This four-part blog series aims to provide support for women police leaders, aspiring to promotion in police forces around the UK and beyond. Ultimately, to help increase female representation among the ranks of Sergeant, Inspector and Chief Inspector.
In Part 1, I covered common barriers, challenges, and concerns facing female officers, including a deep dive on ‘The Authority Gap’, and provided key stats on female officer representation. In Part 2, I offered an in-depth look at building confidence, alluded to the mysterious subject of ‘Imposter Syndrome’, limiting beliefs and developing your growth mindset. Part 3 explored evidence-based strengths that women bring to police leadership, discussed the importance of finding inspiration, and highlighted Sharon’s inspirational case study. Part 4 concludes the series, by looking diving into some enablers, good practice, solutions, successful case studies, and options to support career progression. As usual, I provide supportive signposting and wider research throughout.
“I’ve learned that people will forget what you said, people will forget what you did, but people will never forget how you made them feel.” – Maya Angelou
Here’s the outline (with links) of this four-part series of essays. I hope you enjoy this finale to aid your preparation and police leadership CPD!
- Part 1: Challenges & Barriers
- Part 2: Confidence & Mindset
- Part 3: Strengths & Inspiration
- Part 4: Enablers & Solutions
Promotion Enablers and Good Practice
Having highlighted challenges and barriers facing female officers in Part 1, the flip side is of course enablers.
The Chief Constable of Cumbria Michelle Skeer QPM is the President of the British Association for Women in Policing (BAWP) support organisation. Her comments in the BAWP ‘Grapevine magazine’ allude to some enablers towards supporting women who seek promotion or lateral development into specialisms. AFO roles are one such specialism, of which just 7% were occupied by female officers in 2019:
“The issue for me is understanding why women are not going into specialisms and choosing not to go for promotion. I do appreciate that some of the concerns are around having that flexibility of part-time working, job share, and what it feels like to go on maternity and then come back into the organisation.”
Home Office police workforce statistics show that a vastly higher proportion of the police officers working part-time are women. That doesn’t take in to account additional or agreed flexible working patterns or arrangements that may be in place locally, which also assist with work/life balance.
Good Practice: What Can Police Forces Do?
“There’s a lot of competing ideas about how we should try to improve the lot of women. The pandemic had the effect of making people more aware of how hard it is to combine paid work with care. It challenged and debunked a lot of old-fashioned ideas around what effective and productive work looks like.” – Charlotte Woodworth
Whilst challenges and barriers exist, all forces have policies and procedures in place to support women and much good practice is emerging. However, critics who suggest things are not moving anywhere near fast enough may have a point. As alluded to in Part 1, the biggest elephant in the room remains balancing paid work with caring responsibilities. Wider thinking about the myriad of barriers affecting women’s career progression is also active through society. A recent poll of 5,444 people, by Ipsos Mori and the charity Business in the Community (BITC), found that nearly half the workforce is combining paid work and care. Gender Equality campaign director Charlotte Woodworth says:
“The report tells us very clearly how significantly workplace policies and cultures are undermining efforts to improve. Almost 3 in 10 adults have left or considered leaving a job because of difficulties in balancing work and care. The latter was particularly true of women. The majority with care responsibilities in the UK, are parents looking after children under the age of 18.”
This is also of course reflected in policing, for example the Metropolitan Police is struggling to recruit and retain female staff in London, in part due to the impact commuting has on childcare responsibilities. Rachael Billington, who was until recently HR diversity and inclusion lead for the Metropolitan police, says:
“Recruitment is only one part of the puzzle; it has to be viewed in partnership with retention in order to be successful.”
As part of the ongoing policing ‘uplift’ (sic), police forces saw more women joining between July and September 2021, with female officers accounting for 45% (1,451) of all new joiners during that time. This bodes much better for the future progression of women leaders among the Federated ranks.
Whilst there is clearly more to be done, there’s plenty of good practice and ideas to learn from. It’s good to take stock of some of the tangible good practice and approaches taken by various forces in the UK and beyond. It’s important to note, many of these issues and ideas are far from new, as this thorough US research from 2001 collates. The following section summarises what’s going on more recently and what forces can do to enable a more inclusive approach, while supporting the career aspirations of female officers…
Flexible Working
Flexible working is the most mentioned and most obvious solution for improving representation of women at all ranks. Allowing staff to work flexibly reaps massive benefits for individuals and forces by:
- Promoting work-life balance, particularly where children or other dependents are involved,
- Building a committed, motivated, and diverse workforce, and
- Reducing absence, meeting operational demands, and retaining valuable staff.
Flexible working is simply a way of working that suits an individual’s needs. If implemented and managed effectively it can also help balance the needs of the organisation and the public. Force flexible working policies reflect the Employment Rights Act 1996, Children and Families Act 2014 and the Flexible Working Regulations 2014. All employees also currently have a statutory right to ask their employer for a change to their contractual terms and conditions of employment to work flexibly. These provisions also extend to officers.
In practical terms, this organisational support is particularly helpful and appreciated, for example with school runs, children’s morning/bedtime routines, other family needs, and caring arrangements or responsibilities often led by females working around fixed or set shifts. There are various approaches to flexible working, but common examples include:
- Part time working: Temporarily or permanently reduced hours can help meet family or other commitments, be it later starts, earlier finishes, fewer shifts, term-time working, or alternate weeks. Forces must do better however in advertising more part-time posts at the leadership levels (and potentially for Constables, to encourage a more diverse workforce in the first place). This is because purely full-time posts can be a deterrent to applying. Part-time options would certainly reduce the disproportionate impact upon women in advancing their career, given that women make up most part-time policing roles.
- Job-sharing: With job share, two people share the hours, pay and responsibilities of one post. This option has long been in place in police forces for civilian staff, particularly within administration teams. It’s one solution starting to emerge, which has potential to support more inclusion for women, or anyone else, aspiring to progress their careers whilst working on a part-time basis. Career progression however can be a challenge with job-sharing still viewed sometimes as a stigma in policing. But it need not be that way, as this job-sharing case study demonstrates, and awareness is being raised in strategic policing conversations. Forces could do more by designating job-sharing roles as a matter of course to be truly inclusive to women applicants.
- Staggered / bespoke shifts: Resource planning has come a long way since the Excel spreadsheets being clunkily used to make all officers fit into a shift pattern that meets demand. Forces can now do more to accommodate bespoke ‘win-win’ scenarios, for example attracting more officers to late shifts to suit an individual’s family commitments while better meeting policing demands. ‘Compressed hours’ means longer shifts and can have benefits in reduced workload handovers within the force. Toronto Police have even been trialling 10-12 hour shifts.
In essence, the ‘job description’ for a Chief Constable is to deliver an effective and efficient police service. This means forces will consider each flexible working request on a case-by-case basis. Clearly there are many roles and aspects of operational policing unsuitable for flexible working, but to ensure fair consideration, the starting presumption is that a flexible working request can be accepted. Agreeing to one individual’s request won’t set a precedent or create ‘the right’ for another staff member to be granted a similar change to their working pattern.
Against the backdrop of the pandemic, trialling and implementing new ways of working have accelerated. This has demonstrated that a proportion of daily policing business, such as meetings, workloads, emails, and calls, can be managed remotely by line supervisors working effectively from home and elsewhere. Some wider leadership responsibilities can also be conducted this way. The way that police forces and other organisations have successfully adjusted working practices in the last two years should help to inform reviews of existing policies, so that where possible, more aspiring women leaders can benefit from bespoke organisational support when needed, e.g., including working from home. It also seems an outdated notion to make everyone do for example a 2x2x2 changing shift pattern for the sake of ‘fairness’; the ‘fairness’ being everybody gets to be tired, miserable, and unmotivated!
Maternity Leave CPD
Detachment from the job can occur whilst on maternity leave. This is a challenge facing women police officers (wider society too), particularly in relation to confidence and wellbeing upon returning after being out of the action for so long and with new caring priorities to consider. This is aside from the ability to progress one’s career.
However, a more personalised approach to maternity leave can be a successful one, and there are many pockets of good practice already in place, for example:
- Some line managers take it upon themselves to do better. They proactively maintain connection with officers on maternity leave, reducing the ‘mental barrier’ of returning to work.
- Some forces organise or allow work time for maintaining local peer-support and/or family support schemes, where colleagues can support and learn from each other’s experiences.
- When coaching promotion candidates, I’ve learned some forces are integrating forward-facing questions in promotion interviews on this subject, as part of their diversity and inclusion policies thereby raising awareness and assessing values for all new leadership roles. For example, “How will you support a member of your team on maternity leave?”
- Devon and Cornwall Police and Dorset Police are now jointly trialling an innovative scheme called ‘Mindful Return’. This is an online course supporting new and expectant mothers through maternity leave and returning to the workplace. Mindful Return seems very much geared towards supporting confidence and tackling anxiety; it even includes leadership development skills in the course.
Forces could do more (and more consistently), to formalise and encourage such arrangements into their HR processes e.g., offering meaningful CPD options to progress leadership aspirations. Such activity need not wait until the formal return to work, given technological enablers and innovations brought about by physical Covid restrictions. Some officers may choose to maintain traction towards their career progression aspirations while on maternity leave, as demonstrated here by Gemma, who did not want to lose her momentum working towards promotion, so sought external support:
“Hi Steve, we spoke a few times about the Sergeant’s board (I’m the lady on maternity leave) and I’m pleased to say I passed the board. Your interview guide definitely got me through the day. Just wanted to say a huge thank you for your help and time and for your support through the process.”
Dependent’s leave is another example of good practice to ensure women’s aspirations aren’t stalled by unplanned, unexpected, or occasional short-term absences to look after or care for loved ones. This overtly recognises caring responsibilities, an aspect of life – affecting work – which tends to lie disproportionately with women. Recording dependent’s leave separately helps prevent women being excluded from competitive processes based on arbitrary ‘Bradford Factor’ or other absence-related policy or preconditions that may affect progression.
Further Support & Good Practice Examples
Many forces now provide comprehensive initiatives leading wellbeing to support their officers and staff, a core prerequisite to career development. One of the best examples I’ve seen is actually hosted by An Garda Síochána, It’s called ‘Keeping Our People Supported’ (KOPS) and includes a range of personal and family support initiatives. On the family support and minimising dependent’s leave front, forces might do well to target some resources towards more childcare support mechanisms (e.g., childcare vouchers) as a simple yet proactive wellbeing and career-enabling measure.
Menopause is a significant aspect of wellbeing for female officers, with the personal impact sometimes having detrimental effects on job and promotion performance. BUPA and CIPD research found almost 1 million women in the UK even left their jobs because of menopausal symptoms. A Police Federation of England & Wales (PFEW) survey also identified that nearly half of women experiencing moderate to problematic symptoms considered quitting the force as a result, because their circumstances can’t be accommodated.
There is a tremendous amount of recent and ongoing support activity, including a large-scale survey across three metropolitan police forces aims to guide employers on retention techniques for women over 40. The College of Policing in collaboration with the National Police Chiefs Council (NPCC) have also published clear new national guidance to support women in the police service who are going through the menopause.
GMP have taken the bold step of removing the need for line manager approval from promotion processes. This can otherwise be a factor hampering inclusion within promotion processes through bias, unconscious or otherwise. According to the College of Policing article linked above, it appears to be working well so far (albeit the article has unfortunate mistaken definitions of what ‘protected characteristics’ actually are!). Some forces have also started introducing gender-balanced interview boards in recent years, which can also help remove potential biases.
In-force targeted support for female promotion candidates is also growing. The College of Policing in January 2022 ran bespoke NPPF familiarisation workshops for underrepresented groups. Forces have also in recent years conducted leadership development programmes targeted at women, for example ‘Springboard’. Some forces create bespoke ‘open days’ and proactively engage female officers in underrepresented specialist operations, such as firearms teams and force support teams. This can be a great way of broadening the experience of and options for female officers, key ingredients to career aspirations and building promotion evidence.
The BAWP itself is a positive networking and support mechanism, including inspiring, successful female police leaders, sharing their mentoring and wider career experiences to generally provide a helping hand to those who might want to follow in their footsteps.
Some forces also provide a range of reasonable adjustments in the promotion process, which can help support confidence and even out the playing field. For example, adjusting the interview time, holding interviews online, incorporating breaks and being provided with questions in advance of the interview are all options. However, reasonable adjustments are often something you must ask for, which leads us nicely to more about what you can you do as an aspiring promotion candidate to help yourself.
With ‘emotional awareness’ being a specific competency within the CVF, this may naturally help lead to more understanding of and alleviating the challenges and barriers; ultimately translating to more inspirational women leaders delivering great policing! And it’s not just about being emotionally aware; significant focus on diversity, equality, and inclusion (DEI) is now becoming apparent when promoting future leaders. Some forces are even implementing a ‘pre-board’ consisting of diversity and inclusion questions immediately prior to the main promotion interview, as alluded to by Zoe, a recently successful Inspector candidate:
“I got the call today to say I passed my Inspector board. I was able to remember your ethics video, which supported me in the Diversity, Ethics and Inclusion board as well as the board.”
UK police forces are clearly aspiring to a more inclusive approach to promotion processes. They recognise the issues and challenges and are supporting women. Of course, it can also be argued that much more can be done, more swiftly and more widely e.g., the Police Federation addressing the clear underrepresentation of female officers, particularly among senior Federation representatives at local, regional, and national level.
What Can You Do? Grit.
If you have career progression aspirations, it’s sometimes a more successful tactic to take matters into your own hands, rather than waiting for everything to be fixed around you. There’s much you can do, from taking ownership of your CPD to building your confidence and mindset, an enabler I discussed in Part 2. Though you’ll also need resilience and grit when encountering some significant challenges and barriers ahead…
“Grit is a passion or perseverance for long term goals. Having stamina, sticking with your future, day in and day out, not for a month, but for years to make that future a reality.” – Angela Duckworth
Grit’ is all about perseverance and determination, closely linked to mindset and confidence I covered in Part 2. I highly recommend Angela Duckworth’s video above grit above; she is the authority figure on the subject.
Rachael provides a great example demonstrating the concept of grit. She repeatedly tried for promotion to Sergeant, before seeking bespoke support to succeed on her 5th attempt…
“After four unsuccessful interviews I knew I needed to take positive steps towards getting promoted. I attended one of Steve’s Masterclasses and found it invaluable. It brought into focus for me that there are no shortcuts and that if I REALLY wanted it, it would mean knuckling down and becoming an expert on me as an individual, as a leader and what the role means to me. I was able to structure the approach I took to my preparation, and at my next interview I was successful!”
Rachael was clearly determined to succeed and had great evidence and examples. We discussed how she had prepared before, which highlighted some gaps. Her adjusted approach included more about:
- Reflecting on her personal values and how these meshed with policing values
- What she believed she could bring to the sergeant’s role
- How as a newly promoted leader she would contribute (specifically) to tackling her force’s priorities
After her successful promotion board, we talked about ‘what worked?’ On reflection, Rachael mentioned to me that one of the TED videos I had signposted was particularly helpful in developing her confidence. ‘Your body language may shape who you are’ by Amy Cuddy focuses on interview dynamics, body language and posture. Was this the thing that made the difference after 4 previously unsuccessful attempts? It would be nice to think so, but I believe Angela Duckworth neatly summarises Rachael’s success: “Enthusiasm is common, endurance is rare”. In other words, Rachael has grit.
If you aspire to progress your policing career beyond the Inspecting ranks, here’s an article with some great food for thought: ‘5 tips for becoming a woman CEO’. It provides further CPD insights for focus, including self-acceptance, self-development, and self-management.
“Despite an abundance of organisational initiatives aimed at supporting women’s leadership, the critical factor in a woman’s achieving the top job is still active ownership of her own leadership career, this starts with acknowledging her ambitions, seeing herself as a leader, accepting the work-life compromises she will have to make, and ‘toughening up’ to overcome both personal and external barriers.” – Andromachi Athanasopoulou
As described by Angela Duckworth in her TED talk, you’ll need to combine grit with the growth mindset covered in part 2. However, in Dr Carol Dweck’s inspirational video on growth mindset ‘The Power of Believing You Can Improve’, you will hear her expand on this area of psychology in her own inspiring words that might resonate with you.
What Works? Solutions, Achievement & Success
“Action expresses priorities.” – Mahatma Gandhi
A recurring theme in the testimonials I receive from successful promotion candidates is the value of knowing how and where to focus their effort. Bingo! I believe this is precisely what aspiring candidates are looking for; not a guarantee of success (there’s no such thing!), just some meaningful and targeted guidance and direction to maximise their available time and in turn, their chance of promotion success.
This knowing how and where to focus effort is a recurring theme that I receive in client feedback. It’s ‘proof of concept’ that most candidates (whether they realise or not) are working to a tried and tested principle, encompassed throughout the range of free and premium resources I’ve carefully crafted over recent years. If you’ve studied business or economics, you’ll be familiar with its technical term: The Pareto Principle.
The Pareto Principle
“A little knowledge that acts is worth infinitely more than knowledge that is idle.” – Khalil Gibran
The 80/20 rule, or Pareto Principle named after economist Vilfredo Pareto, shows that a small number of our activities (roughly 20%) bring about the majority (approximately 80%) of our rewards and outcomes. This principle serves as a general reminder that the relationship between inputs and outputs is not balanced, so consider that 80% of results will come from 20% of actions!
Imagine for a moment, that someone had produced a bespoke ‘police promotion super briefing’ to support you to prepare effectively ahead of your promotion opportunity. Well, that’s reality, available for you right now as you read this. Some of my clients have even described it in those terms! My comprehensive ‘What Works’ Promotion Masterclass Video and structured digital promotion toolkits are resources tried and tested, time and time again. They’re ideal to hit the ground running if you are a busy cop looking to make the best possible use of your available time.
“Had my interview, found out last night! Your material was a godsend, it gave me guidance re structure for answers, helped me to understand the framework criteria and gave me the determination to prepare well for the interview.” – Deborah – Passed Sergeant Board
Now think back to Rachael, who succeeded on her 5th attempt. I’m often contacted by officers who have been previously unsuccessful on promotion processes. Two or three previous attempts is certainly not unusual before deciding to act in seeking support. Twelve times is the most I have personally encountered before the officer changed to a ‘Pareto’ approach, downloading a bespoke digital toolkit and then finally succeeding in the next Inspector process. Just take a moment to contemplate the amount of life spent on all those unsuccessful attempts; that’s next-level grit!
Henry David Thoreau said, “The price of anything is the amount of life you exchange for it”, and it’s certainly true that time is our most precious commodity. It’s one of the things I allude to in Part 1 ‘challenges and barriers’ facing female candidates, particularly in part-time working positions. My aim is to support, challenge, and respectfully provoke your thinking to underpin effective promotion preparation. This support is not just for your upcoming promotion process, but more importantly to assist over your longer-term CPD as a police leader. This is something Michelle alludes to in her feedback, having passed her Inspector board:
“I’m delighted to say I passed! Thank you so much for your help, it was extremely helpful and worth its weight in gold. I’ve took on board lots of aspects I can use on my journey.”
I stress again however, there are no guarantees of promotion success. No one can offer you a guarantee, there are too many variables. With forces implementing different processes at different times for various ranks, it’s a postcode lottery out there, then it’s often ‘all change’ the following year. So, if you are reading this and aiming for promotion, I would encourage you to allow yourself as much time as possible to prepare ahead. The common success factor is to plan your approach; don’t leave it until a promotion process is advertised. Choose to commit to some smart, hard work to transform yourself from where you are now into a well-prepared candidate for promotion.
More Case Studies…
“Done is better than perfect.” – Sheryl Sandberg
Being a qualified executive coach and leadership mentor counts for little if I’m not also learning, developing, and improving continuously. I love what I do, and I’m proud that many successful female officers have been kind enough to provide feedback, sharing how they realised their potential in force promotion selection processes.
Throughout this series, I’ve provided several successful case studies. Here are three more inspiring examples to finish, with some additional comments and insights from me to provoke your thinking and reflection.
Case Study – Dominique, passed Sergeant promotion board first time:
“I had been given a lot of information from many people wanting to help, but this just overwhelmed me. Steve focused my attention on the interview, how I was going to present myself and how to have a positive impact on the panel. He provided literature on the role of the Sergeant and other useful documents such as a checklist. This really assisted with my preparation, and I felt more positive after as I had less to read, and it gave me better direction. He made me realise it was not as daunting as I had made out, that they just wanted to see the real me and made me realise and believe I was worthy of the role of Sergeant and that I could perform the role as well as, if not better than other candidates! I was considering pulling out of the promotion board as I was unsure if I was ready for the job and thought I did not have enough time to prepare. Afterwards I realised how much I wanted this promotion. He gave me the confidence to conduct the interview and a positive attitude. I went away thinking I had plenty of time to prepare and that I would be ready in time, which was a very different attitude!”
Insight: Keen candidates understandably soak up all the information they can. Everyone has a view on promotion, but as in this case ‘too many cooks spoil the broth’. Information provided with good intent can still overwhelm, confuse, or affect candidate’s confidence. Some signposting and direction are often all aspiring candidates need. Familiarisation with the interview process, expectations of the role, and a chance to ask questions ‘offline’ can significantly enhance personal confidence levels. Dominique was clearly ‘ready for the job’ but had some knowledge gaps. That’s where coaching, aka ‘a purposeful conversation’, fitted well to support her approach. Bespoke guidance and a Q&A session closed the gaps and built confidence, enabling first time success on the board.
Case Study: Zoe. Passed Inspector promotion board.
Zoe: “I just wanted to say a big thank you for all your help, guidance and support. Not only did you get me through my Sergeant board 5 years ago, I got the call today to say I passed my Inspector board. Your videos over lockdown and after were brilliant in setting everything out clearly to me around the CVF. I watched every video more than once. I bought your promotion guides, which helped settle me and made me believe I could do it. Your phone call to me put me at ease that I was on the right track with my evidence and your advice to calm down and speak at half pace worked. No amount of thanks will ever be enough, and I would highly recommend anyone seeking promotion to watch your videos, download all the free products and look at what is good for them. To have that belief in myself and confidence, e.g. I was able to remember your ethics video which supported me in the Diversity, Ethics and Inclusion board, as well as the board.”
Insight: I provide a suite of free resources (including blogs, podcasts, and YouTube videos) to help aspiring candidates ‘think through’ aspects of promotion. Like my premium services, there are no strings, no logins, and no pressure, so you can peruse in your own time. As Zoe describes, there’s some valuable free material I’ve put out there which you can tap into. This ranges from demystifying the CVF to providing structure for your interview responses. Zoe also alludes to enhanced self-awareness around verbal delivery of interview responses and hints at the value of preparing thoroughly for her DEI board; see my DEI blog series to get to grips with diversity, equality, and inclusion.
Case Study Mary: Passed Sergeant board first attempt.
“I faced a three stage PC to Sergeant promotion process, consisting of two paper sifts and an interview. The processes also included two different competency frameworks. I had examples demonstrating the behaviours, but Steve patiently explained the structure expected in both paper applications enabling me to focus and polish to make the best of the raw material. Likewise for the interview: Steve explained various models of answering questions in interview, enabling me to prepare comprehensively and as it turned out, successfully. I didn’t know anything about the promotion process, so understanding exactly what I needed to cover was the most valuable. Steve tailors support to the individual, the process and the timescale which enabled me to develop a personal study schedule. Ready contact, suggestions for reading and background research as well as motivational input all helped in my successful preparation. The experience of preparing is going to be different for each individual and their personal timescale, so Steve’s adaptability, email accessibility and quick turn round was pivotal given the impact of my work schedule on the times when I was studying. The most important thing I found about Steve’s support is that he is always accessible and knowledgeable, responding and offering suggestions constructively. This enabled me to work towards the separate booklet applications and then an interview with the necessary confidence and skill-set appropriate to each part of the whole process.”
Insight: Mary highlights the benefits of guidance to cut through some of the complexity that can be a feature of some gruelling force promotion processes. The focus on the role also helped cut through the complexity of multiple competency frameworks. This therefore helped ensure her evidence hit home with assessors. Competition is an often-overlooked aspect, but not by Mary. She was clearly fully committed and wanted to put her best foot forward with each step she faced. Coaching is described as a conversation with a purpose; Mary describes a series of such conversations between us whilst navigating the different stages. I know that candidates are pressed for time in their preparation, so again some focused ‘Pareto’ support can help. Coaching is also about taking action. Mary completed what she committed to as part of a structured approach, enabling her to arrive ‘match fit’ and confident on the day of her board. Enhanced confidence is a natural by-product of such preparation.
I hope you’ve found this detailed series for women in police leadership helpful and informative. It’s also been a great learning experience for me as I’ve researched, distilled, and drawn together the concepts and content. The series feels more like a dissertation, weighing in at around 15,000 words. We’ve boradly covered the themes of challenges, barriers, confidence, mindset, strengths, inspiration, enablers, and solutions to success. If you made it to the end, congratulations! If there’s anything I’ve missed or that you’d like to share, feel free to comment below or contact me; I welcome all feedback.
I will in due course be making this blog Tetralogy along with my DEI trilogy and neurodiversity duo, into a dedicated and epic free ‘diversity and inclusion’ eGuide in due course. Watch this space!
I’ll leave you with the simple yet powerful quote I began this series with…
“Ability is sexless.” – John Henry Newman
Kind Regards, Steve
If you found this blog helpful, you can hit the ground running with your promotion preparation. Get your personal digital promotion toolkit, attend or download my Police Promotion Masterclass, or contact me to arrange personal coaching support. If you first want to explore completely free content, I have a collection of videos, eGuides, a podcast, plus free blog content both here and via my Police Hour guest articles.
