In this Episode
In today’s episode of Together at the Top, Nick welcomes the newly appointed Sheriff of Solano County, Brad DeWall, for an insightful conversation about contemporary leadership. Sheriff DeWall shares his unique journey, having risen through the ranks from an extra-help correctional officer to the highest position in the agency. Together, they delve into the excitement and nervousness that accompanies such a significant promotion, exploring the weight of expectation from both the team and the community. This discussion covers the core tenets of effective leadership in a large public safety organization, from establishing a clear vision to the practical steps required to make that vision a reality.
The conversation goes beyond theory, as Sheriff DeWall details his people-first approach to management and organizational change. He explains why turning a vision into tangible results – or “traction” – is impossible without first building a foundation of solid relationships at every level, from internal teams to the County Administrator’s office and labor unions. He and Nick also tackle the critical topics of stress management and mental wellness in law enforcement, the importance of breaking down internal silos to create a unified team, and how to cultivate a healthy, supportive culture. An enlightening study in modern leadership, this episode is filled with practical advice for any professional looking to make a meaningful impact.
Navigating Sheriff Leadership Challenges in Modern Policing
Taking the top job at a sheriff’s office is no small feat. The public expects safety, your staff needs a leader, and the budget always seems tight. These are just some of the modern sheriff leadership challenges you face daily.
You have a vision for how things should be, but getting there is tough. The path is filled with political hurdles, internal friction, and immense personal pressure. It helps to hear from someone who has walked that path, which is why we will examine sheriff leadership challenges through the eyes of a newly appointed leader.
You will learn how building trust and strong relationships is the foundation for overcoming these hurdles.
The Weight of the Badge: Stepping into the Top Role
Becoming the sheriff is a monumental change. One day you are part of the command staff, and the next, everyone is looking to you for answers. It is a moment filled with both excitement and a healthy dose of apprehension.
Newly appointed Solano County Sheriff Brad DeWall said he was “super excited” but also “a little nervous.” He worried about letting people down. This feeling shows he truly cares about the people he serves and leads.
That nervousness is not a weakness; it signifies a deep understanding of the job’s gravity. It pushes you to prepare more, listen harder, and think through your decisions with greater care. The responsibility for every employee and the safety of every citizen now rests squarely on your shoulders.
From Vision to Reality: Making Change Stick
Every new leader has a vision. You see a better way of doing things, a path to a stronger agency and a safer community. But as author Gino Wickman points out in his book Traction, a vision without action is just a daydream.
So how do you turn your ideas into reality? How do you get an organization of hundreds of people to move in a new direction? It starts with people, not plans.
The Power of Relationships
You cannot lead from an office. Sheriff DeWall says that real change happens through relationships. This means building solid connections both inside and outside the agency.
Internally, you have to build trust with your team, from deputies to civilian staff. They need to believe in you and your direction. Externally, you need strong partnerships with county officials who control your budget and resources.
He recently got a major organizational change approved without a fight. The reason was the positive relationship he had already built with the County Administrator. Trust was the currency that made the change possible.
Listening to the Ranks
As a leader, you cannot possibly know everything happening on the front lines. The daily realities of a correctional officer or a patrol deputy are different from the view in the executive suite. DeWall is quick to admit, “what you think you know, is different from what you really know.”
This is where humility comes in. Even though he started as an entry level correctional officer and worked his way up, he knows things have changed. He makes a point to go out and listen to his teams to understand their current needs and challenges.
Getting that direct input is the only way to make sure your plans will actually work. It also makes your staff feel valued and heard. When people feel included in the process, they are far more likely to support the outcome.
Key Sheriff Leadership Challenges and How to Face Them
The job of a sheriff is full of distinct pressures. You are part police chief, part jail administrator, and part politician. Tackling the common sheriff leadership challenges requires a steady hand and a clear strategy.
Bridging Internal Divides
Many law enforcement agencies struggle with internal silos. You might have divides between patrol deputies, correctional officers, and professional staff. These divisions can create a feeling of “us versus them” within the very walls of your agency.
Sheriff DeWall remembers hearing on his first day as a correctional officer that “deputy sheriffs think they’re better than us.” That feeling stuck with him for decades. Now, as sheriff, he is working to erase those lines and build a unified team.
One of his key strategies is creating blended units where sworn, correctional, and professional staff work together. By breaking down those walls and getting people to work toward a common goal, you can build a stronger, more cohesive organization. Other tactics include cross-divisional training and social events that bring everyone together outside of their official duties.
| Siloed Agency Characteristic | Unified Agency Solution |
|---|---|
| Separate roll calls for different divisions. | Joint briefings to share information and build rapport. |
| Division-specific goals and metrics. | Agency-wide mission and goals that everyone contributes to. |
| Limited understanding of other roles. | Cross-training or “day in the life” job shadow programs. |
| “Us vs. Them” mentality. | A “One Team, One Mission” culture reinforced by leadership. |
Navigating Politics and Budgets
Working with a Board of Supervisors can feel like walking a tightrope. You have to advocate fiercely for your agency’s needs. At the same time, you must be a team player who understands the county’s overall financial health.
It gets tricky when a board member pulls you aside and asks about a budget item that was cut by the county administrator. DeWall explains that his approach is to be honest while maintaining his relationship with the administrator’s office. He is transparent with both sides.
Justifying your budget requires more than just asking for money; it requires telling a story with data. Use crime statistics, jail population trends, and response time data to demonstrate the need for resources. This evidence-based approach builds your credibility and increases your chances of success.
It is about having those open conversations and explaining your reasoning to everyone involved. That kind of trust in government relationships makes it easier to find common ground, even during tough budget years.
Partnering with Labor Unions
Relationships with labor unions can be difficult. You both want what is best for the employees, but you often have different ideas on how to get there. The most important thing is to keep the lines of communication open, especially when you are not in contract negotiations.
DeWall’s rule is simple: “we may not agree, but I want you to understand where I’m at.” He shared a story about a difficult contract negotiation. In the end, the head of the labor group said he was willing to move forward on an unwritten point simply because “I trust you.”
That is the power of a relationship built on honesty and respect. When people trust you, you can solve problems that would otherwise end in a stalemate. You build partnerships instead of battlefields by meeting regularly and collaborating on smaller issues.
Recruitment and Retention in a Difficult Climate
One of the most pressing issues for modern law enforcement leadership is law enforcement recruitment and retention. Fewer people are choosing this career path, and experienced officers are leaving the profession. This challenge requires a proactive and creative approach from the top.
To attract new talent, agencies must go beyond traditional job fairs. This includes targeted digital marketing campaigns, partnerships with local colleges, and highlighting the diverse career paths available within a sheriff’s office. Emphasizing a positive agency culture and strong community support can be a powerful recruiting tool.
Retaining the talent you have is just as important. Leaders must focus on creating an environment where employees feel valued, supported, and have opportunities for growth. This involves competitive pay and benefits, fair promotional processes, and a genuine commitment to officer wellness.
Building Community Trust
The relationship between law enforcement and the community is more important than ever. You cannot simply police a community from the outside. You have to be a part of it and actively work to build and maintain trust.
Modern law enforcement leadership means being visible and engaged. DeWall is creating a new division focused entirely on community services and outreach. It is a structural change intended to put community policing principles into practice every single day.
He also plans to be personally more involved in the community. Forging those partnerships through town halls, attending community events, and creating advisory councils shows that the sheriff’s office is there to help. This approach helps build the trust you need to keep communities safe and enhances legitimacy.
The Human Side of the Job: Stress, Trauma, and Support
A career in law enforcement takes a heavy toll. Officers and staff see and experience things that most people cannot imagine. For a long time, the culture was to bury that trauma and just move on.
That old way of thinking was destructive and unsustainable. Sheriff DeWall notes that seeking help was often seen as a sign of weakness. Thankfully, that is beginning to change across the profession.
Today, there is a greater focus on officer wellness and mental health. Agencies now offer peer support programs, chaplaincy, and psychological services. Acknowledging the emotional and mental impact of the job is the first step toward healing from it.
Leaders have a responsibility to champion these programs and destigmatize their use. This means talking openly about mental health and making it clear that seeking help is a sign of strength. DeWall wants to make sure these resources are available to everyone, including leaders themselves.
He also sees the importance of supporting the entire family unit. The stress of the job does not just affect the employee; it impacts their spouse and children, too. Offering resources and support networks for families is a critical part of a comprehensive wellness strategy.
Conclusion
Leading a sheriff’s office in today’s world is a deeply human job. It requires tactical skill and legal knowledge, but it demands so much more. The heart of the job is about connecting with people, both inside the agency and out in the community you serve.
The journey involves breaking down old walls, tackling recruitment head-on, and building new bridges with the public. It’s about being transparent with your partners and supportive of your people’s well-being. Facing modern sheriff leadership challenges means leading with both your head and your heart.
Ultimately, a sheriff is measured not by arrests or budgets, but by the trust they earn. That trust is built one relationship at a time, through open communication, mutual respect, and a genuine desire to serve.
