direct feedback is rare when I acknowledge missteps, I know the act itself is important. Balance is key — each email also highlights employees who exemplify our guiding North Stars, show integrity, and demonstrate Leadership at Every Level.
Of course, there will always be detractors — those who criticize or resist change. As chief, it’s essential to rise above negativity while offering fact-based corrections and reality checks when necessary. How a leader reacts in these moments matters. When emotions run high, it’s crucial to remember that everyone is watching, and a chief’s response can have far-reaching effects.
Lightning leadership round
What is a leadership book, podcast or seminar you’ve found invaluable?
For the policing realm, my go-tos are Steve Morreale’s CopDoc Podcast, Jerry Ratcliffe’s Reducing Crime Podcast and Jim Dudley’s Policing Matters Podcast. And for non-police listening, I highly recommend Dave Stachowiak’s Coaching for Leaders Podcast.
How do you organize your schedule and stay on schedule?
I do my best to keep absolutely everything on my outlook calendar, including off-duty activities and prep time for projects.
If you knew the budget request would be approved, what’s a big purchase you’d make for your department today?
We have a small agency, and many folks wear multiple hats. I would add a civilian employee dedicated strictly to public transparency and public engagement.
What is one way leaders can show they care about their people?
Be personable, be genuine and be present, while making sure to show up and have personal conversations with the line level every day.
At the end of the workday, how do you recharge?
Sundays are for “the church of baseball” for me. I still play in a wood-bat, 25 & up senior baseball league on the weekends, and getting my cleats in the dirt on a Sunday morning melts away any stress from the week!
