What is self awareness, and how can it contribute to your overall personal effectiveness as a police leader?

Strengths, weaknesses, opportunities, threats – a simple model for assessing how you can maximise effectiveness, utilise opportunities, whilst developing yourself and avoiding threats.
What is emotional and social intelligence, and how you can improve yours and use it to understand others' thoughts and feelings, and how you impact on those through your actions and words.
The main theories of emotional intelligence, as discussed by Mayer et al., Goleman and Bar-On, and how they can be used to improve your skills and effectiveness as a 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 use influence to drive real change or progress towards an overall vision.

Conflicts are a natural part of working environments; however, leaders should be able to identify them and stop them from developing into a situation that is negatively impactful to the team. 

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.

Operational plans have many components, all of which should be considered in order to maintain successful organisational functions. 

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. 

Partnership working is crucial in ensuring that safeguarding cases do not slip through the cracks. 
There are a number of multi-agency responses which should be considered in order to protect the public.

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.