What is self awareness, and how can it contribute to your overall personal effectiveness as a police leader?
Leadership and management are two key aspects of any inspector's responsibilities. They must be well-balanced, and should be able to be adaptable to suit the scenario and team members at hand. To be adept at both, a leader should have a full understanding of multiple different approaches, their strengths and weaknesses, and when each is appropriate.
Leading teams can be a complex task, particularly when the teams are varied in terms of composition and distribution.
How to negotiate with others in order to reach compromises and get results.
How to use influence to drive real change or progress towards an overall vision.
How to adapt your communication to be most effective in your role.
Key interpersonal skills required in the policing and workplace environments in order to build relationships, communicate clearly and work effectively in teams.
Key listening skills required to build good relationships, understand situations and gain deep insights into others' visions of the future.
Presenting skills are an important aspect of work, life and study. It is crucial that one understands how best to display their information to an audience in a confident, clear manner.
How to engage with communities respectfully and effectively, who to engage with, and why leaders and officers should engage.
Critical incident management is a crucial leadership and operational role for inspectors.
Managing and overseeing the success of ongoing projects is a key role for any inspector or manager.
How to envisage, instigate and manage the process of change for long-lasting effects.
John Kotter's 8-Step Change Model (1995) is a leading framework for the management of lasting change within an organisation.
What is coaching, and how can you use it to improve team performance?
How can managers adapt their leadership style to include coaching for performance?
The coaching spectrum is a simple model of how a coach, manager or leader can interact during a scheduled or un-scheduled coaching session.
How to manage stress as a leader; both yours personally and that of your staff/officers.
How should you, as a leader, be actively promoting the wellbeing of your officers and staff within the workplace?
How to build the resilience of yourself, your team and your force.