Decisive Accountability in Police Leadership

Andy Satterfield, Chief of Police at Sterling Heights Police Department, City of Sterling Heights

Andy Satterfield, Chief of Police at Sterling Heights Police Department, City of Sterling Heights

Which leadership skill has been most critical in your role as Chief of Police?

The most critical leadership skill in my role has been decisive accountability. Police leadership is an environment where hesitation can have real consequences, but decisiveness must be grounded in responsibility and owning outcomes, good or bad. As Chief, I set the expectation that leaders make informed decisions that align with our values, policies, and the law. Leaders need to stand behind those decisions transparently. That ownership of responsibility builds confidence internally and credibility externally.

How do you make sound decisions during high-pressure or rapidly evolving incidents?

Sound decision making under pressure comes from preparation long before the incident occurs. I rely on a framework of a clear incident command structure, well written policies, and trust in personnel trained on industry best practices. During rapidly evolving situations, priority is placed on life safety, scene stabilization, and lawful resolutions. Continuously reassessing new information. Perfection is rarely possible in real time; but timely, reasonable decisions based on training and available information are what matter.

What approaches help you build trust and accountability within the department?

Trust and accountability are inseparable. I prioritize consistent communication, clear expectations, and fairness in discipline and recognition. Officers need to know that standards apply uniformly, regardless of rank, and that leadership will support them when they act within policy and training. I also believe in accessibility; when leaders are visible and engaged, it reinforces a culture where accountability is viewed as professional responsibility, not punishment.

“Trust and accountability are inseparable.”

How do you balance community expectations with operational and public-safety demands?

Balancing these demands requires a realistic approach considering the resources available. Community expectations are best managed through honest dialogue about what policing can and cannot do, while remaining responsive to concerns. Operational decisions must always be rooted in public safety, but they should also reflect community values. In practice, that means using data to deploy resources effectively, listening to community feedback, and adjusting strategies without compromising core safety objectives.

What role does training, data, or technology play in strengthening policing outcomes?

Training, data, and technology are force multipliers when used correctly. Ongoing training ensures officers can adapt to evolving legal standards and complex incidents. Data allows us to move from anecdotal decision making to evidence based strategies, whether analyzing traffic crashes, crime trends, or deployment models. Technology, when implemented thoughtfully, enhances efficiency, accountability, and transparency. Technology must support, not replace, sound judgment and human decision-making.

What advice would you give emerging leaders pursuing careers in law enforcement?

First, understand that leadership is service; your role is to create conditions where others can succeed. Then focus on mastering the fundamentals of the job as credibility is built through competence and experience. Seek diverse experiences and mentors that will challenge you, not just support you. Finally, never stop learning and studying the art of leadership. Policing is changing rapidly; and effective leaders are those who adapt while staying grounded in ethics, professionalism, and public trust.

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