b'was truly theirs to drive. They needed to see their supervisors allow them the freedom to apply this new model and really to use all those amazing qualitieswehiredthemfor.He notedthatafterayearoftremen-dous leadership work, this change is needed not just at Peel, but across all police organizations.SIX STRATEGIC PRINCIPLES:Self-Awareness A Key Leadership Competency.Buildingawarenessnotonlyof intentions,butalsoofimpact,isa cornerstoneofleadershipcompe-tence and was at the centre of the new Peel Regional Police leadership model.Variousstakeholdersand leadersacrosstheorganization providedinput.Theresultwasthe creationoftheLeadingfromthe Inside-Outmodel(Figure1)and pathway for leadership development and ultimately improved community service.Thismodelechoedthe Chiefs refrain: If we are not good on the inside, we wont be good on the outside.Figure 1 Become a Learning Organizationfrom Compliance to Consciousness. Justattendingacourseorticking culturetocollectivelycarryoutorganizationanditskeystakehold- boxes with an eye to advancement is his mandate. ers. Culture is complex. It includesa detour or deterrent to the true task patterns of behaviour, mindsets andof learning to lead. Sometimes, even Why Coaching?has deep emotional and motivationalthe promotion process can colour the The International Coaching Federationroots. According to Hawkins, shiftingperceptionsofleadershipgrowth. defines coaching as, Partnering withtheseculturalpatternsisafive-to- From early on, PRP determined that [others] in a thought-provoking andseven-year process. He believes thatthe service wanted to become what creativeprocessthatinspiresthemevidence of a coaching culture existsisknownasalearningorganiza-when a coaching approach is a keytion,wherecontinuallearningis tomaximizetheirpersonalandcommonplace and is a pivotal piece professionalpotential.Beingmoreaspectofhowleaders,managersforthepuzzleofexcellence.The coach-likeprovidesleaderswithand teams develop their people andleadershipprogramteambegan skills and strategies to cultivate theengagetheirstakeholdersinwaystodistinguishtheoldwayof best in themselves and othersskillsthatcreatesincreasedindividual,ticking boxes from the new waylike ask, dont tell. This is key forteam and organization performance,authentic engagement and relevant, leadership today. and shared value for all stakeholders.applicable learning.What Is a Coaching Culture? In summarizing the why, ChiefEngage Leaders Across the Duraiappah said, We began to createOrganization to Build Capacity.In his 2012 book, Creating a Coachingacoachingculturethatallowed Culture,authorPeterHawkinssaysmembers of teams to feel like theyEarlyon,thechiefandhisteam thatthecoachingcultureisnotanhad autonomy. This couldnt happenengagedleadersfromacrossthe end in itself; rather, its a means ofunless they legitimately felt like theyorganization,bothtoparticipatein creating greater shared value for thegot the keys to the car, [and that] itthe collective learning and to designThe Official Publication of the Ontario Association of Chiefs of Police23'