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Police are increasingly in the spotlight and constantly second guessed. Actions are filmed, and police are tried in the court of media opinion based on half the story. Activist groups want to isolate and defund police services. Police are asked to be mental health workers first. Our bail and parole systems are badly broken, with criminals back on the street before the paperwork is filed.
That issues minefield is challenging enough. Chiefs of Police also need to skillfully navigate the Bermuda Triangle of the police board, the police association, and government. Here is the good news: the pendulum is shifting, with more people demanding investments in public safety and rejecting the ideological attacks on police. At the October 2024 Ontario Association of Chiefs of Police Crisis and Strategic Communications Conference in Niagara Falls, I discussed how a Chief of Police and senior leaders can build upon public support and motivate elected decision-makers to invest in police services to create safer communities. Here are four steps to get it done:
1. Recognize that Chiefs of Police are a lot like politicians – and conduct yourself accordingly. In over 21 years in office as an Ontario MPP, Minister, and Party Leader, I came to believe that the mix of leadership, communication, media relations, issues management, and stakeholder management skills used by Chiefs and political leaders are remarkably similar.
I tested my theory once with then Toronto Police Chief William Blair when we met in my office when I was leader of the Ontario Progressive Conservative Party. I told Chief Blair that I thought Chiefs of Police were more skilled at politics than the politicians. Chief Blair chuckled and dismissed my observation with a humble smile. He said that trying to stay on top of police issues was demanding enough and he could never do the kind of work that politicians do.
Just over a year later, he was elected as a Member of the Canadian Parliament. Chief Blair was successful at the job, including as a strong Public Safety Minister, because, quite frankly, he went from the big leagues as Toronto Chief to Triple-A in Parliament.
Success means consistently investing in your skills and watching yourself perform. Chiefs regularly take leadership skills training. An essential part of leadership skills is communication. The Great Communicator, Ronald Reagan, had a speech coach until he retired from the Presidency. Chiefs of Police should get a communications coach who works with politicians and understands how to stay calm in the heat of the spotlight.
2. Achieve clarity in purpose and boldly, relentlessly communicate your purpose. People will follow leaders who have clarity in purpose, even if they do not agree with every call. Clarity in purpose is the foundation of a Chief’s daily decision making. It gives others stability because they know where a leader stands.
What is a Chief’s main purpose? Simply put, I suggest that it is to keep the community safe. It is a very compelling and clear purpose to Canadians. Be relentless in communicating that purpose. Chiefs should lead the charge on the difficult but necessary choices needed to restore public safety. In any speech or interview, always lead with motive, and connect it to public safety. Be bold, play far more offence than defense. It is hard to put the puck in the net when you are always on defense reacting to issues or accusations from your political adversaries.
Chiefs of Police are most effective when they release research and lead press conferences championing public safety. For example, Canada’s Chiefs of Police called for tougher bail and parole standards, decried the human tragedy and risk of encampments in parks, and demanded new tools to fight car thefts. Chiefs swung the debate, showed the public whose side they were on and caused political leaders to act. Championing ideas such as simply decriminalizing drug offences without adequate social supports risks undermining that purpose in the public’s eye.
An authentic style of communication reinforces clarity of purpose. Canadians are more willing to believe in leaders who understand what their families talk about around the kitchen table. Political leaders are more often opening the door for a glimpse of their personal life, showing more authenticity. Chiefs should do the same because the stiff white shirt, the hat, and the voice of authority do not get the mileage they used to.
OPP Commissioner Thomas Carrique on his bike or choking up as he said farewell to York Region Police colleagues as he embarked on his OPP duties comes across as very authentic. Peel Regional Police Chief Nish Duraiappah connected perfectly with his introductory video as a genuine, community-oriented leader and has walked the talk since. In a rare private moment, Toronto Chief Myron Demkiw shared his victory over cancer in an inspiring, touching video that also celebrated family and health care professionals.
3. Build lasting and trusting relationships. It may be surprising, but it turns out that politicians are people too. (Well, most of them anyway.) Human beings are wired to accept messages far more readily from somebody they trust and like than a stranger no matter how impressive their PowerPoint. When meeting with decision makers, show interest in their family or a recent unrelated accomplishment in their public or private life. Most importantly, understand where they are coming from on key issues.
More than 20 years later, I shake my head about a meeting I had with beer industry representatives when I was Consumer Minister. They wanted me to ban t-shirts, frisbees or other giveaways in beer cases. First, I liked my frisbees and always found a welcome home for the t-shirt! More importantly, a quick look at my record in government would show a strong belief in limited government intervention in the free market. If the big beer companies did not want to give away the frisbees and tees, then they should simply stop doing it instead of hiding behind me. That meeting did not go well for them. More instructively, the sloppiness of their preparation slowed them down on other requests.
Visual memories last far longer than statistics or data. Politicians sit across board room tables and stare at screens all day. Get them out of the office and give them a visual memory of your work that they can talk about with family or neighbours. I vividly remember my drive-around night shift with Niagara Regional Police Service. I fondly recall watching training and shaking hands with enthusiastic cadets at the Ontario Police College in Aylmer. Let decision-makers have a glimpse behind the scenes that will bolster your public affairs goal visually.
Trust a decision maker with a respectful heads up on a service improvement or significant incident in their ward or riding. This wins you trust in return. One of the rewards of elected office is learning a little about a lot of different things, including tangible, hands-on experiences that the official would not otherwise have experienced. Feed that appetite to build a connection to your overall goals.
Finally, try to find accommodation with Ontario’s police associations. The current provincial government has prioritized investment in safe communities and law enforcement. The Premier prizes his relationship with police associations and front-line officers. Look for areas of commonality with police associations to seize this momentum to enhance public safety. The risk is that when the associations and Chiefs are on opposite sides of an issue, you are going to burn a lot of calories, win, lose or, more likely, tie. In the current environment with a pro-law enforcement, pro-police government, joining forces is going to get you a lot further.
4. Field the Team You Need. Even the most skilled leaders cannot stand alone when the tides shift so rapidly in the media and modern politics. It is a matter of time before you get pulled under without a solid team behind you. While a Chief’s command structure may differ from a political leader’s office, an essential common piece is a skilled communications leader. Recruit a talent who can craft communications anchored in motive, uses plain language, and gets to the point. A good communications leader motivates and speaks in the language of the person watching at home, not a bureaucrat. Ideally, draft someone who has seen their share of wars in politics or media to keep the Chief sharp, is calm under pressure, and experienced to do the heavy lifting at any hour of the day.
Given the complex challenges of working with multiple levels of government, other Services, first responders, and various community groups, another key staff person should be a specialist in public affairs. Find somebody who worked for a Minister or a large city Mayor with the skill set to build a strategic advocacy plan and have the chops to see it through when dealing with multiple and often competing stakeholders. Loyalty is the lifeblood of politics – the communications and the public affairs staff members should have a direct reporting relationship to the Chief and not to the city or police services board.
Never lose sight of this: hard working, law respecting Canadians are behind you. You may not get that from the media – but you feel it on doorsteps, grocery stores, and at the hockey arena. Recognize the modern reality means that Chiefs face the same public demands as political leaders so invest in a similar tool set. Be the champion of safer communities for their daughters and sons. Never forget your purpose and communicate it boldly, relentlessly, and authentically.
Build lasting and trusting relationships with key decision makers. Surround yourself with the team you need and who have your back in return. Canadian communities and the teams you lead will be successful because of your leadership and drive. Thank you for service – I hope this advice will help advance your critically important mission.
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Why Policing is More Than a Career: It’s a Paradigm Shift
If you are passionate about making a difference in your community, policing might be the perfect path for you. The Ontario Association of Chiefs of Police (OACP) Constable Selection System (CSS) emphasizes qualities such as integrity, honesty, and a commitment to public safety, qualities that resonate with those driven to serve. However, it is more than just enforcing the law.
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Introducing the PRF-R for Policing: A New Era of Precertification Testing
On June 1, 2024, a new chapter began in Ontario’s approach to police recruitment with the launch of the Personality Research Form – Revised (PRF-R) for Policing. Developed by SIGMA Assessment Systems in partnership with TNT Justice Consultants and the Ontario Association of Chiefs of Police (OACP),
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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.
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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.
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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:
1
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.
2
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:
3
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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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.
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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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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.
