ASSOCIATE Magazine FBINAA Q2-2025

Continued from "Right Fit", on page 19

build a leadership pipeline that aligns with the evolving demands of policing while promoting a culture of excellence and integrity. Investing in comprehensive leadership training at all levels is not just a strategic initiative but a vital step in shaping the future of law enforcement. Such investments will help agencies address the complexities of modern policing, mitigate the risks of high-profile fail ures, and, most importantly, rebuild and sustain the public trust that is fundamental to effective policing. By cultivating "Right-Fit" leaders, law enforcement can pave the way for safer communities, stronger departments, and a more equitable and trusted justice system. Post Items for Focused Consideration: 1. Encourage Leaders to Support Leaders: Promote mentoring and shadowing programs within law enforcement agencies, fostering a culture where seasoned leaders help develop emerging leaders. Actively share best practices for leader ship development with other agencies. Organizations such as the FBINAA and the IACP offer excellent resources and platforms for collaboration. 2. Utilize After-Action Reviews (AARs) as Learning Tools: Conduct inclusive and frequent AARs to assess performance, identify lessons learned, and implement continuous im provement strategies. These reviews should engage all relevant stakeholders to ensure diverse perspectives and foster a learning-oriented culture. 3. Invest in Building Future Leaders from Day 1: Establish programs and initiatives that focus on cultivating leadership potential from the moment individuals join the agency. Early identification and development of leadership skills are essential to ensure a strong leadership pipeline for the future. Executive Leadership Institute. (2024). Leadership. GPO FBI National Academy. (2024). Academics. (Brochure) United States District Court -MD (1999). Amadou Diallo and the Federal Prosecution. United State Department of Justice. (2015). Investigation of the Ferguson Police Department. Civil Rights Division. GPO United State Department of Justice. (2023). Investigation of the City of Minneapolis and the Minneapolis Police Department. Civil Rights Division. GPO United State Department of Justice. (2015). Leadership for Public Safety. GPO References Bureau of Justice Statistics. (2022). Training. GPO

to navigate complex societal challenges, from managing officer wellness to addressing community concerns and improving departmental effectiveness. Additionally, many agencies have started integrating leader ship training into their recruitment processes, ensuring that officers promoted to command positions have a robust under standing of the duties and expectations associated with leader ship roles. Leadership programs such as the Senior Management Institute for Police (SMIP) run by the Police Executive Research Forum (PERF) offer intensive courses that focus on the unique leadership challenges faced by senior officers. Another example of progress is the development of scenario based leadership training, where law enforcement leaders can engage in simulated high-pressure situations that mirror real-life crises. This type of training has been shown to improve decision making and crisis management skills while promoting collabora tion and communication within teams. It also helps bridge the gap between tactical experience and strategic leadership, equip ping officers with the skills to think critically and act decisively when faced with complex challenges. A CALL FOR CHANGE As law enforcement agencies continue to adapt to the evolving challenges of the 21st century, it is clear that the status quo regarding leadership development is no longer sufficient. The failures that have been witnessed in several high-profile incidents across the country demonstrate that leadership training needs to be far more targeted and specific to the roles and responsibilities of each command level. Police chiefs, sheriffs, and other law enforcement leaders must prioritize the development of comprehensive leadership programs that address the unique challenges faced by officers at every stage of their careers. These programs should be designed to enhance the capabilities of officers as they transition from frontline roles to su pervisory and executive positions, ensuring that they are equipped with the tools to lead with integrity, fairness, and effectiveness. In addition, agencies should implement regular leader ship assessments to ensure that their leadership pipelines are functioning effectively and that leaders are equipped with the knowledge and skills to make sound decisions under pressure. Such assessments can also help identify potential leadership gaps within the department, enabling agencies to provide timely intervention and targeted development opportunities. CONCLUSION Effective leadership is the cornerstone of successful law enforcement, with its influence extending far beyond the internal operations of a department to impact the well-being of entire com munities. Conversely, the consequences of poor leadership can be profound, eroding public trust, diminishing officer morale, and com promising the ability to maintain safety and order. Moving forward, it is imperative for law enforcement agencies to prioritize rank specific leadership training that equips officers with the specialized skills and knowledge required to excel in their respective roles. Through targeted training initiatives, robust leadership devel opment programs, and a steadfast commitment to accountability and transparency, agencies can cultivate leaders who are not only competent in managing the operational complexities of modern policing but also dedicated to fostering equity and community centered practices. This approach will empower departments to

About the Authors: Special Agent Anthony Giaimo , M.S.S.L, (NA Session 241) is a Past President and Vice President of the Eastern Pennsylvania FBINAA Chapter and Chief of Police and Emergency Management Coordi nator (Ret.- Tredyffrin Township Police). Previous experi ence (25 years) as a SWAT operator, sniper, commander and currently is a university professor, and Co-Director of the Criminal Justice Leadership program, teaching leadership to first responders and specialized military units. Current duties as a Special Agent for the State of Florida Department of the Lottery – Law Enforcement Division. Previous contributor to the FBINAA Magazine with articles focusing on Crisis Management, Active Ag gressor and other relevant topics. Dr. Dale Retzlaff is the Director of the Organizational Leadership Program and Co-Director of the Criminal Justice Leadership program in the School of Leadership at the University of Charleston. Associate Professor of Leadership teaching law enforcement, EMS and crisis leadership to specialized military units and first responders. He is a decorated combat veteran having served with the 2nd Ranger Battalion and a career law enforcement official, retiring as a police commander with the Washington State Patrol (Lieutenant, Ret.). Pre vious contributor to the FBINAA Magazine with articles focusing on Crisis Management, Active Aggressor and other relevant topics.

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