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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),

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.

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.

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:

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.

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.

Key lessons learned developing toronto’s equity strategy

Measurement beforehand, the identification and deployment of strategies, followed by measurement afterwards, are all necessary to determine if any given strategy is effective. This process also informs how strategies can be revised to achieve optimal outcomes. This describes an iterative process that results in the development and deployment of the most effective policies. This approach applies everywhere.

The problem of effective communication in complex organizations is even more difficult to solve under crisis conditions. In recent research, my colleagues and I have studied how firefighters from neighbouring departments work together under life-threatening conditions where the stakes on clear information-sharing are high.

It is a viciously cold night in february and homicide is called to attend a shooting in a sparsely populated area of your city. As your investigators approach the scene, they note several pieces of evidence that need to be collected before the forecasted heavy snow rolls in. Your forensics team is called in to attend and sends two officers to begin the documentation and collection of items that lay about the scene.

In an era flooded with data and technology, law enforcement finds itself grappling with a paradoxical issue: having too much information, yet not the right kind to empower officers on the ground. How do police organizations wade through large amounts of data and transform it into actionable insights for their frontline members? The answers lie within evidence-based policing, an approach that combines law enforcement with the precision of data analytics.

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.