“You can’t lead what you don’t understand.” It’s a sentiment that forensic supervisors across the country know all too well. Whether you’re newly promoted or suddenly reassigned, stepping in to supervise a forensic unit outside your area of expertise can be daunting.
That’s why we sat down with Chris Decker, Forensic Laboratory Supervisor at the Marion County Sheriff’s Office in Ocala, Florida, for a candid conversation about what it really takes to fast-track your understanding when supervising beyond your forensic specialty.
🎧 Be sure to watch the full episode of our podcast, Forensics Unfiltered for even more behind-the-scenes insights.
And if this presentation resonates with you, guess what? It’s just one of 21 interview-style sessions featured in our 2024 Virtual Summit — all available inside The Vault. You can get access to all of them (plus our 2022 and 2023 summits!) with an All-Access Pass.
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The Challenge: You’ve Inherited a Unit You’ve Never Worked In
Chris Decker took on supervisory responsibilities for the DNA screening lab, the firearms lab, and the latent print unit — the latter being a discipline he had never worked in.
He’s not alone. Many forensic supervisors are asked to oversee units well outside their comfort zone. Whether it’s evidence management, digital forensics, or toxicology, the pressure is on to learn fast and lead effectively.
“The biggest issue was I didn’t even know if they were doing their job correctly — or thoroughly — and if they weren’t, I wouldn’t know how to fix it.” – Chris Decker
Step 1: Get in There and Observe
When Chris Decker assumed responsibility for the latent print unit, he had zero experience in that discipline. Instead of immediately making changes, he took a month to observe—literally sitting with the team, listening to their conversations, and asking thoughtful questions.
Tactics for Immersive Observation:
- Be a fly on the wall. Spend time in the unit without making immediate changes.
- Follow different team members. Shadowing each examiner one-on-one gives you different perspectives.
- Listen in on conversations. From state attorney calls to lab chatter — it’s all informative.
- Add yourself to the unit’s group email. Learn what type of requests come through the unit.
- Move your desk. Even relocating your workspace to their area temporarily can help you learn.
“You don’t have time not to do this.”
These early actions earned trust while giving Chris insight into workflows, bottlenecks, and blind spots that needed attention.
Step 2: Learn the Workflow — Then Look the Roadblocks
You can’t make meaningful improvements until you know how things operate. And once you do know, even small fixes can have big impacts. Observing gave Chris insight into where the team struggled—outdated software, inefficient systems, and a lack standardization.
“They were using a system from 2007 to collect prints. I told them, ‘Find me anything else in this agency still running from 2007.’ That woke people up.”
Chris identified a few issues early on:
- Outdated software was slowing things down.
- No standardized reporting meant inconsistency.
- Limited access to pool vehicles put staff in risky situations.
What he did next:
- Flagged outdated systems and started evaluating alternatives (including Idemia’s STORM system).
- Standardized report formatting for consistency and professionalism
- Secured a department vehicle to support offsite responsibilities and reduce liability.
These improvements weren’t just wins to improve workflow—they signaled to the team that their new supervisor cared.
Step 3: Meet One-on-One with Every Team Member
Leadership isn’t just about workflow—it’s about people. Once he had a grasp of the workflow, Chris scheduled individual meetings with every team member, creating a relaxed space for open, honest conversations.
Questions to Ask in Individual Meetings:
- Is there anything holding you back?
- What do you like or dislike about your unit?
- What could make your job easier?
- How do you feel about your current workload?
- How are your coworkers doing?
These individual meetings allowed Chris to:
- Identify potential interpersonal or workflow conflicts
- Build rapport as a new supervisor
- Understand personal motivations and communication preferences
“I struggled at first—worried it’d feel like tattling. But I reminded myself, I need to know these things to lead effectively.”
Step 4: Use the Stats to Drive Strategy
Chris quickly realized the unit had inconsistent statistics reporting. Some people tracked identifications one way, others another. That led to confusion — and made it impossible to fairly assess performance or justify resource requests.
“It looked like some people were underperforming. They weren’t—but without uniform stats, I couldn’t prove it or improve it.”
How Chris Started to Make Sense of Unit Stats:
- Implemented a uniform stat tracking log (modeled after one from our Gap Science resource library!)
- Used numbers to spot bottlenecks and performance gaps
- Gathered data to support requests for updated systems and staffing
If you’re inheriting a new unit, revamping your stats should be a priority.
📊 Want help with this? Vault Members get access to our stat tracking templates in the Budget Management for Forensic Units eCourse.
Step 5: Balance Change with Consistency
Chris knew that leading change in a new unit could ruffle feathers. So, he was intentional about introducing change gradually:
His approach:
- One change at a time. Example: standardize reports before tackling software.
- Explain the why. Don’t just make a change — communicate the rationale.
- Pair every ask with an assist. A new requirement? Match it with a win (like better equipment or workflow support).
This made team members feel seen, supported, and included.
Step 6: Build a Culture of Personal Connection
One of the most powerful habits Chris developed was simply showing up. Every week, he dedicates time to visit each unit — stopping in to chat, ask how things are going, and show support.
It’s not for performance monitoring. It’s relationship-building.
“I hope you trust me — and see me as a supervisor first, but also a friend when I don’t have to be one.”
Benefits of the Weekly Check-In:
- Normalizes the supervisor’s presence
- Builds relationships beyond performance reviews
- Keeps communication flowing without pressure
- Reinforces that you’re part of the team, not just the chain of command
Final Thoughts: You Don’t Have to Know Everything — You Just Have to Care
Being handed a unit you’ve never worked in can feel intimidating—but it’s also an opportunity to grow as a leader.
As Chris reminded us, you don’t need to become a latent print examiner to supervise one. He didn’t fake expertise. He asked questions, made intentional changes, and prioritized his people. The result? A team that respects him, trusts his leadership, and works better because of it.
Let your team teach you. Build trust with transparency. And never stop learning.
Want More Support as a Forensic Supervisor?
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