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.
On October 8, 2024, Jessica Robledo was sworn in as police chief of the Denton (Texas) Police Department. Robledo has more than 35 years of law enforcement experience and brings 16 years of executive and supervisory experience to the Denton Police Department.
She spent 30 years with the Austin Police Department before retiring as assistant chief of police and then spent four years as the chief of police in Pflugerville. Robledo is a graduate of the FBI National Academy, Police Executive Research Forum’s Senior Management Institute for Police, and the Leadership Development Program at the Major Cities Chiefs Association’s Police Executive Leadership Institute.
The Denton Police Department serves 158,000 residents and responds to approximately 120,000 calls for service each year. The agency has an authorized strength of 220 officers and 113 professional staff.
What was the incident or person in your career that put you on the path to becoming chief?
During my 30-year career with the Austin Police Department, I was blessed to have several people in my corner who believed in me and encouraged me to apply for specialized assignments. Because of their words of support and critical advice, those individuals helped me grow into the person and leader I am today. Over the years, I have always remembered these mentors’ confidence in me and strived to do my best to represent them well. You cannot paddle the boat alone. I never forgot that my success has been dependent on a group of believers who lifted me up and guided me, as well as the good Lord who blessed me.
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?
When I joined the Denton Police Department as chief, it was critically important for the department to know my heart. Outsiders do not gain confidence easily, but I was determined to show my new police family who I am and what I stand for from the start. As a leader, you must show your vulnerability and your heart for service to establish trust, which takes longer than 30 days. Speak your truth, show your heart and do the right things for the right reasons.
Developing our current and future leaders has been a priority in my first six months. By teaching staff how to follow up, assess and pivot, the next generation can benefit from the fruits of our labor. Looking ahead, it is imperative that we continue building a collaborative culture, making deposits in the bank of trust with our community, and implementing new technology to take us to greater heights.
How are you creating an organizational culture people want to be a part of?
I am present and believe in leading by example. When our academy recruits run, I run with them. This year, we welcomed our new officers with our first-ever Chief’s Run. After graduation, our agency and community members joined the graduates for a run at a local park to show our collective support. We also hosted our first Family Night where we met with the recruits’ families to provide them with resources and information, as well as a sense of comfort and support.
These camaraderie efforts build a mentality of trust with our cadets, empowering them to bring up concerns or ideas. From day one, we always explain the “why” and tell the truth behind the mission. Going along just to get along is not in the playbook. Preparing officers and professional staff for leadership roles can be tough and uncomfortable, but we must put in the work to continuously improve our agency and help people grow. Preparing the next generation to take over will be my biggest accomplishment.
What’s your process for making major decisions?
People must understand the purpose and reason behind an initiative before they can get behind doing the work. We have embraced surveys for department-wide feedback, and I always make sure to loop in the police association, executive staff and legal early on. Inviting all stakeholders to the table helps you catch pitfalls and gain historical feedback from those who grew up in the organization.
If the final product is someone else’s idea, even better — this shows that you are listening and don’t think you’re the smartest person in the room. Know your audience, your work force and what’s been tried before. Listen to this input and don’t force things that have already been attempted in the past; just because it worked somewhere else doesn’t mean it will work at every agency.
Lastly, always measure your work product so you can assess its effectiveness. This also shows you are fiscally responsible and serving as a good steward of the community’s tax dollars.
How do you show your personnel that you are leading with these and other value-based behaviors?
I tell the truth, communicate and am present. Always strive to commend the work of your team. If we miss the mark, be ready to take the hit. Standing up for your team requires admitting failure or shortcomings. Do so professionally and be armed with data and the humility to listen to feedback from even the most inexperienced of critics. Never throw your personnel under the bus.
Remember the human and always put your people first. When we hear of a difficult event or tragic loss of life in our profession, I try to send department reminders reiterating that they are not alone, and they matter. We are revamping our peer support team, updating our mental health resources, and sharing that information with all professional and sworn staff. We cannot do this job alone and need to take care of the entire workforce.
Lightning leadership round
What is a leadership book, podcast or seminar you’ve found invaluable?
“Make Your Bed” by Admiral William H. Raven contains excellent insight. For executive training, I highly recommend the Police Executive Leadership Institute (PELI) through Major City Chiefs.
How do you organize your schedule and stay on schedule?
I prioritize projects and don’t procrastinate. I consistently communicate and empower my team to share updates, so we are all on the same page.
If you knew the budget request would be approved, what’s a big purchase you’d make for your department today?
A real-time intelligence center because leveraging technology is critical to any agency’s success and builds on regional efforts that can help gather intelligence.
What is one way leaders can show they care about their people?
Be present and listen closely to your people to learn what fuels their passion and their why.
At the end of the workday, how do you recharge?
Spending time with my family and doing things that enrich my heart and soul, including daily devotionals every morning. I am an avid pickleball player.
