0:08 often there exists confusion among the
0:10 oral presentations that occur in
0:11 promotion processes as I have said
0:14 repeatedly rarely are two processes
0:16 exactly the same also common is for
0:19 elements of the testing process to be
0:21 called by a variety of names it is not
0:24 unusual to have oral board exams
0:25 referred to as structured interviews or
0:27 panel interviews to put some around the
0:30 names that I am using to describe the
0:32 elements covered in the oral boards made
0:33 easy program the difference between an
0:36 oral board and an interview is that an
0:38 oral board is a verbal test scored by
0:41 more than one Raider for which you
0:43 receive a performance rating such as a
0:45 numeric grade pass fail or something
0:48 else that is tied to a scoring rubric or
0:51 criteria conversely an interview does
0:53 not have strict scoring guidelines it is
0:56 based more on Impressions and
0:57 expectations and is therefore much more
1:01 subjective in my experience the most
1:03 common format for promotion processes
1:05 has a scored written component a scored
1:08 oral component either an oral board or
1:10 an assessment center and an interview
1:12 with the final decision makers for the
1:14 position such as the chief or police
1:16 commission or other promotion
1:19 Authority this module focuses on that
1:22 last component of the process that I
1:24 just described namely the non-scored
1:28 interview
1:32 it is important to keep in mind your
1:34 audience when appearing at an interview
1:37 as well as the organizational culture of
1:39 law enforcement in general let's start
1:41 with the L law enforcement cultures are
1:44 hierarchical what that means is that
1:46 there is an orientation toward
1:48 consistency through rules and a clear
1:50 structure of Authority for the purpose
1:52 of order and
1:53 accountability now I know that many
1:55 agencies can lean toward being less
1:57 formal on a day-to-day basis but in know
1:59 most cases the premise of authority is
2:01 usually lurking just below the surface
2:04 in a true hierarchical culture the work
2:07 at the front line is done in a manner
2:09 consistent with the desires of those at
2:11 the top of the chain of command that is
2:14 not to say that changes may never occur
2:16 but as an organizational culture style
2:19 it is slow to change why is any of this
2:22 relevant it has everything to do with
2:24 your performance at the interview for
2:26 the purposes of this course I am going
2:29 to treat this mod as though you were
2:30 appearing for an interview with your
2:32 chief after the testing components have
2:34 been completed but before a final
2:36 decision has been made regarding which
2:38 of the finalists promotion will be
2:41 elevated if your Chief is in charge of
2:43 your agency and if the chief wants the
2:46 front-line Personnel to perform their
2:47 duties in a certain way doesn't it make
2:50 sense that you go into this interview
2:52 with an understanding of what the chief
2:53 is seeking after all as a supervisor
2:57 regardless of the rank you are seeking
2:59 you will be serving in the chain of
3:00 command between the chief and the front
3:02 line therefore you are a critical Lynch
3:05 pin in the chief's success if you
3:08 understand what the chief wants and you
3:10 are effective at influencing those below
3:12 you in the chain of command toward that
3:14 end the hierarchical objectives of your
3:16 Chief will be met however if you see
3:19 yourself as a free agent who is more in
3:21 touch with the front line than the chief
3:23 and you see it as your responsibility to
3:25 lead as you see fit regardless of the
3:27 chief desires the higher iCal culture
3:30 becomes
3:31 weakened let's put it a different way
3:34 assume that you owned your own business
3:36 and you had 25 employees you hire a
3:39 supervisor to oversee those employees to
3:41 be sure that the work gets done the way
3:43 that you want it done your supervisor
3:45 however believes he knows more than you
3:47 do your supervisor ignores your desires
3:50 and does the job their way not yours you
3:53 speak with this supervisor and reinforce
3:56 the way that you want the work done the
3:58 supervisor ignores you and it their way
4:00 because he or she believes you are out
4:02 of touch as a business owner what would
4:04 you
4:05 do I suspect that you would be replacing
4:08 that supervisor quickly there's not much
4:11 difference in your promotion interview
4:13 in most cases your Chief wants to be
4:15 reassured that you know what he or she
4:17 expects of an effective supervisor and
4:20 you you are prepared to perform your
4:22 supervisory duties as the chief desires
4:25 not as a free agent so for that reason
4:29 you want to prepare for your interview
4:30 by understanding that which is important
4:32 to your Chief as well as those issues
4:35 which cause the chief distress then be
4:38 prepared to answer the chief's questions
4:41 honestly and with the chief's
4:43 perspective in
4:48 mind if your interview is with someone
4:50 other than a chief such as a commission
4:52 or elected board you should be aware of
4:55 their perspective and concerns for
4:57 example many elected officials and
4:59 commission members have less technical
5:01 knowledge of law enforcement than a
5:03 chief or Sheriff it is therefore likely
5:05 that the questions that they will ask
5:07 you will be less technical what these
5:10 officials do often possess is a citizen
5:13 perspective of law enforcement and how
5:15 it can be better understanding the
5:17 perspectives of the individuals who will
5:19 be interviewing you should help you
5:21 prepare accordingly I cannot emphasize
5:24 enough that regardless of the form or
5:26 manner in which you are being asked
5:27 questions your answers must always
5:29 always be honest however the amount of
5:32 information that you provide the words
5:34 you choose to use and the emphasis you
5:36 put on certain comments may need to be
5:39 adapted so that they are received as
5:41 desired for example your Chief may wish
5:44 to hear you speak about community
5:46 policing in a way that emphasizes
5:48 influencing your officers towards more
5:50 systematic problem solving whereas an
5:53 elected panel or commission may wish to
5:55 hear about community policing as it
5:57 applies to reaching out to the community
5:59 proactive i l with information and in a
6:02 timely respectful manner the best way
6:05 for me to put this is for you to
6:07 understand your audience and prepare
6:10 accordingly due to its subjective manner
6:13 questions that are more likely to appear
6:15 in an interview will pertain to
6:16 character traits or hypothetical
6:19 situations here are some examples with
6:21 demonstrated
6:28 answers
6:35 I recognize that at the next rank both
6:37 my duties and my level of responsibility
6:39 will change I view the most important of
6:42 my supervisory responsibilities to be
6:44 the creation of a bridge from the chief
6:45 to the Frontline employees in doing that
6:48 I will be seeking to help the chief be
6:50 successful in achieving his or her
6:52 desired outcomes it is therefore
6:54 important that I understand the chief's
6:55 vision of our agency and incorporate
6:57 that Vision with our agency's mission
7:00 with my clear understanding of these two
7:02 foundations I can then influence those
7:04 who report to me towards those goals as
7:07 an influencer it is important that I
7:09 know and understand those who report to
7:11 me so that I can assess their
7:12 motivations on an individual level this
7:15 will allow me to align agency objectives
7:17 with their individual fulfillment
7:19 objectives with the intention of
7:20 challenging and developing these
7:23 employees beyond that I see my role as
7:25 one of quality assurance I will be
7:27 continuously evaluating the performance
7:29 of of the employees assigned to me
7:31 against our general orders to be sure
7:33 that tasks are being completed
7:34 appropriately while conducting these
7:36 evaluations I will be seeking
7:38 opportunities to identify and instill
7:39 individual and team Improvement and that
7:42 is what I believe is expected of me at
7:45 the next
7:52 rank regardless of whether I am
7:54 conducting line or staff inspections the
7:56 overall goal will be the adherence to
7:58 policies alone the Improvement of
8:00 personnel and
8:01 practices occasionally there will be a
8:04 need to conduct covert inspections for
8:06 the purpose of identifying real
8:07 deficiencies and I am prepared to
8:09 conduct and report on such inspections
8:12 however when it comes to inspecting my
8:14 Personnel on a day-to-day basis I will
8:16 be more likely to engaging in overt
8:18 inspections with overt inspections my
8:21 Personnel will know that I have an
8:22 inspection mindset and I am continuously
8:24 assessing the effectiveness of my
8:27 Personnel I believe that when
8:28 individuals are aware that inspections
8:30 are likely that they tend to perform at
8:33 the highest level to assure that their
8:34 behaviors meet the expected threshold
8:38 upon conducting inspections as soon as
8:40 practical afterward I will provide
8:42 feedback to either affirm good behavior
8:44 or correct less than optimal Behavior I
8:47 believe documentation of inspections is
8:49 essential as our follow-up assessments
8:51 to assure ongoing
8:58 Improvement
9:00 as a supervisor I am responsible for the
9:02 Assurance of appropriate behavior by all
9:04 officers under my command once promoted
9:07 I will meet with the officers that are
9:08 assigned to me for the purpose of
9:10 setting clear expectations and my
9:12 expectations are not independent
9:14 expectations rather they are
9:15 expectations that the department holds
9:17 of all officers with regards to the
9:19 appropriate use of force I will
9:21 reinforce that citizen safety and
9:22 officer safety are dependent on the
9:24 minimal use of force necessary to
9:26 successfully resolve a situation an
9:29 officer communication skills can be the
9:30 most effective remedy for a situation
9:33 for that reason I will be constantly
9:34 refreshing offices on communication
9:36 deescalation techniques additionally
9:39 just because force can be applied does
9:41 not mean that it should be officers will
9:44 be expected to assess the possibility of
9:46 Alternatives whenever feasible going
9:48 further offical wellness and tactical
9:50 proficiency will increase the likelihood
9:52 of minimal use of force and lastly I
9:55 recognize that it is my responsibility
9:56 to review all uses of force by my
9:58 officers and if necessary to take
10:01 corrective action in the event of
10:03 excessive or inappropriate uses of
10:11 force transparency is a tool to advance
10:14 trust with the community its premise is
10:16 that as public servants the work that we
10:18 do is done on behalf of the public we
10:20 serve for that reason our agency should
10:23 seek to proactively disclose information
10:25 regarding its operations so the public
10:27 does not believe that the police are
10:29 concealing such information such
10:31 concealment could be seen as suspicious
10:33 and serve as a barrier to trust with the
10:35 community Freedom of Information laws
10:38 hold that the work done on the Public's
10:40 behalf by government entities should be
10:42 disclosed unless covered by a specific
10:44 exception to disclosure such as ongoing
10:47 criminal investigations or certain
10:49 Personnel issues when an agency displays
10:52 maximum transparency it shows that it is
10:54 seeking to be held accountable to the
10:55 public it serves resulting in stronger
10:58 Trust
11:06 it will be my responsibility to
11:07 continuously assess the knowledge skills
11:09 and abilities of the officers assigned
11:11 to my command against the continuously
11:13 evolving best practices of our
11:16 profession this is my current practice
11:18 for my own professional development and
11:20 I do my best to keep a breast of new
11:21 laws tactics and technological advances
11:24 so that I may serve at my Peak I will
11:27 meet with my officers to hear from them
11:29 their assessment of how they believe
11:31 they can improve and if I in concur with
11:33 their assessment I will do my best to
11:35 help facilitate that growth Beyond those
11:38 conversations if I observe deficiencies
11:40 in an officer's knowledge skill level or
11:42 ability I will work with that officer to
11:44 facilitate the necessary growth to have
11:46 him or her perform at his or her
11:51 Peak now try these next two sets of
11:53 interview questions on your own listen
11:55 to the question pause the video and take
11:58 your best shot at answering the question
12:00 to help you improve before moving on to
12:02 the next question write your impressions
12:05 of your answer on the interviews page on
12:07 the action plan your notes will then
12:09 serve as a reference for you to consult
12:12 as your interview
12:19 near what is our Police Department's
12:22 mission statement and how will you apply
12:24 it if you are
12:28 promoted
12:31 why should I select you over the other
12:39 candidates how will you help improve
12:42 police Community
12:48 Trust once promoted what will your top
12:51 three priorities
12:57 be what would your peers say are your
13:00 strengths and
13:12 weaknesses what can I expect from you
13:14 regarding
13:21 discipline what expectations will you
13:23 have for your new
13:28 team
13:30 what does loyalty mean to
13:37 you what is your opinion on bodyw warn
13:45 cameras if I were to promote someone
13:47 other than you who should that
13:55 be this module on interviews has been a
13:58 deviation from the oral board focus of
14:00 this program but because of its
14:02 similarity to oral boards I felt it
14:04 important to cover for you in the next
14:07 module we will return to our oral board
14:09 focus by specifically addressing
14:12 experiential tell us about a time
14:17 questions
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