Me

Question 1

What are your strengths and how will you use them to benefit an LPA?

Answer 1

Based on feedback i have received from those I’ve managed, my peers and my supervisors:

My strengths are:

• My ability to identify areas that as a force we can improve, getting the right team around to me to develop that area and then actually delivering - being quite brave with it, shoplifting project, Op Vocal, Vigilant - i think you need brave Chief Inspectors - E&E - performance and outcome driven force.
• Look after my teams - wellbeing - if you look after them, they will look after you when it comes to performance - feedback that teams feel valued - i include them in my thinking - seek their views - sometimes i need to be decisive but other times i can seek views.
• experience has put me in a good position to understand different perspectives - my 10 year career has included response, neighbourhood, PVP, Local CID, Force CID, Op Restore, SEROCU, negotiator

I will use those skills as a chief inspector to benefit an LPA through identifying areas that we can improve, involving my staff to help develop and deliver that change whilst managing an LPA that feels valued and looked after by their SMT whilst using using my experience in a mixture of uniformed, investigative and strategic roles to improve performance.

Question 2

What are your areas for development and how are you addressing them?

Answer 2

Take too much on - working hard on that. I have been guilty of it before. I volunteered to do the COVID staff officer role whilst doing my day role in SEROCU, whilst doing negotiator shifts, whilst doing a PHD. I have a very understanding fiancée but actually on reflection, sending emails at 11pm.

Not strategic enough - i was at Oxford for 5 years - although i had done quite a lot - i was very Oxford based. So over the last 12 months i;ve really worked at that. SEROCU - 4 forces - staff officer.

Care a lot - take things to heart - if my team was to get feedback, most people would be able to brush that off and get on with it whereas i would take that to heart.

Question 3

What is your leadership style?

Answer 3

Reflected on this recently.
Transformational leader.
I like to involve people in my decision making.
I’m not in the game of dragging people through change - i like to make them feel valued and involved.
I have had some blockers - in my times - 30 years in the job DS’s
Equally when i look at some of the higher profile jobs that I’ve ran - baby deaths - TTL - murders that I’ve had before handing them over to major crime - i can be quite decisive
Striking balance

Question 4

Why you?

Answer 4

X

Question 5

Why now?

Answer 5

You want to be at the heart of change, you want more influence, flexibility, autonomy and more leadership challenges.

Question 6

Tell us something about yourself we don’t know?

Answer 6

X

Question 7

Where do you see yourself in ten years?

Answer 7

Senior leader within the force
Strong experience as a leader.
Made an impact everywhere I worked.
Created a legacy.
Built a reputation as someone that can be trusted, relied upon.
Known as someone that balances determination to be a senior leader with caring about the team

My main aim is for you to go to any department where i have worked and they summarise me as being hard working, fair that cares about the team.

Question 8

Tell me about yourself?

Answer 8

from slough left school at 16

• PCSO
• Hampshire at 18 on the IOW
• IOW to slough - neighbourhood
• temp DI FCID
• master’s
• negotiator
• PhD

Question 9

What do you think to direct entry in policing?

Answer 9

X