The Chief’s First Assignment: Build Trust Before You Build Change
Every newly appointed public-safety leader inherits far more than policies, personnel, equipment, and organizational charts. They inherit relationships, some strong, some strained, and some shaped by years of past decisions, internal culture, and unspoken expectations. The early measure of leadership is not simply the ability to articulate a vision. It is the ability to manage commanders effectively and build enough trust throughout the ranks for that vision to become daily practice.
Having served in public-safety leadership roles, I have learned that an agency’s culture is rarely defined by what is written on a wall or included in a strategic plan. It is defined by what people experience every day. Employees pay attention to whether leaders communicate honestly, apply standards fairly, make thoughtful decisions, and follow through on commitments. Commanders set the tone for that experience, which makes managing the management team one of a chief executive’s most consequential responsibilities.
A leader must work at two levels simultaneously. One is the broad external mission: public confidence, crime and safety outcomes, organizational legitimacy, municipal priorities, media scrutiny, and relationships with external stakeholders. The other is the internal responsibility of leading the people responsible for delivering that mission. If command staff are unclear, disengaged, territorial, or distrustful, that dysfunction will extend to every shift, unit, roll call, and public interaction. When commanders are aligned, accountable, and respected, they become force multipliers for the entire organization.
The Capacity to Manage Managers
One of the most important, and sometimes underestimated, leadership skills is the capacity to manage your managers. Commanders cannot merely be told what to do. They must understand why a priority matters, what success looks like, what authority they have to act, and how their performance will be evaluated.
A leader who micromanages every decision weakens initiative and creates dependence. A leader who provides no direction creates uncertainty, inconsistent practices, and avoidable conflict. Effective leadership finds the balance. It establishes clear expectations, reinforces priorities often, provides resources and support, and gives commanders the authority to solve problems within clearly defined boundaries.
This begins with management discipline. Regular command meetings should be more than lengthy updates or a routine review of what has already happened. They should clarify strategic priorities, identify operational obstacles, assess progress, and assign responsibility. Each commander should leave the meeting knowing what they own, what support is available, and when they will be expected to report back.
Accountability should be predictable rather than punitive. Leaders should not wait for a public failure, a personnel crisis, or an operational breakdown before addressing performance issues. Timely feedback helps people improve. Avoiding difficult conversations allows problems to grow, often until they affect the agency’s credibility, morale, and service to the community.
On Trust
Trust among the ranks begins with consistency. Officers, civilian employees, supervisors, and commanders do not expect a new leader to be perfect. They do expect fairness, honesty, accessibility, and follow-through.
If leaders say employee wellness matters but overlook chronic understaffing, unsafe conditions, inadequate equipment, or unreasonable workloads, employees will see the gap between the message and the reality. If leadership promises transparency but allows rumors to become the agency’s primary communications system, trust will decline quickly.
Consistency also requires applying standards evenly. Favoritism, selective accountability, and informal exceptions can harm an organization more quickly than a difficult policy decision. Personnel pay close attention to whether rules are applied differently because of rank, tenure, friendships, union involvement, political influence, or perceived value to the organization.
A leader earns legitimacy internally by making decisions that are principled, explainable, and connected to the agency’s mission. Employees may not agree with every decision, but they are more likely to respect decisions that are made fairly, communicated clearly, and applied consistently.
On Empathy and Accountability
Empathy is an essential leadership tool in public safety. It does not mean lowering standards, excusing misconduct, or avoiding accountability. It means taking the time to understand the realities employees bring to work.
Public-safety professionals often manage difficult schedules, family pressures, repeated exposure to trauma, staffing shortages, community criticism, critical incidents, and the long-term stress of service. An empathetic leader listens before drawing conclusions, asks better questions, and avoids treating every performance issue as solely a disciplinary matter.
When a commander’s performance declines, accountability may be appropriate. But a thoughtful leader should first seek to understand the cause. Is the individual unclear about expectations? Is the unit overwhelmed? Is there an unresolved conflict, resource issue, burnout concern, or personal matter requiring support? The answers do not erase responsibility. They allow the leader to identify and address the root cause rather than simply reacting to the symptom.
Empathy and accountability are not opposing values. In a healthy organization, they reinforce one another. People are more willing to accept difficult feedback when they believe the leader is fair, informed, and genuinely invested in their development.
On Connecting Internal and External Trust
Public-safety agencies do not operate in isolation. Their effectiveness and legitimacy depend on relationships with residents, elected officials, labor organizations, prosecutors, courts, schools, businesses, nonprofit partners, the media, and other public agencies.
These external stakeholders often form their view of an agency through the conduct of front-line personnel. That means internal leadership is also an external-facing responsibility. The way an organization treats its people will influence how its people treat the public.
When personnel understand the mission, feel supported, and believe that decisions are fair, they are more likely to represent the agency professionally. Strong external relationships can then provide valuable feedback, resources, credibility, and opportunities for collaboration. The connection should be explicit: internal morale, procedural fairness, professional development, and accountability are directly related to community confidence.
On Leading Change with Credibility
New leaders are often selected to improve culture, modernize operations, reduce risk, strengthen public confidence, or address longstanding performance issues. Change may be necessary, but it cannot be successful if imposed without listening.
Before redesigning a unit, changing deployment practices, or introducing a new accountability structure, leaders should seek informed perspectives from commanders, supervisors, front-line personnel, labor representatives, and relevant external stakeholders. Listening does not mean surrendering leadership. A chief still has to make decisions. But people are more likely to support a decision when they believe their experience was heard and their concerns were seriously considered.
Visibility matters as well. Command meetings are necessary, but they are not enough. Leaders should attend roll calls, visit shifts at different hours, speak with dispatchers and civilian staff, and engage directly with officers, supervisors, and community partners. Ask what is working, what gets in the way, and what leadership may not be seeing. Most importantly, close the loop by explaining what was learned and what action will follow.
The strongest public-safety agencies are not built around one leader’s personality. They are built through a leadership system in which commanders manage effectively, supervisors coach consistently, employees understand the mission, and external stakeholders see an organization worthy of confidence.
For any new police leader, that is the central assignment: build trust inside the organization, connect that trust to external legitimacy, and establish a command culture capable of sustaining the mission over time.
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ABOUT THE ROLE The Director's Office supports and leads the Finance and Business Operations Division (FBOD) portfolio of countywide services, including treasury operations, procurement and payables, financial management, and small business support and pro-equity contracting. King County is seeking an innovative, people-centered leader to coach, empower, and develop talent, build relationships, and navigate complex environments with strong financial acumen and an understanding of government finance. KEY RESPONSIBILITIES - Foster a workplace grounded in excellent customer service, respect, continuous improvement, and equity. - Lead and support the Director's Office team including Finance, HR, Continuous Improvement, Equity and Social Justice, and special projects. - Collaborate with the Director to shape and execute strategic vision, goals, workforce plans, operational strategies, and best practices. - Build strong partnerships across agencies to solve financial challenges and advance consistent, equitable countywide standards. - Use data and performance metrics to drive action. - Communicate clearly with senior leaders and elected officials to provide recommendations on critical financial issues. - Manage complex, multi-agency projects with executive presence, ease, clarity, and confidence. - Model King County's values through everyday actions and leadership behaviors. MINIMUM QUALIFICATIONS - Proven leadership experience overseeing people, operations, and/or analytical teams. - Strong commitment to Equity and Social Justice, including understanding systemic racism and engaging in authentic conversations about race and equity. - Deep knowledge of continuous improvement practices, standard work, and customer-driven performance measures. - Standout track record implementing strategic initiatives, policies, and systems, and managing complex, multi-disciplinary projects. - Creative ideas and strategies to strengthen employee engagement, learning, coaching, and team-building. - Strong financial acumen across accounting, debt and investment concepts, and government finance. - Exceptional written and verbal communication skills, and comfort partnering with senior and executive leaders. - Strong collaboration and conflict resolution skills, plus the courage to ask tough questions and make difficult decisions. - Emotional intelligence, humility, and an ability to create a fun, vibrant, and recognizing work environment. SPECIAL REQUIREMENTS - Must reside in Washington state and within a reasonable distance to the King County worksite to respond to workplace reporting requirements. - When working remotely, must maintain a workspace with an internet connection to reliably perform work, remain available and responsive during scheduled hours, and follow FBOD's Hybrid and Remote Guidelines, including on-camera participation during virtual video meetings. SELECTION PROCESS - Candidates will be evaluated based on their application and work history demonstrating the ability to fulfill the requirements of the position. - The process will follow King County's standard assessment and interview procedures for executive career service roles. HOW TO APPLY - Submit an online King County application, providing detailed work history that highlights your ability to fulfill the position requirements. - For alternate language/format or accommodation requests, contact Jen Irwin at Jirwin@kingcounty.gov. - Closing Date: September 21, 2026, at 11:59 PM Pacific. EMPLOYMENT DETAILS - Job Number: 2026JI27825 - Department: DES - Executive Services - Division: FBOD-Finance & Business Ops - Location: King Street Center, 201 S Jackson St, Seattle, WA 98104 - Work Model: Hybrid (combination of onsite and telecommuting, ratio dependent on business needs and subject to change). - Schedule: Full Time, 40 hours per week. - FLSA Status: Exempt. - Bargaining Unit: Z3 : KC Personnel Guidelines.
ABOUT THE ROLE The King County Department of Public Defense is recruiting for Public Defense Attorney - Supervisor(s) as a Special Duty Assignment (SDA) within The Defenders Association Division. This role involves supervising attorneys, carrying a partial caseload, and promoting fairness, equity, and anti-oppression frameworks while representing indigent adults and children facing a loss of liberty. KEY RESPONSIBILITIES - Supervise attorneys and support staff. - Develop, evaluate, train, mentor, and coach unit employees and interns. - Ensure work conforms with professional standards, statutes, rules, and policies. - Conduct disciplinary investigations and impose discipline when appropriate. - Implement and monitor corrective and career development action plans. - Conduct performance evaluations of unit employees. - Assign and balance workload among attorneys within the unit. - Ensure unit employees are up to date on DPD policies, legislative proposals, and case law changes. - Act as a catalyst for problem-solving and conflict resolution. - Carry a partial caseload requiring excellent legal representation, trial skills, and client rapport. - Maintain and update a computerized case-management system. - Identify cases presenting an ethical conflict of interest. - Serve on call at least twice a year and supervise on-call attorneys. - Actively support and promote DPD's mission and policies. MINIMUM QUALIFICATIONS - Juris Doctor degree from an accredited law school OR completion of the WSBA's Rule 6 Law Clerk Program. - Member of the Washington State Bar Association in good standing, having been a lawyer for at least three years. - Murder/Sex/Felony High qualified (for Felony placements). - Washington State Driver's License or ability to travel to required destinations. - Knowledge of community resources, legal research computer applications, judicial/trial procedure, and case management. - Ability to manage a work unit, build strong attorney/client relationships, and collaborate with judicial and criminal justice systems. SPECIAL REQUIREMENTS - This Special Duty opportunity is ONLY open to current King County, TDA, career service employees who have completed their initial probation. - Assignment is anticipated to last up to six months, with the ability to be extended or end early based on business needs. - Must reside in Washington state and within a reasonable distance to the King County worksite. - Must maintain a home workspace with reliable internet for hybrid work. - Hybrid model: minimum of four days per week onsite (especially during the probationary period). - May be required to travel to various locations throughout King County (courts, jails, hospitals, treatment centers). - Exempt from FLSA overtime provisions. - Subject to DPD Ethical Walls Policies and Outside Work Policy for Attorneys. SELECTION PROCESS - Evaluation of application materials and supplemental questions. - Interviewing and reference checks. - Personnel file review going back the last three years. - Background check, if applicable. HOW TO APPLY - Submit a completed King County application. - Attach a current and chronological resume. - Attach a cover letter detailing your background and what you can bring to the Department of Public Defense. - Applications submitted by 11:59 p.m. on September 4, 2026, will be given priority consideration. - Current supervising attorneys in TDAD wishing to transfer should email Managing Attorney Ben Goldsmith at benjamin.goldsmith@kingcounty.gov by the closing date. - For accommodations, contact dpd-hr@kingcounty.gov. EMPLOYMENT DETAILS - Employer: King County - Location: Dexter Horton Building, 710 Second Avenue #200, Seattle, WA (with potential rotations to other Seattle, Kent, or Redmond locations) - Job Type: Term-Limited, Full Time - Bargaining Unit: AD2 : L117-DPD-Sups&Mgrs-Atty - Opening Date: 08/27/2026 - Closing Date: Continuous (Priority consideration by 09/04/2026) - FLSA Status: Exempt
ABOUT THE ROLE The Denver Fire Department is seeking Fire Protection Engineers to perform professional engineering work focused on fire protection, life safety, building design, and code compliance. This role involves working closely with fire department personnel, other City agencies, engineers, architects, contractors, developers, property owners, and the public to ensure buildings and fire protection systems meet applicable safety requirements. KEY RESPONSIBILITIES - Evaluate system tests and reports for smoke control, standpipe/PRV, fire alarm, leak detection, and fire pump performance. - Analyze, evaluate, review, and issue approvals or denials of fire protection plans and life safety systems in new or existing buildings. - Review plans and processes regarding hazardous chemicals or materials to ensure proper fire safety provisions. - Evaluate the effectiveness of existing methods, policies, procedures, and proposed code modifications, recommending revisions. - Develop training programs related to model codes, methods, policies, procedures, and national design standards. - Assist DFD inspectors and personnel with inspections of existing and new buildings for code compliance. - Provide resource information and building and fire code requirements to developers, owners, contractors, and city agencies. - Provide technical assistance and guidance to department personnel regarding fire protection and fire resistive materials. MINIMUM QUALIFICATIONS - Education: Bachelor's Degree in Engineering or a related field (Fire Protection, Mechanical, Electrical, or directly related engineering field preferred). - Experience: Two (2) years of professional experience in fire protection and life safety evaluation, design, engineering, or installation. (Ideal candidates have three or more years of experience as a licensed Professional Engineer within the building design and construction industry). - Licenses/Certifications: Registration as a Professional Engineer (PE) by the Colorado State Board of Registration for Professional Engineers at the time of application. Registration by another state is accepted if Colorado registration is obtained by the completion of the probationary period. SPECIAL REQUIREMENTS - License Maintenance: Licenses and certifications must be kept current as a condition of employment. - Redeployment: Employees may be re-deployed to work in other capacities during a citywide emergency declared by the Mayor. - Work Authorization: Must have valid work authorization that does not require sponsorship of a visa for employment authorization in the U.S. SELECTION PROCESS - The City and County of Denver provides equal employment opportunities without regard to race, color, religion, national origin, sex, sexual orientation, gender identity, disability, genetic information, age, or any other protected status. - Applicants may request oral or written language assistance, sign language interpretation, real-time captioning, or disability-related accommodations at no cost. HOW TO APPLY - Apply as soon as possible through the official City and County of Denver careers portal. - To request accommodations or language assistance, contact Jobs@Denvergov.org with three business days' notice. EMPLOYMENT DETAILS - Job Requisition ID: R0082764 - Job Profile: CE0409 Fire Protection Engineer - Department: Denver Fire Department - Position Type: Unlimited - Location: 201 W Colfax Ave, Denver, CO 80202 (Downtown Denver) - Work Schedule: Monday through Friday, 6:00 a.m. to 5:00 p.m., with flexibility. Hybrid work is available following a training period. - Closing Date: September 20, 2026
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ABOUT THE ROLE The Director of Human Resources leads the HR team for the Office of Streets' Cabinet, which includes Public Works, the Office of the Parking Clerk, Transportation Departments, and the payroll division. Reporting to the Chief of Streets, this role is central to recruiting, developing, and retaining a talented, diverse staff, supporting management, and providing strategic HR advice to ensure city departments are well-staffed, well-trained, and well-supported. KEY RESPONSIBILITIES - Direct HR programs including recruitment, selection, retention, personnel transactions, compensation, employee relations, collective bargaining, civil service, benefits, attendance, policies, workers' compensation, and payroll - Manage the annual budget for the Office of the Streets, Public Works Department, Office of Parking Clerk, and Transportation Department - Act as internal liaison to the City's Office of Human Resources, Office of Labor Relations, Law Department, Central Payroll, and other city departments - Mediate and assist in conflict resolution for departmental personnel matters and disputes - Enforce compliance with applicable federal, state, and local laws - Assist with grievance processing, collective bargaining, disciplinary action, and administrative or judicial proceedings - Act as the Hearing Officer for the department in the administration of discipline and the grievance process - Maintain care and custody of all personnel files - Perform special projects and respond to any emergencies as directed by the Chief of Streets or designee MINIMUM QUALIFICATIONS 1. At least ten (10) years of paid professional experience in Human Resources Management in an administrative or management capacity, of which five (5) years must be in a supervisory or managerial capacity 2. Bachelor's degree in human resources, public administration, or business administration (Master's or advanced degree strongly preferred) 3. Knowledge of human resources administration, labor and employment laws, policies, and procedures 4. Knowledge of budget preparations and procedures 5. Strong leadership, project management, and communication skills 6. Ability to work effectively in a multi-cultural, multi-ethnic work environment and manage priorities in a changing environment 7. Demonstrated ability to mediate personnel matters within a heavily unionized environment and lead/develop staff members SPECIAL REQUIREMENTS - Boston residency is strictly required - Experience handling employee relations matters and conducting workplace investigations is strongly preferred - Knowledge of municipal administration and Civil Service rules and regulations is preferred - Proficiency in Microsoft Office suite, PeopleSoft, or similar human resources information systems is preferred - Training and experience in public personnel management and/or labor relations is preferred - Professional Human Resource (SPHR) or (PHR) certificate is preferred SELECTION PROCESS - Application and resume review evaluating minimum qualifications, relevant experience, and preferred credentials - Interviews and assessments as determined by the hiring department and City of Boston HR protocols HOW TO APPLY - Apply for Req ID 2025-31303 through the City of Boston careers portal - Posting End Date: November 30, 2026 - Contact Email for inquiries: andrea.hennelly@boston.gov EMPLOYMENT DETAILS - Location: Boston City Hall, Boston, MA - Department: Office of Streets - Position Type: Regular Full-Time - Hours per week: 35 - Union/Salary Plan/Grade: Non-Union/MM2-12 - Equal Opportunity Employer: The City of Boston is committed to creating a diverse and inclusive environment, considering qualified applicants regardless of sex, race, age, religion, color, national origin, ancestry, disability, genetic information, marital status, sexual orientation, gender identity, gender expression, military and veteran status, or other protected categories.
ABOUT THE ROLE The Construction Project Manager Supervisor will work in the Facilities Management department, providing services to other Pierce County departments. This role involves overseeing a team of design and construction project managers working on all phases of construction project management from concept through execution. The supervisor will collaborate with other departments to develop and implement capital projects, solve emergencies, and strategize short and long-term solutions related to design and construction, while overseeing workflow, processes, standards, policies, and procedures for the capital team. KEY RESPONSIBILITIES - Assist with the development and implementation of strategic direction and guidance for the construction project managers work unit. - Assist in the development and preparation of the biennial capital improvement program requirements and budgets, including project development, cost estimating, and initiating project approvals. - Supervise and coordinate activities of a designated unit, determine work procedures, approve work schedules, and assign, review, and approve the work of subordinate staff. - Act as project manager for programs with multiple dimensions, projects, and complexity, providing technical expertise for highly visible, technically complex, and politically sensitive projects. - Establish and maintain effective working relationships with County officials, departments, staff, other agencies, and the public to keep the capital program on time and within budget. MINIMUM QUALIFICATIONS - Bachelor's Degree in architecture, construction management, civil, mechanical, or electrical engineering, project management, landscape architecture, business or public administration, or a closely related field from an accredited college or university. - Five years of increasingly responsible experience directly related to the position. - Two years of supervisory or lead experience. - A resume and cover letter are required; applications without them will not be considered. SPECIAL REQUIREMENTS - A valid driver's license is required. - Must authorize and complete a background check as a condition of employment. - Applicants must be legally authorized to work in the United States without the need for visa sponsorship; Pierce County cannot sponsor or take over sponsorship of an employment visa. SELECTION PROCESS - Competitive and meritorious selection process with applications reviewed by human hiring staff. - The interview process may require demonstrating skills, including writing and subject knowledge, and speaking to experience in the applicant's own voice without relying on AI-generated responses. - Notification of application status typically occurs within two to three weeks after the closing date. HOW TO APPLY - Complete and submit a detailed online Pierce County Employment Application at www.piercecountywa.gov/jobs. - Include a resume and cover letter with the application. - For questions, email the Recruitment Team at PCHRRecruit@piercecountywa.gov, including the job number and title. - For accommodations in the application or interview process, contact Human Resources at (253) 798-7480 at least two days prior to the need. - Closing Date: September 13, 2026, at 11:59 PM Pacific. EMPLOYMENT DETAILS - Job Number: 26-00842 - Department: Facilities Management - Division: Facilities-Construction - Location: Tacoma, WA - Work Model: Flexible/Hybrid (in the field, office, or remote; a telework agreement will be developed upon start). - Schedule: Full Time, Career Service. - Employer: Pierce County
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