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Commander Questions > Commander Chief Interview Questions > Flashcards

Commander Chief Interview Questions Flashcards

1
Q

What is the role of a Commander on this Department?

A
  • Provide highly competent advice to the Chief and the Deputy Chiefs regarding short and long term goals and issues
  • Execute the strategic plan/mission
  • Be an agent of change
  • Develop people to ensure the ongoing success of CSPD
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2
Q

How have you prepared yourself for the Commander position?

A
  • Pushed self through entire career.
  • Moved self from position to position to gain knowledge and experience to continually seek a bigger picture perspective
  • Took advantage of leadership training opportunities, LPO, Center for Creative Leadership Twice, Rocky Mountain Command College.
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3
Q

What is the biggest internal issue facing CSPD?

A

• The massive influx of new officers
• We are stretched thin on excellent PTO’s and the quality of training will suffer if we aren’t careful
• Need to invest the time to develop
• We keep doing things the same way…need to look at more patrol based specialist positions…they will work with patrol and teach them relevant skills
o DV…Proactive Policing

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4
Q

What is the biggest external issue facing CSPD?

A
  • As is every police department we are one controversial shooting away from shaking the public trust
  • We must continue to invest in community groups like the citizens’ advisory committee and the Southern Ministerial Union
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5
Q

How have you contributed to the Chief’s Vision of Humility, Excellence and Responsiveness?

A
  • Incorporated the vision in the First Line Supervisor Pre-Promotion Training
  • Model these characteristics to others in the organization
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6
Q

What is my (Chief’s) biggest mistake?

A

• Lack of communication/allowing EPSO and Fountain to run as the lead on the range.
o Communication would continually come from outside the organization
o I would have to brief the commander on information she should have heard from the DCs or you
o Fountain will not push for our needs.

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7
Q

What is one staff member that you admire and why?

A

• Deputy Chief Smith. For his work ethic and willingness to be accountable. Story of him taking his discipline and being present to hear it.

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8
Q

What is an example of your involvement in Problem Oriented Policing?

A
  • I continually look to solve long term problems.
  • Most recent the update to the Firearms General Order.
  • Closes loopholes, establishes accountability, gives remedial training and refresher training
  • Restructuring the flow of the Recruit Academy
  • Skills come earlier – allows for better RBT and allows for us to cut ties if need be before too much $ is invested
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9
Q

Give an example of an employee issue that you have handled. What did you do?

A
  • Mark Drobeck – Initiated the PIP,
  • Changed the system, we no longer have so many specialist positions.
  • Will prevent siloing in the future.
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10
Q

How have you implemented a change in an area of the Department?

A
  • Implemented the PAT
  • Rocky start…due to outside forces (training revealed issues – we fixed the problems)
  • The testing wasn’t what people were used to but it was by the book
  • Sent an email to Commander Eells detailing how the system was being compromised by last second changes.
  • Not one formal complaint on the implementation.
  • One minor line in the lawsuit.
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11
Q

How have you made an impact in tough economic times?

A
  • Utilized the temporary positions to help bolster the numbers at the Training Academy to run classes of 48.
  • Advocated for the dismantling of the lateral academy…made not business sense
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12
Q

How have you handle a situation where an idea of yours hasn’t been accepted due to political or economic reasons?

A

How have you handle a situation where an idea of yours hasn’t been accepted due to political or economic reasons?

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13
Q

How have you developed an employee?

A
  • I have developed many employees
  • Teach a class to recruits, incumbants and cadets called the Fundamentals for Success.
  • Focus on priority of service. Community, Department, Unit and Individual.
  • Focus on individual public service priorities: Public Servant, Police Officer, Specialist
  • Leadership discussions with numerous prospective sergeants about what is expected of them.
  • Jesus Suarez…upset over not being chosen as the trainer…encouraged him to come talk to me…kicked him in the gut for an hour…changed his outlook…now a supervisor with a community first mindset.
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14
Q

How have you had an impact on an area of our Strategic Plan?

A

• Support, Develop and Encourage Employees – Because of the force multiplier opportunity
o Fundamentals for Success
o Pre-promotion training development
o Regular discussions focusing on community first

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15
Q

Example of someone at the Commander rank that you don’t feel like exemplifies the position.

A
  • Has positive attributes however
  • Sue – Extremely knowledgeable and intelligent.
  • Consistently disrespectful in meetings and cuts off people when they are talking.
  • Does not show common courtesy and set a good leadership example for others to follow
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16
Q

Tell me about the Commander you respect the most and why?

A

• Kirk Wilson – I’ve known him a long time. He cares about people but focuses on the mission and gets things done. I can remember a substantial disagreement that could have impacted our friendship and my view of him as a leader.

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17
Q

Tell me about a project where you became overwhelmed or took on too much responsibility?

A
  • The Honor Guard Shotguns
  • Too emotionally involved
  • Unity of Command issues
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18
Q

Tell me about a specific work related project or event that you are most proud of and why?

A
  • Creation of the Adult Sexual Assault Unit
  • Underserved victim population
  • Catalyst for change
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19
Q

Your experience and education

A
  • Patrol, property detective, homicide detective, Patrol Sergeant – Mids, Sex Crimes/CAC Sgt., Patrol Lt. (short), Training Director, SC Patrol Lt.
  • BA Political Science - analysis
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20
Q

Your thoughts on leadership

A
  • Leadership is about influence
  • Must be focused by ethical decision making
  • Danger is hindsight is 20/20…what is reasonable…can lose support of the troops if not careful
  • Exceptional leaders do two things…get things done and develop others
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21
Q

What does accountability mean to you?

A
  • Understanding as you move up in rank you responsibility increases
  • As a leader you raise your hand when things go wrong
  • As a leader you push credit to others when things go well
  • This leads to isolation and loneliness which is why it is important to focus on true north service and invest in others
22
Q

What do you want to accomplish?

A
  • I want to help lead CSPD in the future

* Best way I know how is to build relationships, invest in people, and refine systems

23
Q

What are a few resources you would recommend to someone looking to gain insight into becoming a better leader?

A
  • Maxwell’s 21 Irrefutable Laws of Leadership
  • Leadership and Self-Deception
  • Anatomy of Peace
24
Q

What is your leadership style and give an example?

A
  • Servant Leadership
  • I rely on my people to help me make decisions…CIR team
  • At the command level almost nothing happens under exigent circumstances
  • It is essential to develop people so they can provide excellent SME advice
25
Q

What kind of person is difficult to work with?

A
  • Me first, me and my friends first
  • Lazy/Outer Perimeter – I’ll make it a point to have talks with OP people to describe behaviors to make them think without accusing them
26
Q

With changing policies and procedures do you find that good or bad?

A
  • They are neither
  • A fact of life
  • Everything changes and we must be agents of change…when and how we communicate to our people is the issue.
27
Q

How do you motivate people?

A
  • In our profession we have to agree in the welfare of others come first
  • Let them know what you expect – clear directions without micromanagement
  • Once agreed upon it’s about personal investment…showing you care about them and their family
28
Q

What are your strengths?

A
  • My leadership ability…better counselor than cop…better leader than counselor
  • Ability to analyze…see the train wreck coming…I see the steps in between the steps.
29
Q

What are your 2 weaknesses?

A
  • Taking on too much work and not asking for help…my work ethic continually fights against the need to delegate…much better now but it is a constant battle.
  • My experience in the SED side of the house…never have been exposed…and area to learn and grow
30
Q

Name a career disappointment.

A
  • Depends on perspective
  • Performed below average on the lieutenant in-basket exercise
  • Steckler on vacation and the BLANK case hits…wouldn’t change my decision
31
Q

What civic groups are you a member of?

A
  • I balance my personal time.
  • I know our profession will require commitments on committees at varying times and I do not look to over extend myself.
  • I have reached out to D-11 and have begun to teach my Fundamentals for Success class but it needs refinement and doesn’t translate exactly like I anticipated
32
Q

How would you mentor someone?

A
  • This just takes extra time…no way around it
  • Spend time on leadership discussions…honest with their strengths and weaknesses
  • Listen to their personal goals
33
Q

What is one characteristic that you believe every leader should possess?

A

• Ethical decision maker…if not nothing else matters

34
Q

Your activities

A
  • Ensure I make time for my family…trips to Iowa, my son’s music performances, just spending time with eldest son
  • MTB…clears head, keeps me healthy…I have to ride
35
Q

Tell be about a time when you faced an ethical dilemma?

A
  • Laura and the Tyner Hall dedication
  • She intentionally undermined the chain of command decision
  • Sought advice from Driscoll
  • Got her back on board
36
Q

What was your biggest failure in your current position?

A

• Honor Guard Shotguns – every time I turn around something new pops up

37
Q

What are you doing to ensure you continue to grow and develop as a leader?

A
  • Put myself in new and challenging positions
  • Take strategic advantage of leadership training opportunities
  • Currently leading the largest shift
  • Exposing me to internal investigations and holding the policy line without losing the troops
38
Q

If you were going to teach a college course, what course would you teach?

A

• Foundation for a successful career in public service combined with essential leadership traits

39
Q

What is one truth you believe in that most people disagree with you on?

A

• Government is designed to be bureaucratic…intentional checks and balances

40
Q

What’s one assumption people make about you that is dead wrong?

A

• I’ve done well in my profession…people think that means I was an exceptional student in school…I was not

41
Q

Who is your mentor/s and what recent challenge/s have you sought their advice for?

A

• Driscoll…Laura issue
• Since then so many commanders have moved through I try to pull traits and seek advice when I can
o Grady…worked better when I sent him written material rather than tried to convince him in an argument
o Whittington…takes time to spend with troops at line-up…endears him to the troops
o Eells…Does not beat around the bush…can go too far sometimes
o Olszewski…Holds no grudges…willing to have a hard conversation

42
Q

Tell me about a time when you had to make a tough business decision that supported your company’s purpose, but may have had a negative, short-term impact.

A

• Held the strict line on the implementation of the PAT

43
Q

Tell me about a time you broke a rule for an employee.

A

• Laura and the Tyner Hall dedication.

44
Q

If you could go back and give your 21-year old self a valuable piece of advice, what would you say?

A

• Invest early in your ICMA

45
Q

As you think about your career, who is a team member you had a huge impact on and what are they doing today as a result of your leadership?

A

• Koch and the need to work on being a better teammate and leader

46
Q

If you could work on solving any problem in the world, what one problem would it be?

A

• Focus on a welfare system that doesn’t encourage and reward more children in disadvantaged homes…focus the funding on the kids and not the exploitive parents.

47
Q

What is your leadership philosophy?

A
  • Ethical Decision Maker
  • Community, Department, Unit, Individual
  • Public Servant, Police Officer, Specialist
48
Q

What’s the one mistake you’ve made in your career that you wish you could go back and fix?

A

• Robin and an earlier PIP

49
Q

Tell me about a contentious situation between colleagues you’ve had to resolve. Specifically, how did you work through the tension?

A
  • Sgt. Chanza – POST Board member
  • Email regarding 100% test
  • Mentored and faced the music..bought burritos
  • Kafel wanted to fight…I wouldn’t do it. Found middle ground. Respect went up.
50
Q

What specific mental, physical, emotional and/or spiritual activities do you engage in to keep yourself operating at your optimum level?

A
  • Time with family

* Mountain Biking

51
Q

What are you learning right now?

A
  • Refining the balance of holding the policy line and keeping the support of the troops.
  • Get back to normal
52
Q

Anything I haven’t touched on.

A
  • First interview you were present and I spoke about my potential to be one of the best detective in the department…wasn’t one yet
  • I did not see my leadership potential then…
  • I see it now…
  • I focus on my service
  • I can provide you the straight forward advice needed…when you disagree I can go out and execute the mission…I know I work well in a political arena and I know I can set expectations and keep the support of the troops.
  • I recognize now this profession extracts a cost…cognizant of what the stress can do to our people…this is why reasonable is so important and not perfect

Commander Questions (1 decks)

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