When Relationships Become More Important Than Responsibilities, Leadership Suffers
By Rick Baker
Legal and Liability Risk Management Institute National Training Director
Across the United States, smaller law enforcement agencies represent a significant part of American policing. According to the U.S. Department of Justice’s Bureau of Justice Statistics, 46% of local police departments employed fewer than 10 full-time-equivalent sworn officers in 2020, while 76% of sheriffs’ offices employed fewer than 50.
These numbers remind us of something important: Effective leadership is not determined by an agency’s size, but by the commitment of those entrusted to lead it.
There is something special about serving in a smaller law enforcement agency. The relationships are personal, the communities are close-knit, and officers often share friendships that go back many years. These relationships can create loyalty, trust, and a strong sense of family within an organization.
But what happens when those same relationships become obstacles to effective supervision?
One of the greatest challenges facing supervisors in smaller agencies is not always a lack of resources, personnel, or training. Sometimes, it is unwillingness to address problems because everyone knows everyone.
Perhaps you attended school together, grew up in the same community, have been friends for years, or your family knows one another. Those relationships matter, but they cannot become excuses for overlooking misconduct, ignoring poor performance, or avoiding difficult conversations.
Leadership is not about protecting relationships at the expense of responsibility. It means having the courage to do what is right, even when it is uncomfortable.
- When We Ignore Small Things, We Invite Bigger Problems
Too often, supervisors overlook minor violations, poor attitudes, or unacceptable behavior because they do not want to create conflict.
But problems rarely disappear simply because we refuse to address them.
What begins as a small performance issue can eventually become a disciplinary investigation, a termination, a damaged career, or a costly lawsuit.
Every time a supervisor knowingly overlooks unacceptable behavior, they risk sending a message that standards are optional.
Ask yourself: Are we really helping our officers when we refuse to hold them accountable, or are we setting them up for failure?
- Friendship Should Never Replace Fairness
There is nothing wrong with having friendships within your agency. In fact, strong professional relationships can make an organization better.
However, the moment personal relationships influence how policies are enforced, how employees are treated, or how accountability is administered, the credibility of leadership begins to suffer.
Officers notice when standards are applied differently. They recognize favoritism, and they remember when supervisors choose convenience over courage.
You can value someone as a friend while still holding them accountable as their supervisor.
Fairness, consistency, and integrity must never depend on who someone knows, how long they have worked for the agency, or the relationships they have developed.
- Avoiding Difficult Conversations Comes with a Cost
One of supervision’s most important responsibilities is addressing issues before they become crises.
Correcting an officer does not mean you are against that officer. Sometimes, the most valuable thing a supervisor can do is have an uncomfortable conversation that helps someone improve, protects their career, and strengthens the agency.
When supervisors fail to act, the consequences can extend beyond the individual officer. Public trust can suffer, employee morale can decline, and the agency may face unnecessary liability.
And we must remember something important: Failing to supervise is not the same as supporting your people.
The officers who consistently do their jobs correctly also deserve supervisors who enforce standards and address those who do not.
The conversation you avoid today may become the crisis you are forced to manage tomorrow.
- Small Agencies Have the Opportunity to Build Exceptional Leaders
Despite these challenges, smaller agencies possess a tremendous advantage. Supervisors often know their people personally, understand their strengths and weaknesses, and have opportunities to mentor them every day.
That is something worth building upon!
Effective supervision does not require a large agency, an impressive rank, or unlimited resources. It requires consistency, integrity, communication, accountability, and the willingness to lead by example.
Supervisors must also be willing to invest in their own professional development. Leadership training, continued education, and the willingness to learn are essential regardless of agency size.
We must remember that accountability is not simply about punishment. It is about developing people, protecting careers, strengthening organizations, and serving our communities with professionalism.
Great leadership is not measured by the size of your agency. It is measured by the standards you uphold and the example you set.
A Final Thought: Leadership Is Responsibility, Not Just a Rank
Whether you supervise three officers or thirty, your responsibility remains the same.
Your people deserve leadership. Your agency deserves accountability. And your community deserves professionalism.
We cannot allow friendships, familiarity, or the fear of upsetting someone to prevent us from fulfilling the responsibilities we accepted when we became supervisors.
The true measure of leadership is not how many people like you when everything is going well, but whether you have the courage to do what is right when doing so is difficult.
Smaller agencies do not have to think small when it comes to leadership. They can set the standard for professionalism, accountability, and excellence.
Leadership is not about finding fault in people. It is about helping them succeed, addressing problems before they grow, and having the courage to make the decisions that others may be unwilling to make.
Because at the end of the day, failing to address a problem does not protect your people. Leading them through it does.
The question every supervisor should ask is simple: Am I leading my people toward success, or am I allowing my silence to contribute to their failure?
Sources
U.S. Department of Justice, Bureau of Justice Statistics:
- Local Police Departments Personnel, 2020. Sean E. Goodison, November 2022. NCJ 305187.
- Sheriffs’ Offices Personnel, 2020. Connor Brooks, November 2022. NCJ 305200.
Looking for Leadership courses? Search our training lists to find one near you!
