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The Golden Rules Of Leadership #2 – Integrity

Integrity creates the trust that cements the Team together

In my direct experience, Leadership in the police in the UK can often fairly be described as ‘Command and Control’. That is: ” Do as I say, I’m a higher rank than you”, ” Do this because this is what we do”, sometimes ” Do this because I’m ordering you to”. I am not referring to Situational Leadership, but the style and culture exhibited as a matter of course, by too many.

I was fortunate to be accredited in coaching as a Leadership style. This had a profound effect on me. My subsequent behaviours as a Leader, were regarded as ‘maverick’ by peers and colleagues. I took that as a badge of honour. I regarded my teams and departments, and referred to the people in them as ” Those I have responsibility for ” rather than ” Those I command”. Throughout my service, at different stages, I was exposed to the spectrum of Leadership; from the outrageously poor to the inspirational excellent.

In retrospect, the key features that determined my assessment of Managers and Leaders were;

✅ The extent to which they took the time and trouble to get to know me as a person

✅ Appropriate support to complete the mission

✅ Micromanagement

✅ Trust in me to determine the tactics to achieve the strategy

✅ Honesty

✅ Fairness


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Tony Munday
Tony Mundayhttp://www.achievesuccess.org.uk/
TONY developed his expertise during his Police career of 34 years. Whilst a Senior Leader, for 15 years, he recognised the challenges and pressures faced by Leaders, including those which were of his own making. Tony was a ‘maverick ‘as a Leader. He became accredited in, and practiced, coaching as a Leadership Style, and Situational Leadership (adopt a style relevant and appropriate to the context). This was unusual amongst colleagues and peers, who maintained a firm adherence to a ‘command and control’ style, on most occasions. Tony recognised that it was impossible for him to effectively lead and micromanage. In order to develop appropriate trust and motivation amongst those he had responsibility for, he ensured that he knew the person behind the role. This enabled Tony to effectively performance manage, with fairness. Where appropriate, Tony practiced a ‘service’ style of Leadership. He saw his role, as providing the strategic direction, the environment, setting the values and developing the people, so they took responsibility for delivery of their own and other’s performance. The subsequent trust gained, enabled Tony to save significant time compared to peers who micromanaged. Tony used this time on strategic planning and development of people, enabling them to maximise their potential, including out of his teams or departments. This was unique amongst his peers. Many peers behaved as if the first responsibility of their team was to make ‘them’ look good. This stifled development of their teams. Tony’s teams and departments consistently outperformed their contemporaries.

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