The suspect had been evading capture for three days, having committed multiple armed robberies. Our undercover surveillance team eventually located him in a stolen vehicle at an apartment complex. With a lengthy history of violent crimes and the weapon from the robberies still unaccounted for, it was critical to act decisively. I had received the call an hour ago, and within forty-five minutes, my team had quietly positioned themselves around the suspect while finalizing the tactical plan.
Once all components were in place, I had already approved the plan and ensured that all necessary notifications were made. It was time to execute the plan. Our new team leader, seeking confirmation yet again, asked if the operation was a go; we had confirmed this twice already. I did not respond. He proceeded with the safety checklist and asked again for my approval of the tactical plan.
The team leader, a highly experienced tactical officer, had been in his role for just a month. He had participated in hundreds of operations and always demonstrated solid familiarity with all our mission protocols. This operation was a pivotal moment for him, marking the transition from a seasoned officer to a confident leader; he merely needed a nudge to take that first step.
Initially, his question was met with silence. Then I responded, “I’m on the phone… you have control.” He immediately replied, “Copy that, boss. I have control. All units standby… initiate, initiate, initiate.” The plan was executed flawlessly. The suspect, overwhelmed by sensory overload, was contained within the vehicle and subsequently surrendered to the team. After confirming the welfare of both the suspect and the team, the team leader approached me for an operational debrief. I congratulated him on the team’s success, and he inquired about the call that had seemed to interrupt me during the operation. I told him it was someone calling to help us out.
Over seven years and hundreds of dynamic operations while supervising the Tactical Apprehension Team, I would often “be on the phone” strategically, especially when it was time for leaders to step up. Some might question whether I was shirking my supervisory duties by delegating responsibility, but nothing could be further from the truth. Those who have worked with me know my obsessiveness with risk management; it comes through in my exceptionally high expectations during our training, operational debriefings, and unit performance. However, I also believe in pushing leaders to lead.
When I say “pushing leaders,” I refer to individuals who have already demonstrated leadership qualities, not by title but by earning respect within our teams. They have undergone extensive training, been rigorously tested, and succeeded in their roles. Even with these achievements, new leaders often require that final nudge to take that first step into the world of team accountability.
In advocating for the “I’m on the phone…” leadership development model, it’s crucial to understand its foundation: the supervisor’s role is indispensable. The supervisor and the new leader must be prepared to face challenges as a team and (at times) fail as a team; success brings no questions, but failure invites scrutiny. I have always believed in allowing room for failure, provided it doesn’t jeopardize anyone’s safety, waste resources, or affect the community; those failure moments create golden opportunities for teaching and growth.
In one instance, while searching for a shooting suspect, we developed information that he might be hiding at his ex-girlfriend’s residence. As detectives secured a search warrant, my team leader assessed the apartment and proposed a surround-and-call-out plan. The intelligence suggested that only the suspect and the female were inside. The warrant was expected to be signed within an hour, allowing us to serve it by 0600 hours. While the team leader prepared our containment plan, our undercover team kept surveillance on the house.
At 0555, the warrant was signed, and the plan was ready. However, the team had overlooked a critical detail: an elementary school was nearby. If the plan extended into a barricade, it would overlap with school hours, causing significant disruption. We paused the operation and maintained surveillance throughout the day. Later that afternoon, the suspect left the house, went to a nearby store, and was apprehended without incident.
Although I had noticed the school upon arrival while driving laps through the neighborhood, the team leader and the teams’ focus was too narrow during their planning. I knew we could transition to a static surveillance, so current resources wouldn’t be wasted. After the suspect’s arrest, we debriefed and discussed our failure to consider the broader environment and time constraints. The team leader found it particularly difficult to accept that we had overlooked the school. I reassured him that while we looked bad to our Lieutenant, the problem had been corrected before it became an even bigger problem. During that entire operation, I knew I had to fail with him in order for him to grow as a leader.
I do not like to fail, nor do I wish for my team to fail or experience professional embarrassment. Throughout my twenty years as a sergeant, I have encountered numerous instances of failure and embarrassment. I recognize that some of my supervisors allowed me to fail intentionally, for which I owe them a great deal of gratitude. They were aware that I frequently carried the latest military leadership books around with me and poured over them for ideas. It took me some time to realize that I was already in the classroom and that my teachers were right in front of me.
Leadership and decision-making often get idealized into complexity for validity models, often citing military leaders or warriors of the past and present. Regarding tactics, decision-making, and leadership, I strive to remember that my community is not a foreign battlefield and that U.S. police officers are not special warfare operators, regardless of their assignments or inner desires. It is a city within the United States of America, and the rules of warfare require different leadership nuances than those needed for the apprehension of suspects within our U.S. communities.
When individuals within our profession choose to embark on the path of leading their peers, they must be provided with the tools and training necessary to be effective in the environments they will be leading. It is imperative that this leadership training is tailored to reflect both our profession and the community we serve. Once this training is complete and it is time for them to take that initial step, sometimes the final piece of their puzzle is to… be on the phone.
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Stay Safe…