Chief Kathy Lester, Sacramento Police

The CopDoc Podcast - Season 9 - Episode 165

There's a consistent problem in American law enforcement that rarely makes headlines but shapes everything: what we do with people when they get promoted to lieutenant. Traditionally, they get a rank, a schedule, sometimes a handshake, and they're told to run the night shift. Nobody teaches them they've fundamentally changed jobs. They still think like a sergeant, which makes sense. They were excellent sergeants. So they become, as researcher Steve Morreale puts it, "a super-sergeant, not a lieutenant."

Sacramento Police Chief Kathy Lester identifies this gap as one of the most important leverage points for changing police culture. It's not the strategy. It's not the programs. It's the person standing between upper management and line-level officers. That's where culture actually shifts or stalls.

When Lester got promoted to lieutenant, the model was basic: "Congratulations. You're going to graveyard. You've got a brand new set of patrol teams. Nobody has more than three or four years experience. Here are the keys to the city. Try not to break it." She had one lifeline: she could call the previous lieutenant for emergency numbers if something went sideways. That was the leadership development program.

Now as chief, Lester has completely reimagined lieutenant development. She has roughly twenty lieutenants at the Sacramento Police Department. She doesn't just develop captains and deputy chiefs. She spends significant time with lieutenants because they talk to sergeants every single day, and sergeants have the most influence over how officers behave.

Here's what she does differently: lieutenants ride with her for a week at a time. They go to every event. They attend city council meetings, press conferences, community meetings. They see behind the curtain of what executive leadership actually manages. They understand why decisions get made the way they do. They become ambassadors who can explain departmental direction to their sergeants and officers.

The first year, people wondered if this transparency was authentic. Four years in, lieutenants bring real problems to leadership expecting real solutions. They've seen that the chief actually listens and acts. That changes everything about how they lead underneath them.

Lester is also clear that this isn't about being soft. When people are elevated to captain, she looks for who will be a future chief. She's assessing leadership capacity, not popularity. The distinction matters. She's developing people who understand the department's direction, can navigate difficult situations, and model professional behavior. Some of that comes from state-required training. More of it comes from internal programs built by leaders who are passionate about seeing people succeed in this profession.

The lieutenant development gap exists in most departments. It creates a vacuum where middle managers either become loyal implementers of whatever came before, or they try to be mini-chiefs without the authority or context. Lester solved it by making lieutenants visible partners in leadership. They see the actual job. They understand the constraints. They build relationships with senior leaders. And they take that back to their sergeants and officers. That's how culture changes, not through mandates from above, but through lieutenants who genuinely understand the "why" and can ar

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If you'd like to arrange for facilitated training, or consulting, or talk about steps you might take to improve your leadership and help in your quest for promotion, contact Steve at stephen.morreale@gmail.com