Life Long Learning for top level police executives Commissioner Anita Hazenberg MA, MCM

1. Life Long Learning for top level police executives Commissioner Anita Hazenberg MA, MCM Director International Police Leadership

2. By three methods we may learn wisdom: First by reflection, which is the noblest Second, by imitation, which is the easiest And Third by experience, which is the most bitter Confusius, China’s most famous teacher, philosopher and political theorist (551-479 BC) Life Long Learning for top level police executives I have never in my life learned anything from a man who agreed with me Dudley Field Malone The man who is too old to learn was probably always too old to learn Henry S. Haskins The country is full of good coaches. What it takes to win is a bunch of interested players Don Coryell A great many people think they are thinking when they are merely rearranging their prejudice William James Some people will never learn, for this reason, because they understand everything too soon Alexander Pope I’m always ready to learn although I do not always like being taught Winston Churchill I am defeated, and know it, if I meet a human being from whom I find myself unable to learn anything G.H. Palmer Anyone who stops learning is old, whether at twenty ore eighty Henry Ford You can’t create leaders in a classroom Henry Mintzberg Pagina 1

3. Once upon a time…. Jim, • an outstanding police commander • passed his basic training at the Police Academy 27 years ago • experienced different kind of in-service training • received a master degree 3 years ago • and still 20 years police service in front of him…

4. Jim lives in a changing world…. Where the demand for safety is greater than ever. Many uncertain challenges….. Economic crisis Terrorism Loss of public trust Technological challenges Changes in the world order Changes in demographics Etc. Pagina 3

5. Outline presentation To share the results of a study ‘How do Dutch senior leaders learn?’ Our vision on leadership Life long learning in practice; SPL & BLMD Challenges for the future Discussion Pagina 4

6. Key findings by Berenschot -1- • The organisational context of the police offers many opportunities for learning, but is not used in an optimal way: • police is a strong adhoc organisation. The frontline is dominant. There is hardly time for reflection • Hierarchy in the police prevents experimental learning • Life long employment creates a culture in which mistakes are not allowed. Providing feed back is not encouraged • The role of the top level executives is crucial in creating a learning environment

7. Key findings by Berenschot -2- 2) Police officers learn especially in their daily practice and in the same way as managers of other businesses. Learning events are: seemingly impossible but realistic assignments disappointment role models conflicting norms and values dealing with subordinates other experiences skill in power politics Pagina 6

8. Key findings by Berenschot -3- 3) Key learning events are different depending of someone’s position in the organisation: Juniors: - Conversations with role models Mediors: - Impossible assignments - Contacts with their subordinates Seniors: - Conflicting norms and values - Power politics - impossible assignments (complex/integral nature) Pagina 7

9. Key findings by Berenschot -4- 4) Out of the existing 5 learning strategies Meaning full learning Instruction oriented learning Applicable learning Career focused learning Planned learning Senior Dutch police officers use especially Meaning full and Applicable learning Pagina 8

10. Key findings by Berenschot -5- The individual learning process ‘construct’ two choices; assimilate or accommodate B) The preconditions for learning in an organisation assecond dominant factor confidence in those in charge the will of the organisation to invest in people the pressure challenging people to try out alternative behaviour coaching role models and the ability to apply new innovative experience within project structures Pagina 9

11. Research conclusions • Learning is a continuous process (not linked to age or position) • Every day practice provides learning experiences & key learning events reinforce this process • Leaders: know your own learning process and recognise non successful formulae • Pre-conditional support (learning culture)

12. Recommendations • Contracting is important • Complement courses with knowledge and skills modules • Organise critical learning experiences (out of the box) • Action learning projects • Coaching – individual focus • Learning communities

13. Our vision on leadership • Future police leadership? • The police needs to be connected From: To: Inward focus Outward focus Attention for: Attention for: System/procedures/rules/numbers Job/enthusiasm/values/people Policy logic Pragmatic logic Quantifiable output Significant contributions Focus on own segment Focus on the greater whole Answers Questions

14. The need for a learning organisation • Learn to work with differences • Diversity on the frontline • Deal with internally conflicts • Be a role model • Professional policing as societies glue • Shared, supporting values • Communication • Encouragement of professional responsiveness

15. 7 tricky questions for police leaders • Start with yourself • Focus on good police work • Relate desired leadership with external tasks • Connect with (people in) the primary process • Be there • Have an eye for system effectiveness • Focus on growth, development and diversity

16. SPL’s daily reality – the country • 16.4 million inhabitants • Population density 397 per square km (41.528 km2) • Constitutional Monarchy • 12 provinces • Multi cultural society • Religion: 48,2% no religion, 27% Catholic,15,7% Protestant, 5,7% Muslim, 3,3% other religions

17. SPL’s daily reality – the police • The Minister of Interior is responsible for the police • 55.000 police officers • 25 geographical Police Regions • 1 National Police Agency (KLPD) • 1 Shared Service Institute (vtsPN) • 1 Police Academy of the Netherlands • 600 police commissioners (=SPL target group) • Close cooperation with the National Management Development Bureau for Police and Fire Service

18. Starting points On 9/11 2001….. The present generation of leaders should feel responsible for preparing the new generation Learning should take place in a ‘here and now’ situation (link to the strategic agenda of the Board of Chief Constables) Appointments & policy development in the hands of the National Management Development Bureau and learning & development in SPL hands Attention for knowing the biography of yourself & your organisation Focus on both national & international Pagina 17

20. Five faces of the SPL • Individual guidance by learning supervisors • Individual learning tools - coaching by professionals - chief constable as guide - fresh feedback - blind date - travel assignments

21. Five faces of the SPL 2. Collective programmes • Training and learning programmes - reflection on the news - book discussions - ‘thinking out of the box’ - discover your latent talent - become blue - action learning - broker function to other courses

22. Five faces of the SPL • Two years master programme • -Strategic leadership course (SLL) • - In partnership with the Netherlands School for • Public Administration (NSOB) • - Degree in Executive Police Management

23. Five faces of the SPL 4. Knowledge programme about leadership Police leadership and social integrity Working with Harvard case studies Identifying the lessons learned in daily practice Use in Master course and training sessions Pagina 22

24. Five faces of the SPL 5. Our international dimension Columbus CEPOL Language training Visiting Fellow exchange Pearls in Policing Pagina 23

25. SPL challenges Busy, busy, busy…. Is there still time for learning & reflection? Balance individual versus collective leadership Mandatory or not? International experience as a condition for promotion? Pagina 24

26. Questions ? • Contact details: Anita Hazenberg MA, MCM School for Police Leadership Director International Police Leadership Nassauplein 33 2585 ED The Hague The Netherlands Tel: +31 70 3118686 (office) +31 6 51419025 (cell) anita.hazenberg@politieacademie.nl www.spl.politieacademie.nl www.pearlsinpolicing.com