Bryan Boon served for 30 years in the Metropolitan Police Service, starting as a constable and retiring as a superintendent. In his last few years of service, he was in charge of the Management Training and Development Branch at Hendon and, on leaving the police service, he supplied management training to a wide range of non-police organisations. He also worked as Training Officer for the Royal Commission on the Historical Monuments of England (now part of English Heritage) where he helped management and staff to attain the prestigious Investors in People National Standard award. Since retirement from the police, he has been appointed a Chartered Fellow of the Chartered Institute of Personnel and Development.

• Part One: LeadershipDLtheory and practice 1: Policing in England and Wales and the purpose of this book 2: Exploring the concept of leadership 3: Leadership and team work 4: Valuing, protecting and enhancing public esteem 5: The College of PolicingDLethics, leadership standards, competence and values, and decision making 6: Stress management and long Covid-19 considerations 7: Treating people equally 8: Valuing diversity 9: Dealing with unethical behaviours and workplace ineffectiveness sometimes without obvious causes 10: Planning 11: Delegation 12: Problem solving 13: Coaching skills 14: Leaders as agents of change (change management) 15: Motivation 16: Misconduct and discipline 17: CommunicationsDLgeneral discussion 18: CommunicationsDLinterpersonal skills 19: Positive communicationsDLassertiveness 20: Communications - modes of behaviour and transactional analysis 21: CommunicationsDLfeedback 22: CommunicationsDLbriefing skills 23: CommunicationsDLdebriefing skills 24: CommunicationsDLinfluencing skills 25: Influencing skillsDLreport writing 26: Meeting skills 27: Self-development for the leader and encouraging leadership skills in others Part Two: LeadershipDLcompetence checklists (toolkit) Checklist 1DLLeader's leadership skills Checklist 2DLLeader's team skills Checklist 3DLLeader's team audit Checklist 4DLLeader's valuing, protecting and enhancing public esteem Checklist 5DLThe College of PolicingDLleader's Code of Ethics Checklist 6DLThe College of PolicingDLleadership standards Checklist 7DLLeader's Competency and Values Framework Checklist 8DLLeader's National Decision Model Checklist 9DLLeader's stress and long-Covid considerations Checklist 10DLLeader's dealing with unethical behaviours and workplace ineffectiveness sometimes without obvious causes Checklist 11DLLeader's treating people equally Checklist 12DLLeader's valuing diversity Checklist 13DLLeader's planning Checklist 14DLLeader's planning SMART objectives Checklist 15DLLeader's delegation Checklist 16DLLeader's problem solving Checklist 17DLLeader's problem solving: brainstorming Checklist 18DLLeader's coaching skills Checklist 19DLLeader's change management Checklist 20DLLeader's motivation skills Checklist 21DLLeader's misconduct and discipline Checklist 22DLLeader's communication skills Checklist 23DLLeader's interpersonal skills Checklist 24DLLeader's assertiveness skills Checklist 25DLLeader's modes of behaviour and transactional analysis Checklist 26DLLeader's communications feedback Checklist 27DLLeader's briefing skills Checklist 28DLLeader's debriefing skills Checklist 29DLLeader's influencing skills Checklist 30DLLeader's report-writing skills Checklist 31DLLeader's meeting skills Checklist 32DLLeader's self-development skills for self and others

Bryan Boon served for 30 years in the Metropolitan Police Service, starting as a constable and retiring as a superintendent. In his last few years of service, he was in charge of the Management Training and Development Branch at Hendon and, on leaving the police service, he supplied management training to a wide range of non-police organisations. He also worked as Training Officer for the Royal Commission on the Historical Monuments of England (now part of English Heritage) where he helped management and staff to attain the prestigious Investors in People National Standard award. Since retirement from the police, he has been appointed a Chartered Fellow of the Chartered Institute of Personnel and Development.

• Part One: LeadershipDLtheory and practice 1: Policing in England and Wales and the purpose of this book 2: Exploring the concept of leadership 3: Leadership and team work 4: Valuing, protecting and enhancing public esteem 5: The College of PolicingDLethics, leadership standards, competence and values, and decision making 6: Stress management and long Covid-19 considerations 7: Treating people equally 8: Valuing diversity 9: Dealing with unethical behaviours and workplace ineffectiveness sometimes without obvious causes 10: Planning 11: Delegation 12: Problem solving 13: Coaching skills 14: Leaders as agents of change (change management) 15: Motivation 16: Misconduct and discipline 17: CommunicationsDLgeneral discussion 18: CommunicationsDLinterpersonal skills 19: Positive communicationsDLassertiveness 20: Communications - modes of behaviour and transactional analysis 21: CommunicationsDLfeedback 22: CommunicationsDLbriefing skills 23: CommunicationsDLdebriefing skills 24: CommunicationsDLinfluencing skills 25: Influencing skillsDLreport writing 26: Meeting skills 27: Self-development for the leader and encouraging leadership skills in others Part Two: LeadershipDLcompetence checklists (toolkit) Checklist 1DLLeader's leadership skills Checklist 2DLLeader's team skills Checklist 3DLLeader's team audit Checklist 4DLLeader's valuing, protecting and enhancing public esteem Checklist 5DLThe College of PolicingDLleader's Code of Ethics Checklist 6DLThe College of PolicingDLleadership standards Checklist 7DLLeader's Competency and Values Framework Checklist 8DLLeader's National Decision Model Checklist 9DLLeader's stress and long-Covid considerations Checklist 10DLLeader's dealing with unethical behaviours and workplace ineffectiveness sometimes without obvious causes Checklist 11DLLeader's treating people equally Checklist 12DLLeader's valuing diversity Checklist 13DLLeader's planning Checklist 14DLLeader's planning SMART objectives Checklist 15DLLeader's delegation Checklist 16DLLeader's problem solving Checklist 17DLLeader's problem solving: brainstorming Checklist 18DLLeader's coaching skills Checklist 19DLLeader's change management Checklist 20DLLeader's motivation skills Checklist 21DLLeader's misconduct and discipline Checklist 22DLLeader's communication skills Checklist 23DLLeader's interpersonal skills Checklist 24DLLeader's assertiveness skills Checklist 25DLLeader's modes of behaviour and transactional analysis Checklist 26DLLeader's communications feedback Checklist 27DLLeader's briefing skills Checklist 28DLLeader's debriefing skills Checklist 29DLLeader's influencing skills Checklist 30DLLeader's report-writing skills Checklist 31DLLeader's meeting skills Checklist 32DLLeader's self-development skills for self and others

Bryan Boon served for 30 years in the Metropolitan Police Service, starting as a constable and retiring as a superintendent. In his last few years of service, he was in charge of the Management Training and Development Branch at Hendon and, on leaving the police service, he supplied management training to a wide range of non-police organisations. He also worked as Training Officer for the Royal Commission on the Historical Monuments of England (now part of English Heritage) where he helped management and staff to attain the prestigious Investors in People National Standard award. Since retirement from the police, he has been appointed a Chartered Fellow of the Chartered Institute of Personnel and Development.

• Part One: LeadershipDLtheory and practice 1: Policing in England and Wales and the purpose of this book 2: Exploring the concept of leadership 3: Leadership and team work 4: Valuing, protecting and enhancing public esteem 5: The College of PolicingDLethics, leadership standards, competence and values, and decision making 6: Stress management and long Covid-19 considerations 7: Treating people equally 8: Valuing diversity 9: Dealing with unethical behaviours and workplace ineffectiveness sometimes without obvious causes 10: Planning 11: Delegation 12: Problem solving 13: Coaching skills 14: Leaders as agents of change (change management) 15: Motivation 16: Misconduct and discipline 17: CommunicationsDLgeneral discussion 18: CommunicationsDLinterpersonal skills 19: Positive communicationsDLassertiveness 20: Communications - modes of behaviour and transactional analysis 21: CommunicationsDLfeedback 22: CommunicationsDLbriefing skills 23: CommunicationsDLdebriefing skills 24: CommunicationsDLinfluencing skills 25: Influencing skillsDLreport writing 26: Meeting skills 27: Self-development for the leader and encouraging leadership skills in others Part Two: LeadershipDLcompetence checklists (toolkit) Checklist 1DLLeader's leadership skills Checklist 2DLLeader's team skills Checklist 3DLLeader's team audit Checklist 4DLLeader's valuing, protecting and enhancing public esteem Checklist 5DLThe College of PolicingDLleader's Code of Ethics Checklist 6DLThe College of PolicingDLleadership standards Checklist 7DLLeader's Competency and Values Framework Checklist 8DLLeader's National Decision Model Checklist 9DLLeader's stress and long-Covid considerations Checklist 10DLLeader's dealing with unethical behaviours and workplace ineffectiveness sometimes without obvious causes Checklist 11DLLeader's treating people equally Checklist 12DLLeader's valuing diversity Checklist 13DLLeader's planning Checklist 14DLLeader's planning SMART objectives Checklist 15DLLeader's delegation Checklist 16DLLeader's problem solving Checklist 17DLLeader's problem solving: brainstorming Checklist 18DLLeader's coaching skills Checklist 19DLLeader's change management Checklist 20DLLeader's motivation skills Checklist 21DLLeader's misconduct and discipline Checklist 22DLLeader's communication skills Checklist 23DLLeader's interpersonal skills Checklist 24DLLeader's assertiveness skills Checklist 25DLLeader's modes of behaviour and transactional analysis Checklist 26DLLeader's communications feedback Checklist 27DLLeader's briefing skills Checklist 28DLLeader's debriefing skills Checklist 29DLLeader's influencing skills Checklist 30DLLeader's report-writing skills Checklist 31DLLeader's meeting skills Checklist 32DLLeader's self-development skills for self and others