By Chief Eric Kruse
Police leadership is undergoing a major shift. In 2024 and beyond, departments face rising public expectations, intense scrutiny and complex challenges that demand more than traditional approaches. These pressures create unique opportunities for young chiefs to step up, lead with fresh perspectives, and make a lasting impact. This article explores how young police leaders can navigate today’s landscape and build strong, future-ready departments rooted in trust and innovation.
The evolving face of police leadership
In the traditional model of police leadership, years of service equaled readiness to command. But as policing evolves to meet modern challenges, more young chiefs are stepping into leadership roles with fresh ideas and forward-thinking tactics. They understand that success today requires more than enforcement expertise and time in the field — it demands flexibility, emotional intelligence, and the ability to lead diverse teams effectively.
Perhaps the greatest power of a young chief is the ability to transform. Questioning past practices and enacting progressive policies can revitalize a department and signal to the community and officers that we can do better. This transparency is necessary in an era when policing is often criticized, and openness is requested — and demanded — by those we serve.
For years, the cultural norm in law enforcement was to resist change. But today’s new generation of officers welcomes — and expects — growth and innovation. At our department, we’ve completely redefined the traditional model of police administration. We actively invite officers to pitch new ideas, propose changes and offer recommendations — and we often challenge them to take the lead in implementing those changes. With a younger leadership team, we’ve embraced a more open-minded approach and operate with an unwritten rule: we never turn down a good idea, especially if it makes us better officers and better people.
Establishing trust: The first 100 days
For any leader, the first 100 days are important — but for a young chief of police, they can define the entire course of the department over the next several years. Open forums, meetings with community leaders, and conversations with your officers can create significant change. These are the critical first steps in learning what is and isn’t working — both in external relationships and within your team.
Improving your active listening skills is just the start. Trust is created when words match action. Actionable gains — whether through clear and unambiguous communication regarding policy, improvements in officer training, or a noticeable presence working shifts alongside officers — emphasize a leadership style driven by transparency, accountability and reform.
As the leader, you must be willing to sacrifice as your officers sacrifice. You must show them they’re not alone in this career and that you’ll always be standing beside them, ready to take on any challenge. Trust can be built in many ways, but our main focus this year after taking over has been that my assistant chief and I have shared the street schedule with our officers. We’ve spent time out taking calls, making arrests, filing accident reports, and getting yelled at — right alongside our officers. When someone needs time off for an emergency, we cover their shifts and make the sacrifices so they can take care of their families and personal lives.
The great thing about building trust is that it doesn’t cost the department a penny — it takes time and selfless service. Our first 100 days were spent implementing drastic changes recommended by our officers.
Leading from within: Officer morale and well-being
A department can only be as good as the service its team provides. As a young chief, one of the most essential leadership traits is creating an environment where officers feel appreciated and supported. Programs related to mental well-being, stress relief, and work-life balance are no longer optional — they are a necessity. A department with high morale is more efficient — and far better prepared for the rigors of modern-day policing.
Transparency within the department is key. Officers should feel that their voices are heard and that their leadership is committed to their growth and safety — not just as officers, but as people. This means establishing feedback channels, recognizing achievements, and maintaining a culture where mistakes are treated as learning opportunities rather than career-defining failures. The leadership team must instill accountability at the highest levels and always lead by example.
Recruitment teams should no longer be the focus of law enforcement leadership. Leaders in 2024 and beyond should concentrate on building retention teams — groups of officers focused on keeping the ones we already have. When we shift focus from recruitment to retention, we’ll begin to see our numbers improve. If we go above and beyond to retain our people, officers will stay — and the recruitment problem will start to solve itself.
Leaders cannot afford to treat officers poorly and expect to keep them. Most retention tools are completely free. We must take a hard look at ourselves as leaders and ask, “Am I doing everything I can to keep our officers?”
Prioritizing community-based leadership
Modern police leadership should be deeply rooted in community relationships and engagement. A young chief’s ability to connect with the public — especially in communities historically wary of law enforcement — can redefine a department’s credibility.
Open communication, active listening, and authentic participation in community activities go a long way in humanizing the badge and building trust. A significant part of being a young leader involves embracing new approaches to community engagement. That means going beyond traditional norms to invest in community policing programs, host public forums, and support initiatives that allow officers to mentor or volunteer.
It also means ensuring that community feedback isn’t just heard — it’s acted upon. The average person believes police departments are fully staffed and that officers spend their time idly — as if we’re all sitting on the square playing checkers. It’s time we start showing what we actually do and how hard our officers work. That kind of transparency helps the community see us as part of them — not apart from them.
Technology as a tool, not a crutch
Technology plays an expanding role in police investigations — from ALPRs and artificial intelligence to facial recognition software and body-worn camera systems. A chief’s leadership vision must integrate these tools while recognizing their potential to improve accountability, efficiency, and time management.
Using data — including ALPRs — to locate criminals can help officers find and apprehend suspects quickly, keeping them from remaining at large in the public. However, while technology can enhance policing, it should never replace officer judgment, empathy, or knowledge.
A young chief must ensure that technology supports officers — not isolate them from the communities they serve. Creating training programs focused on the responsible use of technology ensures officers can use it effectively and ethically. This allows agencies to benefit from innovation without compromising integrity or human connection.
Leading with authenticity
Being a young leader in a police department can be both challenging and demanding. Taking charge at an early stage in your career means you must lead with authenticity — staying true to yourself and to what you know is morally right.
Authenticity is especially important when proving yourself to older generations of officers who may not have had the same opportunities. As leaders, we must prioritize the needs of our officers if we want to build a well-functioning, motivated team. The wisdom to admit when you’re wrong — and the humility to do so openly — goes a long way with both veteran and younger officers.
The path forward: Integrity and accountability
The credibility of a department depends on integrity, accountability, and the quality of its people. A young chief must demonstrate these values daily — both in words and in actions. That includes being transparent in decision-making, holding officers accountable for misconduct, and maintaining a deep commitment to ethical standards.
As a leader, I make it a point to own my mistakes and take accountability for them in front of my officers. Doing so breaks down the wall of vulnerability that many of us carry as cops. When accountability becomes a daily practice across the department, you start to see the community change and grow with you. When a community sees its police department holding itself to high standards, trust naturally follows.
Developing internal systems that encourage accountability at all levels is essential. When the entire department embraces that mindset, real culture change begins.
Building the leaders of tomorrow
One of the final — and most important — steps in modern police leadership is recognizing that success lies in developing the next generation. Chiefs should focus not only on leading themselves but also on building leadership capacity throughout the department. Cross-training, leadership meetings, and workshops are tools that prepare everyone for future challenges.
Chiefs should train every team member to be ready to take over their responsibilities at a moment’s notice. Leadership today requires a dynamic, flexible approach — one that maintains public safety and service while staying open-minded, adaptable, and connected to both officers and the community.
By living these values, you can build a legacy that endures long after the uniform is set aside. The truth isn’t always easy — and it may not bring instant rewards — but it builds a foundation of integrity no one can take away from you or your department.
As a young chief, I moved from working the patrol schedule into the office with a proactive mindset focused on change. One of our first actions this year was encouraging officers to attend outside training — and we approved 99% of the requests. Every officer attended at least one external training course.
This generation of officers thrives on self-improvement, and we’ve embraced that. We believe in the value of education and training, and we support our people in seeking it out every day to grow both professionally and personally.
Conclusion: Leading with vision and heart
Leadership today demands a blend of courage, innovation, and humility. Young chiefs face the dual challenge of leading with fewer years of experience while meeting the growing expectations of modern society. But by prioritizing community trust, using technology responsibly, supporting officer well-being, and holding themselves and their teams to high ethical standards, they can transform their departments.
A young chief can create lasting change by living out these principles. Looking ahead, the most successful police leaders will be those who embrace a vision that goes beyond policing — one rooted in justice, collaboration, and progress. Through authentic, forward-thinking leadership, young chiefs can shape not only their departments, but the future of law enforcement itself.
About the author
Chief Eric Kruse has dedicated over a decade to the Charlestown (Indiana) Police Department, beginning his career in 2013 as both a police dispatcher and a part-time reserve officer. After being hired as a full-time officer, he served in the patrol division and later became a field training officer. In 2021, he was promoted to Sergeant, overseeing night shift operations. From 2022 to 2024, he served on the regional SWAT team, and in 2023, he was promoted to Lieutenant and training commander. In 2024, at 32 years old, he was appointed Chief of Police by the Mayor of Charlestown, where he continues to serve the department and community with dedication and vision.
Learn more about the Charlestown Police Department.
