By Inspector Ryan C. Kolegar
I recently had the pleasure of hearing Dr. Kevin Gilmartin speak. For those unfamiliar, he’s the author of “Emotional Survival for Law Enforcement” and one of the earliest voices pushing for open conversations about first responder mental health. During his lecture, he told a story about a police union that spent years fighting a policy requiring officers to wear hats whenever they were outside their patrol cars — a fight that, according to Dr. Gilmartin, continues today.
His point was clear: whether or not you’re wearing a hat doesn’t change how well you can do police work. In his view, leadership and labor alike should focus their time and energy on things that truly matter — wages, working conditions, mental health — not headgear.
I agree with him. And I think that story proves a different point, too.
The problem isn’t just the time spent fighting a hat rule — it’s that the rule existed in the first place, and leadership refused to reconsider it. A policy that rigid, and a command staff that inflexible, sends a clear message: tradition matters more than people. And that’s exactly what drives good officers out the door.
What may seem small or symbolic to administrators can feel deeply personal to the people doing the job. In a staffing environment where officers and COs have more options than ever, even a “no” without explanation can be enough to push someone to leave. If we want to retain good people, we have to start by listening — especially when the ask seems small.
Recruitment and retention challenges are real
His argument is rooted in logic. It makes perfect sense in theory. But theory doesn’t always survive in the current law enforcement climate, one where agencies are fighting just to keep their rosters above water. Across the nation, departments are struggling to recruit new officers for both the streets and the jails.
The International Association of Chiefs of Police reported that in 2024, 70% of agencies said recruitment was harder than it was five years ago. [1] That same report showed that 65% of agencies have had to reduce services or eliminate specialized units because of staffing. Equally abysmal is the recruitment and retention of corrections officers. According to the American Correctional Association, vacancies have gone up 42%. [2]
Why small “no’s” can drive people away
Today, the old “golden rule” — he who has the gold, rules — isn’t cutting it. In this case, “the gold” is authority, and using it to hand out unexplained “no’s” is a surefire way to drive good people straight into the arms of another agency, or out of the field entirely. We no longer have the luxury of not explaining ourselves to the rank and file.
Skeptical? Don’t believe that something like this could alter someone’s career trajectory? What if I told you I had seen it firsthand, and on more than one occasion.
Two examples that prove the point
Case in point: I recently met a patrol officer in another city, a Marine Corps veteran who served in Afghanistan and Iraq. He and a few fellow veterans requested permission to wear tiny pins on their uniforms, no more than half an inch, representing the military branch they served in. Not overt tactical equipment, nothing that would be a hazard to safety. Just a small nod to their service. The patrolman’s request was denied. No explanation was given. That officer confided in me that he is now looking for a department where the answer might be “yes.”
Not long after that, I spoke with a corrections officer who had requested to be allowed to have facial hair. His request was denied, and there was no further discussion on the matter. He accepted a lateral transfer not long after I spoke with him. This new agency allows its staff to have facial hair. In the end, both of these law enforcement professionals were leaving not because of pay, not because of a critical incident, but because their administrations would not listen to seemingly inconsequential requests.
Little things do matter.
Tradition versus trust
So where does that leave modern-day police and corrections administrators? It means that our solutions require change, and change is never easy.
When reasonable requests, like facial hair policies or alternative shift schedules, are brushed off without discussion, it sends a loud, undeniable message: tradition matters more than people. And if an officer can’t trust leadership to even consider the small things, can they really trust them to be there when it counts? Whether an officer is working behind bars or on the beat, the job is hard enough without worrying about what your bosses are going to do when things get difficult.
Compromise costs nothing but ego
Here’s the thing: compromise costs us nothing but ego. Administrations can keep their standards and still give their people some wins. Think facial hair makes your officers look unprofessional? Fine, set limits. Half-inch max, neatly trimmed, clean-shaven for court. Everyone gets a little of what they want.
At the very least, talk to your people. If they want 10-hour shifts, let them run the numbers with you. Show them the staffing charts. Explain the hurdles. A well-reasoned “Here’s why we can’t right now” will be remembered far more fondly than a curt “Because I said so.” What may seem like nothing more than an annoying question could easily be the straw that breaks the camel’s back for someone’s career with your agency.
Listening costs nothing, losing people costs everything
In the end, listening costs you nothing. But losing good people because you didn’t? That’s a price no agency can afford. Make the change. Your staff and your community will thank you.
Discussion guide: Listening to the small stuff
Use these questions to spark conversation with your command staff or frontline supervisors:
- Communication check: When was the last time you said “no” without explaining why? How did your staff respond?
- Quick wins: What’s one small request from your people you could reasonably say “yes” to this week?
- Knowing what matters: Do you know which “small stuff” issues matter most to your officers and corrections staff right now? How do you know?
- Learning from loss: Have you ever lost a good person over something you thought was minor? What did you take away from that experience?
- Balancing tradition and trust: Where does tradition still drive decision-making in your agency, and is it helping or hurting retention?
- Creating feedback loops: What process do you have in place to hear, weigh and respond to small requests before they turn into big frustrations?
What’s the #1 “small stuff” issue that frustrates you at your agency? Share below.
References
1. International Association of Chiefs of Police. (November 18, 2024). The state of recruitment & retention: A continuing crisis for policing: 2024 survey results.
2. .Celi T, Alarid LF, Dolny M, King Mohr J. (2024). Recruitment and retention of correctional staff. Corrections Today. American Correctional Association.
About the author
Inspector Ryan C. Kolegar serves as the Corrections Inspector General for the Lorain County Sheriff’s Office in Lorain County, Ohio. Over the course of his career, he has held a variety of positions in law enforcement and corrections, including auxiliary patrolman, juvenile corrections officer, corrections officer, corrections sergeant, and deputy sheriff.
A commissioned peace officer, Inspector Kolegar holds an associate degree in criminal justice from Eastern Gateway Community College. He is a certified Inspector General through the Association of Inspectors General, where he also maintains active membership.
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