5 leadership traps every narcotics supervisor must avoid

[[{“value”:”

Thank you for reading this post, don't forget to follow and signup for notifications!

Key takeaways

• Learn how small lapses in supervision can destroy credibility, cases and careers.
• Discover field-tested systems to safeguard evidence, manage informants and build interagency trust.
• Understand how to balance quantity and quality to make meaningful drug cases that last.
• See why choosing the right people — and setting the right tone — defines your success as a narcotics supervisor.

By Jeremy Lee

Running a narcotics unit such as a drug task force presents unique challenges unlike many other positions in law enforcement. You’re dealing with complex investigations, sensitive evidence, unpredictable informants and agency politics — all under the pressure to deliver results. Even the best detective or supervisor can stumble in this high-stakes, high-pressure environment if they are not prepared.

After years of leading a task force, making mistakes and learning lessons the hard way, I’ve identified five errors that can sink a narcotics unit — and how to avoid them.

Failing to review cases and evidence

You may say, “This is obvious. You have to review cases and evidence.” I agree, but in our busy work lives, these mundane tasks can be put on the back burner. I have also seen extreme situations where a complete failure to review has led to case dismissal, returning of seized money, agency embarrassment and termination of personnel.

It is imperative that you have a system of checks and balances so that you, as a supervisor, can go through every case your detectives submit. In drug work, we deal with three very sensitive evidence items: drugs, money and guns. Any one of these items, when not correctly accounted for, can jeopardize the integrity of the case and put you and your detective in hot water.

What’s the fix? Have a detailed and scheduled case and evidence review system to ensure all evidence and case attachments have been submitted promptly. Then, ensure that you follow up on your detectives’ cases so that the investigation proceeds naturally from investigation to arrest, to adjudication, to evidence destruction and ultimately to case closure.

| DOWNLOAD: How to buy evidence management

Neglecting to supervise confidential informants

Being able to cultivate confidential informants is an essential part of drug investigations. The proper interview, vetting and handling of a good CI can produce investigations that dismantle multi-faceted drug trafficking organizations. On the other hand, we have seen the horror stories of CIs going bad, sabotaging investigations, providing incorrect information and having inappropriate relationships with control officers.

So, how do we avoid these pitfalls? First, establish clear guidelines and document that those guidelines were explained to the informant. Ensure the CI understands they are only allowed to assist in cases at your direction and under your control. Any other time they decide to “freelance” or just “stay in the game,” they will go from informant to defendant. Always read the restrictions and guidelines aloud to prospective informants to ensure they hear and understand them.

Next, never allow a detective to meet with or work with a CI alone — especially a CI of the opposite sex. That is common sense, right? Yet I have encountered detectives, particularly from small departments with limited manpower, who would meet with their confidential informants, develop cases and compensate them all by themselves. That is a recipe for disaster. Even a false accusation from a CI about inappropriate behavior can tarnish a stellar career.

Meet with your detectives and the CI at the same time. Observe how your detective controls the informant. Be honest with the CI. If they aren’t performing as promised, make your expectations clear. Away from the informant, make clear to your detective your expectations for management and documentation. Remind them: you can be friendly with informants, but you are not friends.

| DOWNLOAD: How to buy interview recording systems

Losing communication with partner agencies

Drug investigations, by nature, are secretive. They can be long, complex and sensitive, and often involve information that must remain confidential until the right moment. Because of this, the unit supervisor sometimes forgets to keep their “investors” — the participating agencies — apprised of what’s going on.

That doesn’t mean divulging investigative details. But you can inform partner agencies that cases are being developed and specific target areas are being addressed within their jurisdictions.

Whenever I hadn’t spoken to a sheriff or chief in a few weeks, I’d get the “What have you all got going on?” call. They were loaning me personnel — often from departments already stretched thin — and they needed reassurance their investment mattered.

I began scheduling monthly meetings with agency heads, where we could address questions face-to-face, and sending monthly update emails. These included completed cases, arrests, seizures and general focus areas. That transparency allowed leaders to answer questions from their own constituents and built confidence in the task force’s mission.

| DOWNLOAD: How to buy investigation software

Chasing numbers instead of impact

One of the quickest ways supervisors try to show productivity is by tallying citations, arrests and case numbers. While sometimes useful, these metrics can be misleading in mid- and upper-level drug cases. Focusing on quantity can cause tunnel vision — prioritizing short-term wins over long-term impact.

If you want volume, focus on street-level cases. If you want cases that dismantle drug trafficking networks, cartel ties, overdose patterns and money laundering operations, you must play the long game.

A narcotics supervisor must teach detectives to investigate beyond the dealer — to uncover suppliers, conspirators and financial trails. Analyze phone tolls, conduct surveillance, dive into finances and seize assets. These efforts may not produce flashy arrest numbers, but they cripple criminal infrastructure and deliver real results.

Track measurable indicators like signed informants, executed search warrants, phone dumps, pings, GPS trackers and federal adoptions. When command staff ask what your detectives are doing, you should never have to say, “I’m not sure.”

Finally, know the economics. Making one large case saves money and achieves greater impact than hundreds of street-level buys. Explain that logic to administrators — they understand savings even if they don’t grasp strategy.

Choosing the wrong detectives for the job

Narcotics units are specialized and demanding. While the supervisor may have some say in personnel selection, outside agencies sometimes assign their “next best option.” Push for the right people. Ask partner agencies to send their best — not just their available.

Drug detectives operate in situations that test integrity and restraint. They’re often unsupervised, handling cash, contraband and informants. Choose detectives whose ethics are unquestionable, whose documentation is meticulous and whose personal lives are stable.

The best detectives I’ve worked with were selfless — the ones who made big cases and said, “Let’s make it bigger,” instead of, “Look what I did.” If you find a self-motivated, balanced, ethical detective who values the mission over attention, you’ve found the cornerstone of your unit.

Being a narcotics unit supervisor has been the most demanding and rewarding part of my career. It’s where leadership is tested — quietly, daily and sometimes under extreme pressure. With the right systems, personnel and mindset, you can build a narcotics unit that makes a real difference.

Keep your standards high. Get your structure right. Communicate. And most importantly, lead with integrity. Do these things, and success will follow.

Training discussion points

• How can supervisors ensure proper CI oversight while maintaining operational tempo?
• What systems can help standardize evidence review and documentation across a task force?
• How can metrics evolve beyond case counts to reflect real investigative impact?
• What traits define the best narcotics detectives — and how can leaders identify them early?

What systems or SOPs help your narcotics unit stay accountable, ethical and effective? Share below.

About the author

Jeremy Lee is a 23-year veteran of a state police agency, with more than 16 years of supervisory experience. For over a decade, he has led a specialized narcotics unit targeting mid- and upper-level drug trafficking organizations. His earlier career included frontline supervision of uniformed patrol officers.

In addition to his operational work, Jeremy has served as an adjunct professor of criminal justice and a law enforcement training instructor, teaching topics ranging from basic patrol tactics to advanced investigations. His background also includes roles as a TASER Instructor, Riot Squad Commander and Field Training Officer Coordinator.

Jeremy holds a bachelor’s degree in Criminal Justice from Union Commonwealth University and a master’s degree in Justice Administration from the University of the Cumberlands. His writing reflects hard-earned insight from the front lines of modern policing and narcotics enforcement.

Reach Jeremy at jt.lee225@gmail.com.

“}]]