Phase 3, Strategic Leadership, is centered on Competency & Mastery based on the “Transforming Leadership Theory” introduced by Dr. Terry Anderson in the book, “Every Officer is a Leader”. In Strategic Leadership students are introduced to five Clusters containing 60 skills designed to transform their leadership application. Mastering these skills will allow tactical commanders to enhance their abilities to self-manage, improve interpersonal communication, manage conflict, problem solve and build teams. Ultimately they will become effective change agents within their organizations and their tactical teams. Strategic Leadership includes one self-assessment, two reading assignments, two blended modules specifically developed for tactical team commanders: Field Command and Command 2 and concludes with a Capstone Research Project.
At the end of Strategic Leadership, students will be able to achieve the following objectives in accordance with the information received in class:
Understand self-management skills for personal development.
Have the ability to build strength and maintain a grounded state of resilience even in a high-stress situation.
Develop a command presence based on a deep inner sense of calm and stability.
Understand your own natural style of communicating with others
To understand and apply the four Facilitative Conditions: Genuineness, Empathy, Respect and Specificity.
Understand the difference between Coaching, Counseling and Mentoring.
Understand the importance of accessing the development and functioning levels of others.
Become more capable of creating high-performance and high-morale teams.
Understand how Versatility Skills help you to develop your own style and become more responsive to the unique and changing characteristics of individuals, teams and organizations.
Developing a protocol to follow after officer involved shootings to ensure command responsibilities are addressed.
Showing an understanding and proper application of problem-solving techniques and analytical thinking for operational and non-operational problems.
Deconstructing team, squad, and individual skills to formulate a focused block of training and establishing automaticity and shared mental models within the team.
Identifying and distinguishing between basic aspects of several modern leadership theories and models and applying them to foster effective leadership, ethical decision-making, and motivation within the team.
Utilizing a given framework to develop a working model to facilitate effective testimony to defend team actions and command decisions.
Identifying critical mission areas and logistical concerns of a large operation and utilizing a given framework to staff the swat missions and address contingencies.
Identifying various potential missions that would benefit from a multi-jurisdictional response, identifying regional assets to apply to the missions, creating SOP Response Framework, and joint training plans to achieve the mission objectives.
Understanding the relationship between tactics and tempo, and utilizing analysis of the incident to shape your operational environment.
Anderson, T., et. al. (2012). Every Officer is a Leader: Coaching Leadership, Learning and Performance in Justice, Public Safety, and Security Organizations. New York: Troford.
Heal, C. (2012). Field Command. New York: Lantern.
Morgan, J. D. (1998). The Thinker’s Toolkit: 14 Powerful Techniques for Problem Solving. New York: Random House.