What is in the review?




The Leadership Review
An overview video


Theme Video Clip
Improving Culture;
Recommendation 1: Existing police leaders should influence and drive the required culture change by demonstrating their own commitment to personal development and supporting the implementation of the review.
Video clip about Improving Culture (opens in a new window)
Improving culture video transcript
Addressing unintended consequences of hierarchy;
Recommendation 2: Review the rank and grading structures in policing across warranted and staff roles.
Video clip about Addressing unintended consequences of hierarchy (opens in a new window)
Consequences of hierarchy transcript
Increasing diversity and valuing difference;
Recommendation 3: Embed the values articulated in the principles from the Code of Ethics in all local and national selection processes.
Recommendation 4: Provide a structure for entry, exit and re-entry points to allow for career flexibility.
Recommendation 5: Advertise all vacancies for recruitment and promotion nationally.
Video clip about Increasing diversity and valuing difference (opens in a new window)
Increasing diversity and valuing difference transcript
Giving attention to both management and leadership development;
Recommendation 6: Create a new model of leadership and management training and development which is accessible to all within policing.
Video clip about Management and leadership (opens in a new window)
Giving attention to both management and leadership transcript
Recognising lateral development;
Recommendation 7: Increase flexibility in assigning powers and legal authorities to staff.
Recommendation 8: Develop career opportunities which allow recognition and reward for advanced practitioners.
Video clip about Lateral development (opens in a new window)
Recognising lateral development transcript
Achieving greater consistency of practice across forces;
Recommendation 9: Introduce national standards for recruitment and promotion into all ranks and grades.
Recommendation 10: The Home Office should review whether existing structures, powers and authorities in policing are sufficient to support consistent implementation of these recommendations
Video clip about Consistency (opens in a new window)
Achieving greater consistency transcript

What’s in it for me? It sounds like an obvious question. In this case, it’s not.

Not for a service made up of dedicated men and women who spend their working lives serving others, there to help everyone in the community.

But when it comes to the Leadership Review, you have every reason to ask what’s in it for you.
You’re under increasing scrutiny and increasing pressure.
There are budget cuts, a consequence of global challenges in recent years that are felt at local level every day.

There are changing patterns of crime. Some types of crime are falling, but others – violent crime, online fraud, child sexual exploitation, terrorism – are increasing. There are big demographic changes affecting the make-up of communities. Their expectations of you as the police service are changing too.
All these factors, and more, contribute to the way your world is changing. So why should you care about the leadership review’?

Firstly, because you are a leader. Leadership happens at every level in the police service, whether you are a constable or a chief constable, whether you hold a warranted rank or a staff grade, whether you are a special constable, or other volunteer.

Below are a series of personas/scenarios that describe what police officer and staff leadership experiences might be like in the future. These are not exhaustive and you may wish to use the resources on this website to think about what other future personas might exist.

Download a document that illustrates what the Leadership Review means for those at an initial stage and senior stage in their career.

Policing 2025: Navigating a new leadership development framework

Asif Khan was exposed to some sensitive issues during his early career with the council-run Community Safety Partnership. The projects he worked on involved improving the safety and health of sex workers in the local area. The role was enjoyable but challenging, with a lot of competing priorities and opinions. As a result he built a particularly trusting relationship with a senior manager who agreed to mentor Asif when he left the council to join the police. 

Now a Superintendent, Asif still maintains contact with his first mentor, they are able to challenge each other robustly and it's a relationship they find mutually beneficial. Asif also now mentors a number of others including a graduate starter for a consultancy firm after she provided support for an operation he managed. Asif is encouraged to think broadly about his own leadership development and in turn he encourages others to do the same.

Asif learnt when working with the Community Safety Partnership that people have different interests, styles and motivations. He is always conscious of this and he approaches leadership development holistically, encouraging others to do the same. Academic qualifications, networking events, shadowing, cross-sector mentoring, special assignments, secondments and simply reading widely all have a role in continuing professional development as leaders.

"A flexible approach to leadership development means we can all play to our strengths but at the same time be exposed to activity that perhaps we might not have thought of before. I try to seek activities for myself and others that will stretch us and provide genuine opportunities to develop".

Policing 2025: Flexible career paths that include periods in and out of the service

​Jane Davis enjoyed her time as a PC and when she took her police leadership qualification it stirred her interest in gaining more management experience. When a project manager role at the charity DebtFriendly was advertised she applied and was surprised to get the role.

Jane spent four years with DebtFriendly and gained a huge amount of experience, both on the management and leadership side, and in understanding the issues faced by financially vulnerable people. Jane transferred to the DebtFriendly main office as a manager where she worked for two years before moving to the private sector.

The drive towards affordable personal finance meant that when Jane joined one of the largest global banks, as a Senior Manager in the product development department, she felt part of the solution.

"Product development, global sales, customer insight and reporting directly to the Board, were all exciting and challenging parts of my work. But I really enjoyed policing and had an inkling I would one day re-join. The Direct Entry to Superintendent gave me the chance to return with full recognition for the experience I acquired."

As a Superintendent, Jane is keen to continue to develop her leadership skills and with the academic credits she gets from her professional development activities she is working towards a related Masters degree. In the future, with a cross-sector background and the appropriate qualifications she has, Jane knows that there is potential for her to return to the voluntary or private sector. For now though, she's enjoying the rewards and challenges of her policing role.

Policing 2025: Leadership development for all

Head of Organisational Development Rita Chestle and HR Strategic Manager Mark Webb both believe that policing works best when everyone feels and acts like a leader.

"One of the things I'm most proud of during my service so far is the national conference on police leadership that I organised," says Mark. "I had tremendous support from my Chief and team, and from key partners. But ultimately it was the participation of officers and staff from every level of the service that made it so successful."

Rita and Mark know that flexible and up-to-date training are both an essential part of creating leadership at all levels. Access to the continuing professional development framework starts on day one for anyone joining policing whether as an officer or a member of staff. They find this reassuring because it underpins the importance of leadership development throughout an individual's career.  

Some of the best results Rita and Mark have seen have been when mixed seniority groups formed to consider particularly difficult issues or ethical dilemmas. The diverse approach these groups take as a result of their breadth of different experiences, perspectives and knowledge means that everyone plays an equally critical role in finding the best outcome.  

"Even in the complexity and the potential danger of a major public event, knowing that diversity is a strength gives you the courage to make firm and fair decisions in the middle of ambiguous and uncertain conditions," says Rita. "That's the real test of a leader."

Policing 2025: Specialists developing their roles, and developing in their role

​PC John Peterson believes that the 'cyber' in Cyber crime is the wrong word because of its science fiction connotations, when these days so much of our lives are lived online. It's a field that has always interested him and John has gained enhanced knowledge, expertise and training from his National Investigator's Examination and Professional Investigative Programme qualification. As a Specialist Practitioner his skills are in demand and he puts them to use on a daily basis.  

John has moved between forces on a number of occasions, via nationally-advertised roles, and also took the opportunity to spend some time working on a collaborative project with a police and industry partners. He knows that continued advancement such as new biological or wearable technology and the improved accuracy of geographic locators will have enormous benefits for the public and business, but also have the potential to make them vulnerable.    

"Cyber crime is a priority area for policing, not least because of the many different types of cyber-enabled criminality and the speed with which criminals sometimes adapt. Protecting the public against cyber crime, and investigating it, requires a high level of expertise."

John gets a lot of job satisfaction from being a Constable working in such a specialist and challenging role. As a Specialist Practitioner he enjoys the tailored development opportunities this affords him and also the way he is able to develop others. John guides his colleagues through the technical environment and provides expert evidence. He feels – and indeed is – very much a vital part of his team.

Policing 2025: Roles that are advertised nationally, and can have delegated powers as necessary

​Tomasz Robinson's Director of Intelligence position assigns him specific powers relating to his role in certain situations: it's the role that carries the powers.

"My psychology degree dissertation was on the use of geographic and environmental markers to predict criminal behaviour. It was my dad, who was a police officer, who encouraged me to focus on the use of intelligence in policing and he also suggested the police staff route as the best option for me".

Tomasz joined policing as a crime analyst, drawing on the evidence base to consider predictors of behaviour in murder. He spent several years honing his analytical skills and with this experience, was successful in applying for a nationally advertised advanced practitioner role. He remains fascinated by how a logical skill such as analysis can be combined with an understanding of human behaviour to better protect the public.

A secondment to a national agency took Tomasz to a role as an International Manager overseeing the analysis of big data. When the secondment ended Tomasz was headhunted by a consultancy firm and took a position managing the development of analytical software solutions. But he never really settled in the private sector and when the Director of Intelligence role was advertised he knew his experience would make him a perfect candidate. His dad was right – he loves his new role.

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