One of Leapwise’s most exciting current projects is our work with Norfolk (1) and Suffolk (2) Constabularies. As part of a Joint Transformation Programme, Leapwise is partnering with the two forces to improve their capabilities and collaboration, with the aim of delivering better outcomes for the public and unlocking valuable savings.
The unique thing about this partnership is how closely integrated Leapwise is with the two forces: Leapwise Director Amber Mullins (3) is the Joint Lead for the programme with Norfolk and Suffolk Director of Transformation, David Skevington. (4) A former Assistant Chief Constable with over 30 years of policing experience, David has shifted from a long career in operational roles to leadership around complex transformation. It’s a change many senior leaders may be familiar with.
So, in this first-ever ‘external voices’ Leapwise blog, we thought we’d bring you David’s views directly. What tips does he have for leaders moving from the operational world to complex change and transformation projects?
From operations to transformations – David’s view
When I first joined policing back in 1988 in Suffolk Constabulary, I don’t think I anticipated how diverse a career it would offer.
As I rose up through the ranks over three decades, I ended up leading investigations into serial killers, taking charge of a murder inquiry involving a British journalist in Somalia, and serving as a specialist firearms commander. My role in one case even made it into a BBC TV series. And, of course, like many who’ve worked in policing, I have my share of much stranger stories!
But one of the challenging things about a policing career at the more senior levels is that, while you’re always used to dealing with the unexpected, the type of work you do changes dramatically. Through all my different roles, I developed a strong understanding of how to handle operational situations and make quick high-pressure decisions. And policing has very robust ways to help you develop those skills. To deal with firearms deployments, high-profile murders, or public order situations, you have to complete rigorous training and secure the right qualifications to lead in those areas.
However, as a Chief Superintendent, I suddenly needed a whole new set of skills. My operational knowledge was strong, but suddenly, my job was about much more than that. It was about transformation, modernisation, boosting productivity. Within policing, the training and upskilling available for that is not the same as in the operational world. The view is often: ‘He’s quite experienced, he knows how the organisation works, tackling change would be a good development opportunity.’ And all that’s true, but it’s not the same defined career path as in those operational roles. This is a real problem because transformational leadership is essential to enabling a police force to deliver for the public.
Learning from policing, studying, and Leapwise
For me personally, that shift into change work was less difficult than it sometimes is for others. I was always interested – while working in operational roles – in how we could adjust small things, make improvements, and deliver better outcomes for the public. I was fortunate too that my senior managers regularly empowered me to try things and learn about what worked. That’s not, sadly, always the case in policing.
In my current role as Director of Transformation, I’ve drawn on all different types of learning to inform my approach today. It combines some of that policing knowledge from a 30-year career with learning from other sources: In the last three years, I’ve undertaken an MBA, completed change management qualifications, become a trustee, had a short placement with a global tech company in Prague, and broadened my networking with insightful people.
And I’m still learning now. My experience working with Leapwise, for example, has been enjoyable, insightful, and productive. And that’s because we’re genuinely learning from each other: taking that up-to-date, progressive thinking from ambitious consultants who understand the policing and criminal justice environment, and melding it with specific knowledge we have in-force about our local policing bodies and people. Leading change and delivering better services is hugely rewarding!
5 tips for new change leaders
So, having made that huge shift from ‘operational’ to ‘transformational’, I wanted to reflect on the things I wish I’d known when I first started out. So, here are five tips for leaders who are about to make that challenging transition today:
- Recognise your existing skills and strengths. Change leadership is different in many ways, but the skills you developed through a tough operational career are invaluable. The ability to make calls under pressure, manage dynamic situations, and understand how people engage with public services are all beneficial. The next step, however, is to carefully map where your existing skills and strengths lie; with that knowledge in hand, you’ll also understand the weaknesses you still need to develop.
- Build your own learning pathway. Within policing, there’s now an improved level of training and support for people taking on change roles. But it’s still not as well-defined as the training for operational work. So, once you’ve mapped your strengths and weaknesses, you need to be proactive and build your own learning pathway. That means looking both inside and outside policing (or whichever public service you’re in) for opportunities to fill those critical skill gaps. That might mean academic study, training, shadowing, secondments, or anything else where you have time to learn.
- Learn to lead differently. Leadership in change roles is both easier and harder than in the operational world. It’s easier because there’s usually no imminent lives at stake and decisions can generally be taken at a slower pace. But it’s harder because there’s greater complexity – unlike an operational role, you’re now in an environment that is less hierarchical and which you have less control over. Change usually means transforming parts of the organisation that you don’t run, so you have to be better at negotiating and influencing because others will implement your ideas and decide whether they succeed or fail. The same leadership style just won’t cut it.
- Invest in your communication and advocacy skills. As an operational leader, advocacy was often not one of my top priorities. If we were tackling an organised crime group, there would be some necessary public engagement and influencing work with important stakeholders, but I was often able to focus on directing people under my command who already supported our vision. In change roles, where resistance to doing things differently is a common experience, your ability to advocate is essential. If you can’t sell the vision to people elsewhere in the business, your transformation programme is dead in the water. Time spent developing your advocacy skillset is time well spent, as I’ve learned.
- Get comfortable with uncertainty. For understandable reasons, operational leaders are always keen to show they have ‘grip.’ If you can say that you understand the problem, have a plan, and are getting on with it, that’s usually music to a chief constable’s ear! But in transformation roles, much of the journey is about working with the business to explore poorly understood problems and similarly uncertain solutions. It might not be comfortable after an operational career, but being transparent about what you don’t know and why really makes a difference. It’s another example of how that change leadership can differ somewhat from the way an operational approach may work.
The change journey
For me, having those five tips in mind would have made a huge difference earlier in my career. There’s no perfect way to adapt to a transformation role, but it’s much easier if you recognise early on that the operational way of working can’t simply be replicated in a complex change environment.
I’m still learning and developing my skill set now, and I’m keen to share what I’ve picked up from working with talented people at Leapwise, in policing, and elsewhere.
So, if you want to learn more about leading through change, do reach out – you can contact Leapwise or message me on Linkedin HERE