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.
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.
Critical incident management is a crucial leadership and operational role for inspectors.
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.
How can managers adapt their leadership style to include coaching for performance?
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.