Be an Experimenter, Not a Knower: The Mindset Shift That Leaders Need Now

For generations, the policing profession has rewarded certainty.

We promoted those with answers, not questions. We looked to leaders to be decisive, firm, and confident…especially in moments of chaos. And while decisiveness still matters, something else is becoming even more vital in today’s environment:

The world is changing faster than our policies, practices, and traditions can keep up. Technology, community expectations, workplace culture…all of it is evolving in real time. The most impactful leaders are no longer those with all the answers, but those with the humility to say:

“Let’s try.”

“Let’s learn.”

“Let’s build as we go.”

As Simon Sinek is known for saying, “The goal is not to be perfect by the end. The goal is to be better today.”

From Knowing to Learning: A Leadership Mindset Shift

In The Infinite Game, Simon reminds us that leadership is not about arriving, it’s about constantly becoming.

That means letting go of the myth that leaders should always “know” and instead embracing the mindset of the experimenter:

• Test ideas before scaling them.

• Build feedback loops into everything.

• Be willing to fail… and share what you learned.

In the policing profession, this can feel uncomfortable. We’re trained to minimize risk, avoid mistakes, and project confidence. But the truth is, in a profession built on public trust and constant adaptation, pretending to know everything is far riskier than admitting you don’t.

What Experimentation Looks Like in Practice

Whether you’re a sergeant leading a team or a chief or sheriff shaping organizational culture, being an experimenter means:

• Piloting a new approach to community engagement before making it department-wide

• Trying a shift in briefing structure to invite more open dialogue

• Co-creating solutions with officers, professional staff, or community members rather than dictating from the top

• Reframing “failures” as learning points and not leadership flaws

This isn’t about being reckless. It’s about being responsive.

It’s about designing policies and practices that grow over time that shaped by real input, real learning, and real-world testing.

Creating a Culture That Supports Experimentation

Experimentation doesn’t thrive in a culture of fear. It requires psychological safety, where people at all levels feel they can suggest, test, and tweak without fear of blame or judgment.

Leaders must model this. You don’t have to be perfect. You have to be real.

Ask your team:

• “What’s something we should try differently this month?”

• “What’s not working, and how might we approach it differently?”

• “What did we learn from that?”

The most trusted leaders don’t lead from a place of ego. They lead from curiosity.

Why This Matters Now More Than Ever

At The Curve, we believe the future of the policing profession will not be shaped by those who have it all figured out but by those who are willing to keep figuring it out together.

The challenges we face won’t be solved by old answers. They’ll be solved by leaders willing to test new ideas, stay anchored in purpose, and adapt with courage.

In a profession that often prizes precision, it’s time we also reward progress.