As a police promotion anorak, I’ve had my head in police promotion frameworks recently. I recently gave my perspectives on the College of Policing’s “new” CVF 2024, comparing it to the 2016 CVF (aka “plus ca change”). I also created a police leadership framework from scratch, the ‘SLF’, based on how officers in Sussex described their vision of a good leader.
In this blog I thought I’d share a new curveball on this front of police leadership frameworks: I asked AI (ChatGPT and Google’s Gemini) to outline what makes a good leader and design a police leadership framework.
The College have spent years developing an arguably more ‘academic’ leadership framework with the CVF. The other week I provided a more ‘human’ touch, with a framework articulating what Sussex cops said about good police leadership. But what do robots and AI think? After all, AI is promoted as a key part of the future of policing, as I detail in my thinking tools for Inspector promotion candidates.
But whether you use AI, the College of Policing’s CVF, prior police leadership frameworks, or traits officers inherently feel makes a good leader, you’ll find it all structured and summarised neatly for humans in my rank-specific toolkits for Sergeant and Inspector / Chief Inspector. I call it the ‘Rank Success Framework’.
Yes this is another bit of fun as a thought experiment (if AI even ‘thinks’). Whilst AI may have limitations compared to humans, it can be helpful to compare and contrast “different” frameworks, and these results are intriguing to those interested in police leadership! So let’s get to it…
Open AI vs. Google AI on Leadership
“My guess is that we’ll have AI that is smarter than any one human probably around the end of next year.” – Elon Musk
AI is no longer a concept of the future. It’s here, right now, and being increasingly used in policing. It may one day take over the world, but that seems a long way off just yet and it can be an incredibly useful tool for here and now.
For this exercise gaining AI’s perspective on leadership, the two AI tools I used were ‘Gemini’ by Google and the now infamous ChatGPT by Open AI. I provided the below prompts to each AI service. Yes, I didn’t say please, but while humans still rule the roost and Skynet seems a long way off, it’s probably safe to take a more direct approach…
- Write me a 500 word analysis on what makes a good leader
- Create an original behavioural framework for police leadership
In the below infographic, I’ve briefly summarised what each has said in response.
On ‘What makes a good leader?’, ChatGPT outlines 5 leadership traits while Gemini goes for 7. But there’s great overlap between the two. Adaptability (to change), effective communication, integrity, and setting out a clear vision of the future are deemed consistent characteristics of good leadership.
Interestingly and conversely, ‘integrity’ has recently been removed as a standalone value and behaviour in the latest iteration of the CVF. It is interesting both AI models highlight integrity explicitly as opposed to merging or blending it amongst other elements of their respective leadership frameworks. Clearly, many people will agree integrity is a core principle of an ethical culture in policing. What are your thoughts about it being less prominent in the 2024 CVF?
ChatGPT includes the more human factor of empathy as its fifth characteristic of good leadership. This is something that rank and file officers in Sussex seemed to agree with when they (inadvertently) came up with a Sussex Police Leadership Framework.
Gemini skips empathy. Instead, the Google AI chooses motivating others, teamwork, and decision making as its unique elements to the answer.
When asked to design an original police leadership behavioural framework, there’s overlap again. Gemini’s ‘Upholding Rights and Dignity’ has interesting overlap with Police Scotland’s unique CVF values. Gemini tried to come up with a mnemonic too, ‘GUARDIAN’.
The operational competence raised by ChatGPT is something I encourage my clients to think about in their evidence, especially when going for the more strategic Inspecting ranks. Managing performance is also a timely and topical concept for policing. ChatGPT even made an effort to advise on how the framework should be implemented.
Having ‘learned to love the CVF’ against which you’ll be assessed, can you spot the overlaps with the CVF behaviours, both in the current version forces are using and the new version recently announced by the College (albeit not yet used by forces)? For example…
- We Analyse Critically
- The Code of Ethics
- We are Emotionally Aware
- We (Deliver) Support and Inspire
By the way, if you want to know more about each value and competency of the CVF, I explain each in my ‘CVF Explainer’ premium materials, while also touching on them in my videos, blogs and podcasts.
“Owing to not understanding the CVF, coupled with a hectic response shift pattern, I found it difficult to get motivated & prepare fully for interview. I found Rank Success on YouTube & the videos really helpful. Thereafter I contacted Steve, who promptly responded to my email & assisted me further. I purchased a digital toolkit. This helped me understand the CVF better with well written examples, which helped me prepare my own. The digital toolkit is exceptional & will no doubt assist me further in the future.” – Client feedback
The full AI answers are well worth reading and contemplating, not least for their entertaining quirks, as I share in the next sections. Here’s some human observations I’ll provide, but have a think yourself too as you read through it…
- Neither ChatGPT nor Gemini understand word limits, both going well over 500 words in response to my request! This is not unusual for police promotion candidates either, as I explain in my example evidence toolkits, who find out the hard way when not following simple instructions.
- Gemini was “innovative”, in that it came up with a smart mnemonic for its framework: GUARDIAN. However, in further proof AI is a little way off from taking over the world just yet, it was only able to provide an explanation for just the ‘GUARDI’ bit, requiring coaxing to finish the job with behaviours for ‘AN’!
- Both come across as somewhat academic and inhuman. The answers seem to summarise the academic view of what leadership is, then write this out in a faux-human tone that demonstrates no person would have written it like that. Not to mention the Americanized spelling. If you suspect articles written elsewhere are an AI-generated clickbait borefest, there are several telltale signs. One is that it finishes with “In conclusion…”, another is the kind of ‘bullet point’ approach.
Have a read through for yourself. What are your thoughts? Do you like what AI has taken 10 seconds to come up with? Do you prefer the multi-year, multi-£million CVF? Or the ‘ask around’ sort of characteristics cops describe when asked in person?
PROMPT 1: “Write me a 500 word analysis on what makes a good leader.”
Response from Gemini Google…
The Tapestry of Leadership: Weaving Together the Threads of Great Leaders
Great leaders aren’t born, they’re made. This age-old adage holds weight, for leadership is a complex tapestry woven from a multitude of threads. While some qualities may be innate, true leadership is a constant work in progress, demanding a leader to cultivate and refine a diverse skillset. Let’s delve into some of the key threads that make up the fabric of a good leader.
Vision: The Guiding Light
A leader’s most crucial role is to chart a course, to paint a compelling picture of the future that ignites the collective imagination. This vision serves as a guiding light, a beacon that motivates and inspires followers. Effective leaders articulate this vision with clarity, ensuring everyone understands the destination and the “why” behind the journey. It’s not just about lofty aspirations; a good vision is grounded in reality, achievable yet ambitious, fostering a sense of attainable progress.
Communication: The Bridge Between Vision and Action
A powerful vision is meaningless without effective communication. Leaders need to be masters of language, able to tailor their message to resonate with diverse audiences. They excel at both clear, concise explanations and inspiring storytelling, weaving the vision into a narrative that ignites passion and commitment. Active listening is equally important – leaders who truly hear their followers can adapt their approach and foster a sense of trust and inclusivity.
Integrity: The Foundation of Trust
Trust is the bedrock of any successful team. Leaders who display unwavering integrity, who are honest, ethical, and act with fairness, earn the respect and loyalty of their followers. They are true to their word, leading by example and demonstrating a commitment to the values they espouse. This consistency builds trust, fostering an environment where open communication and collaboration can thrive.
Decision-Making: Navigating the Unknown
Leaders are constantly faced with choices, some routine, others with far-reaching consequences. The ability to make sound decisions, even in uncertainty, is a hallmark of successful leadership. Leaders weigh evidence objectively, gather diverse perspectives, and acknowledge potential risks. They are decisive, taking ownership of their choices and readily adapting course if needed.
Teamwork: Strength in Collaboration
No leader is an island. Great leaders understand that they are stronger surrounded by a capable and motivated team. They foster a collaborative environment where diverse perspectives are valued and encouraged. Effective delegation empowers team members to leverage their strengths while fostering a sense of ownership and accountability within the group. Leaders celebrate success as a team achievement, recognizing the contributions of each individual.
Motivation: Sparking the Flame
Great leaders understand the power of motivation. They create a positive and supportive work environment where individuals feel valued and appreciated. They recognize and celebrate achievements, big and small, fostering a sense of purpose and accomplishment. Leaders can inspire their followers to push themselves beyond perceived limitations, to embrace challenges with a growth mindset.
Adaptability: Embracing Change as a Constant
The world is in a constant state of flux. Effective leaders recognize this and cultivate adaptability, the ability to navigate change with agility and resilience. They are open to new ideas, readily embracing innovation and learning from their mistakes. Leaders who can anticipate and adapt to changing circumstances are well-positioned to steer their teams through unforeseen challenges and capitalize on emerging opportunities.
In conclusion, leadership is not a one-size-fits-all proposition. The specific skills and qualities that define a good leader will vary depending on the context. However, by cultivating the threads we’ve explored – vision, communication, integrity, decision-making, teamwork, motivation, and adaptability – leaders can weave a powerful tapestry that empowers them to achieve great things. The journey to becoming a good leader is a lifelong pursuit, but by continuously honing these essential skills, individuals can inspire and guide others towards a brighter future.
Response from ChatGPT…
What Makes a Good Leader: An Analysis
Leadership is a critical element in any organization, community, or group. A good leader can inspire, motivate, and guide people toward achieving common goals. Understanding what makes a good leader involves examining various qualities and behaviors that contribute to effective leadership. This analysis explores the key characteristics of good leadership, emphasizing vision, communication, empathy, integrity, and adaptability.
Vision
A good leader possesses a clear and compelling vision. This vision acts as a roadmap, providing direction and purpose for the group. Leaders with a strong vision can articulate where they want to go and how they plan to get there. This not only motivates the team but also aligns their efforts towards common objectives. Visionary leaders inspire confidence and foster a sense of unity and commitment among team members.
Communication
Effective communication is fundamental to good leadership. A leader must be able to convey ideas clearly and persuasively, ensuring that everyone understands the goals and their roles in achieving them. Communication is not just about talking; it also involves active listening. By paying attention to the concerns and suggestions of team members, leaders can build trust and foster a collaborative environment. Open and transparent communication helps prevent misunderstandings and keeps everyone on the same page.
Empathy
Empathy is the ability to understand and share the feelings of others. It is a crucial trait for leaders because it helps them connect with their team on a personal level. Empathetic leaders are aware of the challenges and pressures their team members face and can provide support and encouragement when needed. This understanding fosters a positive work environment where individuals feel valued and respected. Empathy also enables leaders to handle conflicts more effectively, ensuring that resolutions are fair and considerate of everyone’s perspectives.
Integrity
Integrity refers to the quality of being honest and having strong moral principles. Leaders with integrity are trustworthy and reliable. They lead by example, demonstrating ethical behaviour in all their actions and decisions. This consistency builds credibility and earns the respect of team members. Integrity also involves accountability; good leaders take responsibility for their actions and the outcomes of their decisions. This accountability fosters a culture of trust and reliability within the team.
Adaptability
The ability to adapt to changing circumstances is another hallmark of a good leader. In today’s fast-paced world, flexibility and resilience are crucial. Leaders must be able to pivot and adjust strategies in response to new challenges and opportunities. Adaptable leaders are open to innovation and are not afraid to change course when necessary. This willingness to embrace change can drive continuous improvement and keep the team agile and competitive.
Conclusion
In summary, a good leader is characterized by a clear vision, effective communication, empathy, integrity, and adaptability. These qualities enable leaders to inspire and guide their teams towards achieving common goals while fostering a positive and supportive work environment. By embodying these traits, leaders can navigate the complexities of their roles and make a lasting impact on their organizations and communities. Effective leadership is not about wielding power; it is about empowering others and driving collective success.
PROMPT 2: “Create an original behavioural framework for police leadership.”
Response from Google Gemini…
The GUARDIAN Framework for Police Leadership
Effective police leadership demands a unique blend of skills and behaviours. The GUARDIAN framework outlines six key areas that contribute to exceptional leadership within law enforcement:
1. Governance & Ethics (G):
- Upholding the Law & Code of Ethics: Demonstrates unwavering commitment to the law and the police code of ethics, leading by example and fostering a culture of integrity within the department.
- Transparency & Accountability: Embraces transparency in decision-making and holds themselves and others accountable for their actions.
- Community Engagement: Actively engages with the community to build trust and understanding, fostering collaboration in addressing public safety concerns.
2. Upholding Rights & Dignity (U):
- Fairness & Impartiality: Treats everyone with respect and fairness, regardless of race, religion, or socioeconomic background.
- De-escalation & Procedural Justice: Prioritizes de-escalation tactics and prioritizes upholding procedural justice during interactions.
- Protecting Vulnerable Populations: Champions the protection of vulnerable populations within the community, demonstrating sensitivity and awareness.
3. Action-Oriented & Decisive (A):
- Strategic Planning & Problem-Solving: Develops sound strategies for crime prevention and community safety, utilizing data analysis and evidence-based practices.
- Risk Management & Resource Allocation: Effectively manages risks associated with police operations, allocating resources strategically to maximize impact.
- Decisive Action in Critical Situations: Demonstrates the ability to make clear and decisive decisions under pressure, prioritizing the safety of officers and the public.
4. Relationship Building & Communication (R):
- Building Trust & Cohesion: Fosters a strong sense of trust and cohesion within the team, creating a supportive and collaborative environment.
- Effective Communication & Conflict Resolution: Communicates clearly and effectively with officers, the public, and stakeholders, promoting open dialogue and conflict resolution.
- Mentorship & Coaching: Actively mentors and coaches officers, fostering professional development and leadership potential within the department.
5. Adaptability & Innovation (D):
- Embracing Change & Continuous Improvement: Demonstrates a willingness to adapt to new situations and technologies, actively seeking ways to improve police practices.
- Openness to Feedback & Learning: Maintains an open mind to feedback and is receptive to learning new approaches and best practices.
- Promoting Innovation & Collaboration: Encourages innovation and collaboration within the department, fostering a culture of continuous learning and growth.
6. Integrity & Wellbeing (I):
- Leading by Example: Upholds the highest standards of personal and professional conduct, serving as a positive role model for officers.
- Promoting Officer Wellbeing: Recognizes the importance of officer wellbeing and promotes initiatives to support mental and physical health.
- Accountability for Personal Conduct: Holds themselves and others accountable for upholding ethical standards and addressing misconduct proactively.
By embodying the GUARDIAN principles, police leaders can create a more effective, ethical, and community-oriented police force. This framework provides a roadmap for aspiring and current leaders, guiding them in their quest to build trust, ensure public safety, and foster a culture of excellence within their departments.
Additional prompt for Gemini (!): “For GUARDIAN you finish on point 6 for the ‘I’. What is point 7 and 8, for the ‘A’ and ‘N’ to finish the GUARDIAN framework you just created for me?”
Additional response from Gemini…
There isn’t a point 7 and 8 for “A” and “N” in the GUARDIAN framework. The intention was to use GUARDIAN as a mnemonic device to remember the six key areas of focus for police leadership. Stretching it to eight points might make it cumbersome to remember.
However, if you’d like to explore additional areas for police leadership development, here are some possibilities that could complement the existing framework:
Analysis & Evaluation (A): This point could emphasize the importance of data-driven decision making, performance measurement, and ongoing evaluation of police strategies and tactics. Leaders who excel in analysis would be skilled at interpreting data, identifying trends, and using this information to inform policy and resource allocation.
Negotiation & Conflict Resolution (N): This point could highlight the crucial role of negotiation and conflict resolution skills in police work. Effective leaders would be adept at de-escalating tense situations, facilitating communication between parties, and finding peaceful solutions to conflict.
While these additional points wouldn’t strictly fit within the GUARDIAN acronym, they represent valuable areas of expertise for police leaders. You can choose to incorporate them as separate areas of focus or integrate them into existing points within the framework, depending on your specific needs and priorities.
Response from Chat GPT…
Police Leadership Behavioral Framework
Introduction
Effective police leadership is crucial for maintaining law and order, ensuring community trust, and fostering a culture of accountability and integrity within the police force. This framework outlines the key behavioral competencies necessary for police leaders at all levels. It emphasizes a balance between operational effectiveness, ethical conduct, and community engagement.
CORE COMPETENCIES
Ethical Leadership
- Integrity and Honesty: Demonstrate unwavering adherence to moral and ethical principles.
- Accountability: Take responsibility for actions and decisions, and ensure the same from team members.
- Transparency: Communicate openly and honestly with the public and within the force.
Community Engagement
- Empathy: Show genuine concern and understanding for the community’s needs and perspectives.
- Collaboration: Work with community leaders and organizations to develop joint strategies for public safety.
- Communication: Maintain open lines of communication with community members, providing clear and consistent information.
Operational Competence
- Strategic Thinking: Develop and implement long-term strategies to address crime and public safety.
- Decision-Making: Make informed, timely decisions, even under pressure.
- Resource Management: Efficiently allocate and utilize resources, including personnel and equipment.
Innovation and Adaptability
- Problem-Solving: Identify and address emerging issues proactively.
- Adaptability: Be open to new ideas and adaptable to changing circumstances.
- Technology Utilization: Embrace and integrate new technologies to enhance operational effectiveness.
Interpersonal Skills
- Leadership and Mentoring: Guide and develop team members, fostering their professional growth.
- Conflict Resolution: Address and resolve conflicts effectively, both within the force and in community interactions.
- Team Building: Create a cohesive and motivated team environment.
BEHAVIOURAL INDICATORS
Ethical Leadership
- Regularly engages in self-reflection and seeks feedback to improve ethical standards.
- Implements and enforces policies that promote ethical behaviour.
- Recognizes and rewards integrity within the team.
Community Engagement
- Organizes and participates in community meetings and events.
- Proactively addresses community concerns and feedback.
- Develops programs that involve community members in public safety initiatives.
Operational Competence
- Regularly reviews and updates operational plans.
- Uses data and analytics to inform decision-making.
- Conducts regular training and drills to ensure readiness.
Innovation and Adaptability
- Encourages creative thinking and the exploration of new ideas.
- Stays informed about advancements in policing techniques and technologies.
- Leads change initiatives effectively, ensuring smooth transitions.
Interpersonal Skills
- Provides regular coaching and mentoring sessions.
- Facilitates open dialogue and actively listens to team members.
- Promotes a culture of mutual respect and cooperation.
IMPLEMENTATION STRATEGY
Training and Development
- Develop comprehensive training programs focusing on these competencies.
- Encourage continuous professional development through workshops, seminars, and courses.
Performance Evaluation
- Incorporate these behavioral competencies into performance appraisals.
- Provide constructive feedback and set goals aligned with the framework.
Cultural Integration
- Foster a culture that values and practices these competencies at all levels of the organization.
- Highlight and celebrate examples of exemplary behaviour that align with the framework.
Leadership Commitment
- Ensure that senior leadership models these behaviours consistently.
- Create a leadership development pipeline that prepares future leaders to uphold these standards.
Conclusion
The proposed behavioural framework for police leadership aims to build a force that is ethical, competent, community-focused, and adaptable. By embedding these core competencies into the culture and operations of the police force, leaders can enhance public trust, improve operational effectiveness, and foster a positive working environment.
Maintaining the Human Touch to Police Promotion
Whilst AI is developing at pace and increasingly plays a dynamic role in human lives, it has limitations. Specifically, it’s those lack of human qualities, like generating ideas, emotions, intuition, cultural sensitivity, and common sense. As the name identifies (but many forget!), its ‘intelligence’ is limited and artificial, certainly having no ‘emotional intelligence’.
Despite this, AI is proving to be a powerful tool in various applications to support policing, in areas such as process automation, data analysis, and decision-making. So AI cannot truly experience emotions like humans, it lacks the ability to learn in real-time, and shouldn’t be overly relied upon for complex assessments/processes which require a human decision in policing. But it can do a lot, like design a leadership framework as a starter-for-10 in just a few seconds!
However, when it comes to the most effective preparation for a police promotion selection process, you might agree that leadership frameworks as generated in this blog by AI do appear to lack the ‘human touch’. Many people would probably guess these two models were generated by a machine! Do you agree?
“Select the boxes with a human, to prove you’re not a robot…”
To demonstrate the power of the ‘human touch’ when it comes to promotion support, connecting cops with these otherwise abstract concepts, the regular feedback I receive from successful officers speaks volumes. For example:
“I like Steve’s manner & how he talks so passionately about policing, he is current & clearly works hard to make his content accessible for all.”
Given the creative thinking, reflection and emotional aspects required for effective promotion preparation; and having gathered, verified, analysed, and assessed options akin to using the NDM, it’s clear to see why serious officers aspiring to formal police leadership roles intuitively decide their focus will centre upon the tried and tested, bespoke, and human approach I’ve developed at Rank Success!
I hope you found these AI-inspired perspectives on police leadership interesting. “I’ll be back…”, so until next time, take care and stay safe.
Kind Regards, Steve
Want to go further right now? Hit the ground running with your promotion preparation. Get your personal digital promotion toolkit, and/or my market-leading Police Promotion Masterclass. There really is nothing else like it to effectively prepare you for success in your leadership aspirations. Contact me to arrange personal coaching support, or why not also try my podcast for ongoing police leadership CPD.