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Police Promotion: What is the role of a Police Sergeant? Part 2

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“The great Sergeant is in short trying to be a better person, in addition to being a better police officer and first line supervisor” –  Edward Werder

In Police Promotion: What is the role of a Police Sergeant? I looked at how behaviours and expectations are described differently across police promotion guidance. I also covered some typical initial responses to the question:  “Would you please describe your understanding of the Sergeant’s role?”

part two, I set out some of the wider functions and dimensions of the Sergeant’s to support your thinking and help build upon the ‘nutshell’ description of the role offered in part one:  ‘To set, communicate and reinforce standards in the organisation’.

The headings and breakdown below are to help raise your awareness and develop a broader understanding as part of effective preparation and ahead of your promotion opportunity. I provide this colour coordinated model as an overview to help you remember.

1. Briefing & Administration

A key function of the sergeant’s role is the ability to communicate effectively through briefing and administration of daily business.

Oral and written communication are vehicles for supervisory leadership. Communications and trust are linked and the ability to deliver formal and informal briefings is a requirement of the sergeant’s role.

Administrative responsibilities are wide but include allocating and reviewing team workloads, performance reviews and managing/supervising investigations.

2. Discipline & Ethics

First line supervisors set, communicate and reinforce professional standards and maintain discipline, thereby supporting public trust and confidence.

As a role model of professional standards your character qualities e.g. honesty, respect for others, integrity and fairness become the standard by which others judge their own actions.

Ethics is a body of moral principles or values. Knowing what is right, being totally committed to it and doing it, underpin ethical supervision. The Code of Ethics sets out the principles and standards of behaviour expected from professional police supervisors.

3. Provide Leadership: People, Performance & Change

It is often helpful to consider leadership in context. The context here is 21st Century policing.

The role of sergeant is essentially about leading a team of police officers and staff, driving/managing performance and leading change.

Your personal drive, cognitive capacity and communication skills are all indicators of high potential, that you may well find being tested in your promotion application and wider promotion selection process.

Don’t forget, a promotion board is a leadership interview so being able to talk confidently about your own leadership and behaviours is an important part of effective preparation for the role.

4. Supervision & Training

Ensuring that important work gets done is a key part of the role.

Serving as leader of a team, you are there to motivate people, develop them and to manage their productivity and performance.

Creating a positive working environment where people can thrive, innovate and excel is part of the role expectation. Your functions include allocating relevant, necessary tasks and to ensure they are completed.

Team performance under your guidance as supervisor is key to meeting organisational aims and serving the public. You are accountable for your team’s performance.

Training others is a key but sometimes forgotten aspect of the role.

Training ranges from demonstrating the correct way of doing things to ensuring individuals and the wider team complete important personal and organisational training programmes.

It can be formal classroom based training or online elements.

5. Managing Resources & Continuous Professional Development (CPD)

Managing resources e.g. time, money, people and equipment is a role expectation as is taking personal responsibility for managing your own continuous professional development. Effective leadership also includes developing others.

It’s an important element of the sergeant role. Taking responsibility for driving your own development is the number one recommendation of the review of police leadership by the College of Policing.

Many aspiring promotion candidates I speak to are not aware of this and do not have a CPD plan.

Potential promotion board questions might include: “What have you done to develop yourself or anyone else in the last 12 months?”  

If you are not aware of this element of the role and/or cannot respond effectively to such questions the board may decide that you are not yet ready for promotion.

6. Welfare

As a sergeant a primary role responsibility includes the welfare of individuals in your team.

Knowing your team members, taking time to talk things through and support them as necessary together with knowledge of how and where to signpost or direct individuals for enhanced support services is an important element of the role.

This may require good awareness of your own wellbeing and abilities to understand and/or identify early indicators of potential trauma or stress in others.

Coping with pressure, physical health, mental wellbeing and managing personal, health or work issues are wider dimensions of ‘wellness’.

Good candidates are well informed and aware of this expectation e.g. Well people + Well managed = Well organisation.

7. Decision Making

Decision making is a critical aspect of policing and a highly valued skill. As such, it is a key expectation of the sergeant’s role and a competency tested in promotion processes at all ranks from Sergeant to Chief Constable.

The good news is that a lot of what you need to know about decision making is detailed in the National Decision Model (NDM).

The NDM provides a sound structure to consider and think through operational or wider decision making. It’s a valuable aid to help explain and justify why you took action or decided not to.

The Code of Ethics and the 10 risk principles are additional components to inform your rationale.

Over To You

Here’s a different snapshot of how the role behaviours and values for Sergeant are summarised across three different promotion frameworks.

You’ll note that role behaviours, expectations and values are similar; but frameworks cover and offer different perspectives. That can be quite helpful when you are trying to get an overview.

You can then focus on your own force framework to refine and develop your understanding of what is expected.

Clearly there is room for discussion and debate regarding these and other qualities that are not identified here.

However, it is my experience that many individuals preparing for promotion opportunities benefit strongly from discussion around aspects of the role, it helps to raise awareness, develop understanding and enhance personal confidence.

The best candidates are well prepared.

They are able to be verbally proactive in interview about the role, making links as appropriate to help persuade, influence and reassure the panel when collectively making a risk decision – to promote you!

I hope I have triggered, supported and provoked some thinking around the role of Sergeant.

If you’d like some support with your promotion preparation and want to hit the ground running you can download a FREE guide right now and make a start today! Over to you! Here’s the link: ‘7 Things Promotion Boards Also Look For In Candidates

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Promotion: Your Mission Should You Choose To Accept It

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Promotion Interviews: Mission Impossible?

 “Mr Hunt, this isn’t mission difficult, it’s mission impossible” – Commander Swanbeck

You are to appear before a panel. Your mission should you choose to accept it, is to identify, secure and assimilate critically important information to respond effectively to their questions. Your actions from today are vital to equipping yourself with the knowledge, skills and attributes you will require. That is all. Good luck.

 Ok, as you’ve probably guessed, I recently went to see Mission Impossible – Fallout, at the cinema.

 It’s as good as all the hype too. Here’s a taster:

Identify and Secure Intelligence

“Intelligence or the lack of it determines the probability of success” – Sun Tsu

 Gathering, verifying and assessing facts and information is the first step in the decision-making process and identifying operational threats and risks. Asking questions to do that are key. Good leaders don’t have all the answers but do ask great questions.

 What do you know? What do you need to know? Where and how will you get the information required?

 Here’s another: “What kind of promotion interview will you face?”

 As a coach/mentor, I’ll often ask candidates this question because responses can be revealing. A tremendous amount of uncertainty around this topic is not uncommon. Many candidates unwittingly ignore or overlook existing open source intelligence.

“You don’t understand what you are involved in” – Ilsa Faust (MI6)

“I don’t know” is a common reply. And that’s ok because it’s a great place to start.

 As a leader, manager and supervisor you won’t always have all the facts and it’s a helpful question to identify knowledge gaps, raise awareness and to build confidence. Being comfortable with uncertainty is also an expectation for leadership development given today’s vortex of change.

 When asked in the film how he was going to solve the problem at hand, agent Hunt replies:

 “I’ll figure it out.”

 Adopting an intelligence-based approach is a tried and tested method to help you figure out how to perform well in your force selection process – and accomplish your mission of securing promotion.

There are a variety of knowns and unknowns involved and many individuals are simply unaware that a great deal of useful information is freely available, hidden in plain sight! I encourage officers to build and develop an intelligence picture of what is known.

“Maybe it’s hard to see what’s right in front of you while you’re frantically searching for it” – Susane Colisanti

 Actionable Information 

“Information about the package is as important as the package itself” – Frederick W. Smith

* * * Impossible Missions Force (IMF): 13 Point Intelligence Report  * * *

  • You will face a competency interview. This is also known as a structured or behavioural interview.

  • You need to understand this because it means you will be asked questions in a certain way.

  • In means also that any answers you provide should be structured. This will help you to score. Different structures exist. You need to choose one you feel comfortable with.

  • Any selection test for promotion including this interview will be assessed against a competency framework.

  • Different competencies may be tested more than once during a selection process, so develop your understanding of the assessment framework. You’ll be operating blind if you don’t.

  • You will be asked six to eight questions. Some will be forward facing questions. Others will be rear facing.

  • You’ll have between 45 minutes and 60 minutes to persuade and influence the panel that you can do the job.
  • Make it easy for them to choose you. Be so good they can’t ignore you.

  • All agents should know. Those days of ‘winging it’ or flying by the seat of your pants – are long gone.

  • Prevailing in this situation is likely to be underpinned by your ability to talk comfortably about the role; the challenges you’ll face and how you believe you can meet them.

  • A demonstrable understanding of vision, mission and shared values are important.

  • The depth and breadth of your preparation will be apparent to those charged with making the decision to promote you.

  • The panel’s role is to promote the best available people. Start now.

***This report will self-destruct in five seconds ***

 Once you’ve acquired timely, accurate and actionable information as outlined above you’ll need to increase your focus, up your energy and activity levels to make full use of it.

Making the jump from where you are to where you want to be, requires an effective plan and action! A digital Toolkit could help you leap to another level. Heightening awareness as you get nearer to the prize can be a nail-biting experience. You may need to fight harder, change gear or increase your speed.  

“Phoenix, I have eye on the prize. Do you copy?” – Ethan Hunt

 Achieving promotion can sometimes seem like Mission Impossible. However, hundreds of officers are taking covert action using open source information, which enables them to report back successfully:  “Mission accomplished”.

Let us know your views by tweeting @PoliceHour We'll feature the best tweets within the article.

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Be So Good They Can’t Ignore You

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A determined Sergeant inspired me to write this blog. He first made contact with me because he had been unsuccessful in previous attempts at promotion to Inspector in his own force. I’ll come back to this later…

There’s no easy route to acquiring or developing good interview skills. It takes time, perseverance and commitment. The good news is that you can massively enhance your chances of success with some smart working. Because of the promotion processes are a competition, it means you must become the best version of you.

A strong performance in your promotion interview is likely to be underpinned by your ability to talk comfortably: Talking about the role you aspire to, your workforce mission, vision and shared values; together with enthusiasm and a clear idea of what you will do with your new stripes or pips going forward.

 Begin With the End in Mind

 “Visualise this thing that you want, see it, feel it, believe in it. Make your mental blue print, and begin to build.” – Robert Collier

To make it easy for the panel to pick you from others, aim to be so good that they can’t ignore you. This is in your power. Take a few moments to visualise your promotion interview. Ask yourself these questions and write down your responses.

  1. What impression do I want to leave the panel with when I leave the room?
  2. What do I want them to think?
  3. What needs to happen for that to be the case?

Visualising success ahead of your promotion opportunity helps lay a mental foundation for managing your interview responses. Thinking through potential questions and responses develops self-awareness and incrementally builds your personal confidence. However, it’s not a one-off. You need to work at this over time.

 Your Attitude

“You have to apply yourself each day to becoming a little better. By applying yourself to the task of becoming a little better each day and every day over a period of time, you will become a lot better” – John Wooden

Your attitude is a hypothetical construct that represents your degree of like or dislike for something. It is your ‘state of readiness’ to respond in a characteristic way to a concept or situation. It is the dynamic element in your behaviour, the motive (reason) for activity e.g. Why are you doing this?

The good news is that your attitude is a choice. It can be changed through persuasion. It is generally a positive or negative view of a thing or event. Always remember that you are free to choose your attitude.

“The last of human freedoms is the power to choose one’s attitude to a given set of circumstances” – Victor Frankl

What attitude have you chosen?

 Growth Mindset

 “When the world says give up,hope whispers, tryone more time.” – Unknown

Have a look at the differences between fixed and growth mindsets, as described by the psychologist Carol Dweck.

The following also lays the concept out nicely in a graphic designed by the theorist Nigel Holmes.

Dweck states that a passion for stretching yourself and sticking to it, even when it is not going well, is the hallmark of the growth mindset. Individuals with the growth mindset find success in doing their best, in learning and improving.

What do you recognise in your own mindset?

A Triple Whammy…

“Some people don’t like competition because it makes them work harder, better” – Drew Carey

Aspiring officers who have previously experienced failure often contact me. As a coach/mentor, I believe in the potential of every individual.

I mentioned earlier that I had been inspired to write this blog by a Sergeant, who had been unsuccessful in promotion selection processes in his force. We spoke on the phone and it was clear that he still possessed a positive attitude.

Although he was disappointed by previous setbacks, his growth mindset, self-belief and reserves of resilience were all factors that made him want to try again. But this time he decided to approach things slightly differently. I’ll let him tell the story:

“I applied for promotion three times with my force and was unsuccessful each time. From wanting to give up and thinking it may not be for me, I attended the Rank Success promotion Masterclass, where I got to grip with how and what I needed to do. I tried one final time applying for mutiple advertised Inspector vacancies in three different forces. Every force had different application processes (A “Why Me & Why Now” Letter, an online application and a standard application).

“I was successful in all three paper sifts that followed and was invited to interviews/assessment centres. Rank Success eBooks helped me prepare for my presentations, briefings and formal interviews.”

I went from 3 Failures to 3 Passes!

“I passed all three-promotion boards with flying colours coming top in two processes. A choice of three forces! I wish I could take all the positions offered but have to decide where is my career best suited!”  –

Deepak recently (Passed THREE Inspectors processes at once!)

What happened for this to be the outcome?

When you begin with the end in mind,‘ Be so good they can’t ignore you, becomes a mindset. It raises the bar from day one. I encourage all my clients to aim that high.

Successful candidates often tell me that they put more effort, time and commitment into preparing for their interview than anything they have ever prepared for before. As a result, they feel more aware and confident. It’s that simple, and it’s that hard!

Ask yourself  How much do I want to succeed?

Am I prepared to do the necessary work to perform to the best of my ability when it matters?

Life is a series of choices. You can choose your mindset. You can choose to start now.

Wherever you are on your promotion journey, Rank Success can help you prepare effectively. Why not download a FREE guide & start today?

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If You Don’t Believe in Yourself, Why Should Anyone Else?

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 “Your success depends mainly on what you think of yourself and whether you believe in yourself  William J. H. Boetcker 

 Our relationships, abilities and possibilities are influenced by our beliefs about them. These beliefs can be empowering but amongst them we all have some limiting beliefs and thoughts. 

 These are the powerful thoughts that limit action, that stop you moving forward. Some are as a result of social conditioning, often from childhood and act as your very own filter of reality, affecting how you see and experience the world. These limiting or negative beliefs are also invisible. They hold you back from achieving your true potential. 

 As the owner of these thoughts and beliefs you can choose to get rid of them. You can do this through raising your awareness and prove them false. Sometimes described as stinking thinking, here are some examples. 

  • All the wrong people get promoted

  • It’s a waste of time

  • I don’t have enough experience

  • It’s not a fair process

  • There’s no point in me applying

  • I’m too old

  • Others have a better chance than me

  • I’m not good enough

  • I’m too young

  • I don’t have the time

  • There are no opportunities

 You can identify and acknowledge your self-limiting or negative beliefsBeing completely honest with yourself is a starting point. Everyone has them. At least one! 

 Write them down. Make them visible.

Out In The Open

“Positive thinking won’t let you do anything, but it will let you do everything better than negative thinking will” Zig Ziglar

Once they are out in the open, one way of dealing with these thoughts is to reframe them. Reframing is a technique for altering negative or self-defeating thought patterns by deliberately replacing them with positive conscious self-talk. It’s about changing your perception and generating new options.  

For example: “I don’t have enough time” when reframed becomes “I prioritise things that are important to me”.

Here are some more:

A Thinking Partner

“Our thoughts are shaped by our assumptions and sometimes those assumptions are just plain wrong” Cara Stein

Coaches are sometimes described as a thinking partner. Supporting and respectfully challenging the thinking of individuals who aspire to promotion is something that I love doing.

Identifying stinking thinking and then reframing it helps with getting the approach right going forward. It’s a valuable tactic and one that can help build confidence.

I hear lots of aspiring promotion candidates using the term ‘if I’m successful” when talking about opportunities ahead. That’s some stinking thinking right there!  It’s a subconscious barrier. It reflects inner doubt, lack of self-belief and can prevent you from presenting the best version of yourself during a promotion selection process.

Reframing can be a powerful enabler.  Here’s a brief insight from Steve, a Detective Sergeant, prior to successfully achieving his goal of promotion to Inspector:

“The positive mind set you kept me in was very good for me…You often corrected me from saying ‘if’ I pass to ‘when’ I pass, which had an impact psychologically on my preparation and actually made me feel you were keeping me on track. Compared to a previous unsuccessful interview, I felt completely different and more relaxed. Where I was unsure… a quick chat put me back in the positive thinking area again. There were a few times you did that”

Reframing “if” (stinking thinking) to “when” (positive thinking) helps tremendously in visualising a successful outcome. As Henry Ford puts it: 

“If you think you can or if you think you can’t, you’re right”

Finally, if you are preparing ahead and would like something to trigger and support your thinking, here’s a FREE 50 page downloadable guide: ‘7 Things Promotion Boards Also Look For’

Let us know your views by tweeting @PoliceHour We'll feature the best tweets within the article.

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