Regional Police Authority
The regional authority was originally formed in 1829, covers an area of over 600 square miles with a population of over 7 million, and employs over 50,000 staff and officers.
The Project Context
Employing over 50,000 staff and officers, The Metropolitan Police Service faced a need to find £600m savings of while moving from a federated organisation to an integrated “One Met Model”. Change activity, previously contained within a central team, faced significant resistance, low levels of trust and advocacy, limited interest in leadership development and a top-down ‘tell’ culture.
The MPS Leadership Framework identified six key skills as a priority for all leaders:
- Value and promote diversity and inclusion;
- Adapt approach to suit situation and context;
- Collaborate and partner;
- Encourage challenge and seek feedback;
- Be self-aware and understand impact on others;
- Empower others.
ASK designed and delivered a multi-tiered 39-week development programme for Inspectors, Sergeants and Constables that combined non-residential workshops, use of 360 feedback and the MBTI psychometric, Personal Development Mentoring, mentoring by senior officers, diversity and inclusion e-learning and projects, and workplace secondments.
Personal Development Mentors (PDMs) identified individual areas for improvement and development for each Mentee, which were then reviewed using the work-based themes from the workshops: The PDM then discussed tools, techniques and examples the mentee could use to build on identified development areas.
Designed as safe places where mentees could discuss work matters, the PDM sessions were highly regarded by mentees, receiving a 96% positive rating in participant feedback. Survey feedback showed highly positive scores in relation to identifying development needs, having a significant impact on workplace performance and leadership ability, and in transferring new skills and behaviours into the workplace.
“I think we all learned about ourselves as leaders of change.”
“The real value was in being able to take the theoretical models and assessing their fit within our own Command structure.”
“The extent of the deliverer’s knowledge and experience of managing change was staggering. They were able to put complex theories across in a very useful and ‘user friendly’ way.”
We have a functioning and much more engaged leadership cadre, who want to be involved. It now feels more energetic and exciting. There is less discussion on why change is needed, with energy focused on the what and the how.Robin Wilkinson, Director of People and Change, Metropolitan Police Service