Leadership Resilience: Lessons for Leaders from the Policing Frontline
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And municipalities have done tremendous work to be ready, despite having no full seat at the table alongside provincial and federal officials. From early days, many of us were speculatively upgrading by-laws as regulatory frameworks were developed without us—and with no clarity on how municipalities would be able to absorb major new administrative and enforcement costs.
To its credit, the federal government responded by retooling the revenue-sharing model for the excise tax on cannabis sales. Yet more than a year later, only a handful of provinces have announced plans to flow funds to municipalities. Some provinces have even said that they plan to share nothing at all.
This simple tweak could drastically raise our pathetic recycling rates
FCM is calling for continued federal leadership to ensure municipalities have the financial tools to fully implement this federal cannabis policy. First, for national initiatives of any significant scale, local financial tools should be factored in from Day One.
- Leadership Resilience: Lessons for Leaders from the Policing Frontline - CRC Press Book;
- The Clear Leader;
- The Fallen Star.
Municipalities have the expertise and drive to deliver on major national objectives. Most fundamentally, Canadians expect all of their governments to work together to make their lives better.
What Exceptional Leaders Do That Others Do Not
Their frontline municipal leaders should be at the planning table for nationwide initiatives like cannabis legalization. FCM is the national voice of local government, representing 2, cities and communities of all sizes serving 90 per cent of all Canadians. January 16, I set off on a journey to look for other people with anger to get something done to address the issue of hate crimes.
The resolve of those involved in the initial discussions increased significantly following a hate-motivated attack on a pregnant woman who lost her pregnancy as a result of an attack in As a firm believer in partnership and collaboration, after reaching out to relevant activists, I soon realised that it made sense to work under the umbrella of Citizens:MK. These discussions and meetings would lead to the emergence of the Fight Against Hate Campaign.
The original campaign goals were: 1 engaging with Arriva Buses to influence and get them to display posters raising awareness on hate crimes on buses serving Milton Keynes; 2 running a poster design campaign in schools; 3 working in partnership with MK Council to host a peer support meeting for victims of hate crimes; and 4 meeting with Thames Valley Police and MK Council to plan and organise an event on best practices in restorative justice.
Leadership Resilience : Lessons for Leaders from the Policing Frontline - presepfizus.tk
As it were, the campaign goals set the campaign leaders on a partnership building and collaborative leadership path. These goals were realised within the agreed timeframe, and new goals were after that set and by and large achieved.
The campaign involved working with many partners and unusual allies. I have found brokering deals that benefit the cause of only one the parties involved in a partnership complicated and challenging compared to goals with broader appeal.
In my experience, it is easy to work collaboratively, when the interests of most parties involved in a given action are aligned. Over two years, in addition to organisations involved the campaign, we worked with many primary and secondary schools, Thames Valley Police , Milton Keynes Council , Arriva Bus , and Network Rail , among others.
Our view was that it was in the best interest of everyone to play their part in making Milton Keynes safe for all its residents and visitors irrespective of their real or perceived differences. This premise is what made collaboration with other leaders and organisations straight forward. An important lesson learnt from the campaign is that individuals, no matter how much resources they have, can only do so much on their own, in dealing with the challenges associated with hate crimes.
As leaders of the campaign, we were open-minded and were willing to engage with cross-sectoral partners. The collaboration did not mean that we put aside our campaign goals.
The need to have as many stakeholders on board as possible, explains why we reached out to the various organisations. Although the campaign is on a break at the moment, recently, we hosted a workshop for leavers and remainers to build community resilience and social cohesion in the troubling times we find ourselves in at this moment in time.
Honesty, openness, empathy, giving credit where it is due, transparency, teamwork, predictability, and accountability are some of the values that I have found useful as one of the leaders of the campaign. There are many lessons that I learnt during the campaign about leadership training needs for civic leaders like those involved in the campaign. Working collaboratively with public and private entities can be a daunting task for voluntary sector leaders.
Power differential on the one hand and the perception that there is no alignment between the aims of the public, the private and the third sector, on the other hand, are some of the real or perceived barriers to collaboration. It is essential to realise that there is an opportunity for cooperation and partnership with the private and public sectors. After all, all the actors in the case of the fight against hate campaign were keen to promote diversity, equality, non-discrimination and social justice.
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In my efforts to engage in collaborative activities I have knocked on the doors of the public sector and private institutions reluctantly; only to realise that the doors were half-open in the first place. Doing my homework in advance on potential synergies with organisations other than the one I represent, has helped a great deal.
Besides, the organiser encouraged leaders to attend community organising courses run by Citizens:MK locally and Citizens UK nationally.