Collective Leadership for Current Challenges and Changes in Policing

By Chief Gary Conn, President, Ontario Association of Chiefs of Police

The landscape of policing continues to evolve at an unprecedented pace. Issues surrounding the COVID-19 pandemic (mandatory vaccination for police personnel, vaccine declaration statuses and vaccine compliance checks), the upcoming changes to the legislation that governs policing in Ontario and maintaining public trust are just some of the challenges facing Ontario’s policing leaders.

The new legislation governing policing, the Comprehensive Ontario Police Services Act, attempts to mitigate complex social trends through the examination of alternative service delivery models and modified deployment tactics regarding useof-force, certainly with respect to those suffering with mental health issues. The legislation will present challenges for police leaders. It will place further strains on police leadership with police boards reviewing budgets, looking for things to cut and increasing the possibility of outsourcing services currently provided by law enforcement organizations to other agencies.

As policing in Ontario continues to move forward as a profession, equity, diversity and inclusion (EDI) needs to be embedded into all aspects organizations, including leadership, recruiting, training, language, symbols, aesthetics, policies, procedures, programs and organizational culture. Ensuring we place an “EDI lens” over all our internal and external processes and systems will help increase transparency, accountability, police legitimacy and public trust. At the same time, it will enable us to mitigate stereotypes and biases and help break down the stigma attached to police personnel suffering from operational stress injuries.

Finally, but certainly not least, the negative portrayal of policing has further eroded public trust and police legitimacy. It has contributed to the reduced number of applicants considering our vocation as a profession. The heightened awareness of movements like those calling to defund policing and the acknowledgement by police leaders that systemic racism exists in our profession (although it is broader than just any one profession and exists at a societal level) have all contributed towards a recognition that reform and change are inevitable.

Leadership Approaches

As we work to address some of these challenges, a variety of leadership approaches will be necessary to develop and implement effective interventions. A blend of different leadership styles is helpful for any leader, as it provides options when working with a multitude of different people. This requires that we sincerely care for the people we work with. I have often said, “People don’t care how much you know until they know how much you care.”

The complex problems we face do not have straightforward answers. These problems call for leadership, which we might define as using one’s ability to influence groups and systems to address complex needs. In this regard, I believe that a progressive, proactive, collective/distributed leadership approach might broaden the decision-making process, which may not otherwise be possible in the paramilitary organizational structure typical of a police force.

In addition, collective/distributed leadership has been proposed to foster creativity and innovation in multi-generational workforces. Our profession consists of multi-generational cohorts, who will be instrumental in developing and fostering change in a deeply rooted policing culture.

I appreciate that these are not easy topics to discuss, and even more challenging to address and resolve. However, we must choose courage over comfort (the status quo). As Sir Winston Churchill once said, “Success in not final, failure is not fatal; it is the courage to continue that counts.”

“A KEY FACET OF EFFECTIVE AND SUCCESSFUL LEADERSHIP INVOLVES THE ABILITY TO REMOVE OBSTACLES THAT INHIBIT PROGRESS.”

-CHIEF BRYAN LARKIN

In an article by my friend and colleague Chief Bryan Larkin (President of the Canadian Association of Chiefs of Police) entitled “Breaking Down Barriers,” he notes that, “A key facet of effective and successful leadership involves the ability to remove obstacles that inhibit progress.” To this end, the value of a diverse, collective/distributed leadership approach empowers members to foster collaboration while incorporating a more multi-sectoral approach through facilitating relationships and attracting newer generational cohorts.

These leadership tenets Chief Larkin and I describe provide a more macro-level approach. This approach is necessary to address current challenges and changes in policing and, when employed in tandem, complement many of our recently implemented community safety and well-being plans.

Through leadership, engagement, diversity, professional relationships and advocacy, our OACP membership, staff and board of directors will continue to lead by example as we work to positively affect the current challenges and changes in policing.

Chief Gary Conn is the Chief of Police for the Chatham-Kent Police Service and served as the OACP President in 2021–2022.

Understanding Personal Leadership Strengths

Ironically, not understanding your strengths can amplify your weaknesses by leading you to hold back when the potential for your impact is greatest. This problem is compounded by the premium we tend to put on humility. For fear of coming across as arrogant, we hold back even more, but the result can be that we leave important opportunities for serving others on the table.

What We Can Learn in Policing from Wildfires

I had trouble figuring out where to begin this year’s renewed version of the Police Leadership Program. The challenge was too many options. The leadership issues in policing today range all the way, for example, from community mental health to organizational budgeting to technical skill development.

The Complexity of Police Leadership

Yet leadership effectiveness is, simply put, about people understanding people. It is a skillset that can be learned, and that depends quite simply on leaders investing in themselves. With social-scientific discoveries, self-awareness, and powers of observation and communication, leaders can pull others together around a common goal. Among others, the below three skill sets help to get you there:

The Leadership Imperative: Leader development in Ontario

Modern policing is complex. Whether mediating a dispute or managing a crisis, it’s a job that not only requires a deep understanding of the law and society, but also the ability to lead with confidence and compassion.

THE FUTURE OF LEADERSHIP IN POLICING

Under the leadership of Chief Jim MacSween, the executive leadership team at York Regional Police (YRP) established a mission to re-imagine leadership development within the organization. YRP knew that standardizing leadership principles and delivering them to all ranks of the organization would enrich the development of ethical and professional leaders.

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Countering Incivility, Harassment, and Discrimination in Policing

Creating a workplace environment that is inclusive, respectful, and free from harassment and discrimination is an ongoing priority for ontario police services. However, services face systemic challenges in their efforts to prevent these negative behaviours, effectively address them, and change their culture.

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Connect, Lead, Inspire

As policing leaders, there are key elements to consider when it comes to developing outstanding organizations. Opening conference keynote presenter Tanya McCready of the Winterdance Dogsled Tour and author of Journey of 1000 Miles opened the conference with a timely message: time, dedication, trust, and practice are key elements to leadership, as well as ensuring that leaders know their team and where they thrive best.

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Understanding Personal Leadership Strengths

What We Can Learn in Policing from Wildfires

The Complexity of Police Leadership

The Leadership Imperative: Leader development in Ontario

THE FUTURE OF LEADERSHIP IN POLICING

What We Can Learn in Policing from Wildfires

The Complexity of Police Leadership

Countering Incivility, Harassment, and Discrimination in Policing

The Leadership Imperative: Leader development in Ontario

THE FUTURE OF LEADERSHIP IN POLICING

Connect, Lead, Inspire

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