C Suite Coaching with Tony
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 my 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 micro managed. 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.
Tony's emphasis on quality of performance, delivered the 'numbers' for the organisation, without emphasising them.
Tony is a strong exponent of self-responsibility and accountability as a Leader.
Tony was Project Manager with responsibility for delivering significant cultural change, and operational change within the police, and community support, externally.
The project, was national in scope, and was delivered on time and on budget. There was widespread support and understanding of the necessity to change. The work was respected and supported by the Force Executive, including Chief Constable.
There was a change of Chief Constable. The new Chief let it be known he was not in favour of these changes.
A meeting was convened with the Chief Constable, his Deputy, the Project Lead, and Tony.
At one point, the Chief Constable said: " The only reason we are doing this is because a few dark people Tony replied, "With the greatest respect Chief Constable, you are wrong."
Tony explained why this was the case.
The following day at a prestigious event, with many dignitaries' present, to launch that year's Policing Plan, hypocritically, the Chief Constable said "Diversity is the golden thread to what we do. It is never the legal minimum."
The impact of this intervention on his career?
At the two-subsequent promotion processes, he was one mark below the threshold for interview.
You can see that Tony firmly believes that Leadership can sometimes be challenging, but it is vital to remain true to your Values.