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- Build honest intergroup relationships. To lead well often requires different groups of people – community groups, precincts, the multiple teams within a police service – to work together. Leaders must often build trust across such boundaries, but this can be challenged by what is at times called a tribal mindset, where people see their group as independent from or at odds with those outside their own (an “us versus them”). Rather than seeing the differences as the source of conflict, leadership development can be a means to using differences as windows to understanding and complementarity. Such tactics have improved relations between, for example, Protestants and Catholics in Northern Ireland and indigenous and non-indigenous populations throughout the world and can build bridges across silos in the workplace. In this regard, those intergroup differences become infrastructure to building honest intergroup relationships.
- Recognize that what appears to be resistance need not be. Leadership is founded in creating change through social influence, but at times, our efforts to persuade others fail to yield the results we seek. It’s tempting to chalk it up to a strong form of resistance: “They must be against the changes I’m seeking.” Such strong conclusions belie the fact that they may be trying, but facing challenges with adoption, not yet see the value it brings or even be aware of changes you think you have successfully communicated. Dialoguing with others helps to diagnose that what on the surface might be seen as resistance may be much simpler to address.
- Win-win decision-making. There is a natural politic that arises among different components of a police organization, as well as when police leadership engages with outside stakeholders such as city officials and community stakeholders. Such a politic manifests as a multi-party negotiation, with the potential for coalitions, hidden or different agendas, and group dynamics that target preferred outcomes rather than team engagement. One way forward is to look for opportunities that create mutually beneficial outcomes for all parties involved and to sniff out interests who might not be so aligned.
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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 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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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.
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
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.
3
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.
4
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.
