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Promotional processes in police services: We need to promote LEADERS!
November 7, 2024

Focusing on knowledge of policy isn't the answer

During my law enforcement career, I always struggled with our various promotional processes in terms of their efficacy.


Although they differed somewhat from time to time, at the lower levels they generally consisted of a local recommendation; a written exam (largely based on pertinent legislation and the odd inane puzzle/logic question) and then the top X% would be interviewed by a panel of senior officers. Interview questions were situational in nature, i.e. ‘what if’ scenarios regarding policy and procedure decisions, with the occasional query that might loosely relate to ‘leadership’. It all culminated in a ‘list’ of those identified as being ready for promotion to Corporal or Sergeant. As the list of candidates grew thin, we’d do it all again. The questions didn’t change a lot over time.


I passed some and failed others, each time questioning how the process would actually identify officers that could lead a platoon, unit or detachment. It undoubtedly did at times and some great leaders were selected, but it was more a function of good luck than good management. In other instances, names appeared that most of us knew were a complete train wreck, in that they were lazy; crazy; avoided police work all costs; were afraid of their own shadow; treated people terribly and or couldn’t lead a pack of Boy Scouts to a campfire. Then, many wonderful leaders that I’d follow anywhere never made the cut.


At mid-management levels, there was most often an interview phase, with the top candidates being then put through an “Assessment Centre”, which was four days off-site and comprised of a schedule of group discussions, interviews, an administrative exercise and perhaps a paper of some description. It was better, but still not related to ‘leading people’.


After one process that involved an Assessment Centre in which I was successful, I wrote a 14-page critique of the process and submitted it through channels to the head of our Human Resources Branch. My Superintendent called it my “career suicide memo.” I just wanted those in power to hear it from someone who had been successful so they wouldn’t regard the feedback as being sour grapes. I heard crickets from there.


Months later I participated in a town hall meeting of sorts where said ‘Head of HR’ was a speaker. He opened the floor to suggestions on how to improve our promotional process. I offered several of the points made in my earlier memo, and he seemed truly excited while he furiously make notes. I then pointed out that I had sent all those comments to him by memo, but he had not replied. It was all smoke and mirrors and he really didn’t give a hoot about what any of us thought or said.


At one point interested members had to submit a self-assessment detailing examples that demonstrated how they met the various competencies. Verifying that document for so many applicants was impossible as well. Eventually we got rid of the written exam, advertised every open position and interviewed. That was very challenging to manage in a deployed organization of 9,000 people. Even though we developed some interview questions to delve into the member’s leadership competencies (decision-making, people management, relationship building, change management, etc.), some people fabricated tales about accomplishing things that never happened, while others told true stories about actual events but either exaggerated their involvement or outright lied about even being there. Others had legitimate and perfect examples to give the panel but weren’t always the best at saying “Hey, look at me, I’m wonderful. Pick me.”


Sometimes, particularly at the upper levels, they picked who they wanted and simply placed them into positions. At times the selection was based on who was liked for whatever reason, including who might excel at particular job skill - but not necessarily because of proven leadership skills. Instead, we heard justifications like, "Oh he has a law degree" or "She is a good undercover officer". Again, some good folks were picked and some not. Those promoted were always elated; those not remained disappointed; and thousands of hardworking people that carried the OPP on their backs then had to then work with and for all of the above.


Through those decades and process iterations, it was apparent that some people had jobs that allowed them to study at their desks and they were home every night and weekend to study more and/or spend time with their families. Others were in busy roles where studying at work was not an option, and many of those officers were away from home on operations or investigations five days a week or more. When they finally did get home for a day or two, it was hard to spend the little time they had studying, while their families and the household chores list all needed attention.


We also conducted so-called “360 Interviews” in some specific processes (i.e. Detective Inspector), to seek peer, subordinate and supervisor feedback – including on leadership ability. It was very telling in some cases, but quite resource intensive, expensive, and we always struggled with finding the balance between interviewing those individuals that were identified by the candidates themselves (references in essence), versus picking them more randomly.


As Commissioner, I challenged our management team, HR and the member’s association to come up with suggestions to improve our process. Changes were implemented here and there but no panacea was ever achieved. I failed from that perspective.


I don’t have all the answers to this promotional assessment dilemma for police services. If I did, I would be a rich man. However, in my opinion:


  1. Policy is important, particularly policies that carry a high level of organizational risk if not followed. Legislation is very similar. Lower risk policies and laws can be looked up when they arise, but most or all of them aren’t worth examining in great detail in promotional processes. Knowledge of obscure policies or laws for which violators will only receive a warning or ticket at most, means nothing in the big picture.;
  2. Organizations cannot just promote the smooth talkers; talented fabricators of facts; and people that have time to study but from a leadership perspective couldn’t lead a dog to drink. Most will leave a path of destruction that may not be realized until the lives of a lot of employees are irreparably harmed; and
  3. Proven leadership ability is the most critical element to focus on. Past performance most often indicates future performance, so if an individual is a dumpster fire at one level, they aren’t likely to become the epitome of leadership a level or two higher. Figure out ways to measure that skill that are more definitive than the individual spewing falsities about how good they are. Focus on the impacts they have had at the subordinate and peer levels and not just the opinions of those whose egos the candidate has puffed up.


Effective people-centered leadership will make or break a law enforcement organization. That’s what will inspire people; lead to professionalism, productivity and the provision of quality service; and will greatly contribute to attaining organizational public safety goals.


Make ‘leadership’ the foundational principle for developing, identifying and promoting supervisors, managers and executives.

 

The worst boss: Nightmare for some, reality for many

By Chris Lewis • June 21, 2025
Image: new-manager-training.com Imagine this scenario if you will, getting the worst boss on earth – a person who is the total antithesis of leadership. Your new “Boss” replaces a leader that wasn’t always right and was getting too old to meet the mental and physical demands of the job, but at the same time treated all those around him with respect. He tried to select people for key positions based on their experience base and his confidence that they may not always agree but the individuals picked would be honest with him, other employees and the client base. He undoubtedly made mistakes here and there and did have some flaws but would readily admit to most of them. This boss comes back to the organization having committed a list of publicly confirmed misdeeds and illegal acts – many of which would have singularly been a good reason to not hire even the lowest level of employee, and justification for imprisonment for others. However, he was chosen for the top job despite all that baggage. Conversely, he brings not one redeeming quality to the top position. From day one, it’s obvious that the new Boss is truly a “boss” and not a “leader.” He has old personal scores to settle and wreaks revenge on many employees that he doesn’t like. Not because they were dishonest, incapable or lazy, but because he perceives that they didn’t want him to return or didn’t always agree with his philosophies and rash actions during past affiliations. This activity causes panic among all employees who know they have no choice but to get aboard his out-of-control train or perish beneath it. Then – without any deep evaluation or thought, he makes tremendous cuts to many organizational programs – leaving thousands without work and lacking any strategy to provide much needed services to a vast array of client groups. He viciously cuts through the organization like a chainsaw through softwood. Why? Because he can. Some of these decisions may have had some degree of validity following a proper assessment, while others not, but that analysis never occurred. Most previous positive relationships with partner agencies and the majority of client groups are immediately scuttled by the new boss. He publicly demeans and taunts longtime allies with irrational statements and outright falsehoods. Never in the many decades of history of the organization has such broad-ranging international indignation been felt, largely as a result of his childish behavior. Very few productive relationships remain and although some new ones are developed, they are only with organizations that are poorly considered by clients and upstanding industry players. His decisions continually fly in the face of the needs of the immense client group but more align with the personal business interests of only the Boss and his business associates – some of whom are either known despots or of questionable character. Company stocks continue to plummet as a result of his silliness. That also has a significant negative impact on the fiscal picture of partner organizations around the world. Anyone that respectfully expresses disagreement or suggests alternative decisions to the Boss, are sidelined or fired, then are ridiculed and until they become unemployable. Gas-lighting, exaggerations, denials, the passing of blame and blatant lies are his norm. He seldom speaks the truth about anyone or any situation. The sycophants he has positioned to assist in his destruction of the organization, publicly praise him for his leadership and courageous decision-making, when the majority of employees and clients know it is just flagrant butt-kissing on their part. He constantly seeks and demands praise, even for things he didn’t do, then sulks and whines when he doesn’t receive it. He falsely takes credit for the few good things that do happen but quickly passes blame when things that have his fingerprints all over them, go horribly wrong. His God-complex is resounding and worsens with each passing day. His public claims of success – before and since becoming the Boss, and assertions of being the “Greatest Boss in history”, fall flat with anyone that truly knows him. He aggressively takes advantage of anyone he can but then turns on them at the flip of a switch. No one is beyond being found at the pointy end of his meanness stick. When caught making an error, he’ll blame everyone on his “team” before accepting any criticism. In fact, he’d turn on his own children if he felt it would make him look brave or heroic, or if it would prevent him from public humiliation. He states his 24/7 lies over and over so often to make his base of lemming followers believe him, that he seemingly believes them to be factual himself. Even when he is confronted with witness testimony or audio/video of his brazen lies, he blames others for being out to get him. Being accountable when things go wrong and letting the light shine on others when they go well, is beyond his comprehension. (Can you spell “narcissistic”?) Although he doesn’t understand the business, he refuses to surround himself with people that do, given that he thinks he knows more than any of them and possibly more than anybody, anywhere, ever, since the dawn of time. Public statements he makes are often completely ridiculous and childish, causing all those around him to force plastic smiles, offer him undeserved praise and nod like pre-programmed bobbleheads. People and even affiliated organizations live in such fear of his thirst for retribution that they either cow-tow to his insanity or prepare for annihilation. He is an embarrassment internally and externally, on an international scale. No past executive has even been so blatantly self-centered, mean spirited and/or inept, nor have they ever had such a negative impact on the organization and its people. It may take decades to repair all the damage he has done. Thankfully, his employment contract is only for four years, so there may be some light at the end of the tunnel. Most of those within and those reliant on the organization, as well as friends, associates, allies internationally pray that this nightmare will end at that time. If it’s not too late, that is. Just a bad dream for some or a reality for millions of us?

What did the PM’s most recent announcement on border security really mean?

By Chris Lewis • February 4, 2025
Is there any meat to this or is it more of the same?

What police don’t need during a crisis

By Chris Lewis • January 4, 2025
Police know how to conduct major investigations and find bad guys. Although several specific factors change from case to case, their general investigative playbook remains the same. Once some ungodly multi-victim attack occurs, in very simplistic terms: the scene is protected, and the health of the living victims is looked after. Forensic experts begin processing the crime scene. Witnesses are located and interviewed. Physical evidence is gathered. Area and witness video recordings are collected and analyzed. Victims are identified. An off-site reunification centre is established where there are multiple victims. Next of kin notifications begin. At any point – if a suspect or suspects become known, their background is gathered, and the hunt begins. They need to be apprehended before anyone else is hurt. Area law enforcement officers need to know suspect details ASAP. “Motive” is at top of mind as investigators are synthesizing all this information, whether the suspect is identified or not. Of course, establishing motive often leads to identifying the suspect, but at other times identifying the suspect helps fill in the blanks on motive. What was the initial basis of what became a murder? Was it a robbery? Could it have been a street fight gone bad? Was it simply a want or need to kill someone specific or maybe anyone at all? That’s for investigators to sort out. There is an onus to warn the public or at least tell them something, i.e. “ongoing threat”, “stay indoors”, or “no threat to public safety”. There are reporting protocols to follow. Senior officers need to be advised up the food chain as do their political masters, so everyone knows what is happening. None of that should detract investigators from doing what they do best – catching killers. But that’s when the ravenous “thirst for knowledge” and political grandstanding often take over and completely interfere with police work. The only knowledge the investigators are thirsty for in those early hours is evidence and then identifying, locating and capturing bad people. They do not need politics monopolizing their time or efforts. The New Years Day massacre in New Orleans was big. Fourteen innocent party goers were killed and dozens injured. The world wanted to know what happened and the community wanted to know if they were in danger. I absolutely get that. However, what sometimes comes with such tragedies is everyone wanting to know everything. We see it in most mass murder cases, but this was an exceptional example of the insanity surrounding such a high-profile incident. Whatever blanks weren’t immediately filled in by police officials and verified mainstream media reports, were filled in by social media. In such cases police totally lose control of the narrative as rumours, theories, falsities, conspiracy theories and “hey look at me” games take over. The political party and individual positioning in this case was nauseating. In any multi-agency response, having the leaders of those agencies at press conferences in a united front makes sense. The public needs to have confidence that the situation is in the best of hands. But where did these massive press conferences where police officials are flanked by numerous politicians come from? I can see some elected leaders being present when a new program is launched or government funding is being announced, but it should never be in the early hours of a mass murder. Having a bunch of partisan wonks peacocking on stage and in follow-up interviews, helps no one at the operational level. As some of them were speaking, I was responding to their dumb questions in my mind: Was it a terror attack? Maybe, but let the experts figure that out. In the meantime, it’s a mass murder. Was the killer an illegal immigrant? Let’s worry about that when the dust settles. What political party is to blame for allowing him into the country? We don’t care. Maybe he was born here. Let’s sort that out if he turns out to be an illegal immigrant. Why wasn’t the area more secure? Good question for a future debrief. We need to get the FBI and HSI leaders before a government committee right away so we can find out who failed! Shut up. We have police work to do. There are always enough social media theories, private citizens’ investigations into suspects, outright lies and misinformation being spread to the public, without silly partisan games sidetracking investigators who are fighting to stay ahead of legitimate theories and tips. In the early hours of a mass murder case investigators are probably the busiest they have ever been, and don’t need any of this interference. Controlling the social media fever is next to impossible. It would take a sudden level of maturity across the populace that may be unattainable. But politicians at all levels need to get the message that they are not welcome on stage at operational press conferences and their comments to the media – if asked for them – aside from expressing sadness, thoughts, prayers and confidence in the police, should be “Our law enforcement agencies are investigating, and we need to let them do what they do.” Adding any theories, raising questions or passing blame is totally wrong. If elected officials truly care about their electorate and feel the need to say more, they should have some prior dialogue with the police leaders or their Public Information Officers to ensure that what they say is helpful as opposed to harmful. Otherwise, be quiet.