The Myth: Length of Service Equals Readiness
The belief that longevity in a role equates to leadership potential is rooted in tradition rather than evidence. While experienced employees may deeply understand processes, stakeholders, and industry-specific challenges, leadership success demands a distinct skill set that goes beyond technical expertise. Here’s why length of service falls short as a reliable indicator:

1. Leadership Requires Influence, Not Just Expertise
Experience often breeds technical competence, but leadership hinges on the ability to inspire, guide, and elevate others. A seasoned employee may excel in their field yet lack interpersonal or communication skills essential for motivating teams.

2. Time Doesn’t Guarantee Adaptability
Long-tenured employees may become attached to established ways of working. Leadership roles, however, require adaptability, creative problem-solving, and the willingness to embrace change – qualities that aren’t necessarily honed through years of service.

3. Competence Doesn’t Always Translate to Vision
Leadership is as much about the future as it is about the present. Promoting someone based solely on experience may overlook their capacity for strategic thinking, innovation, and vision – key components of strong leadership.

4. Mindset Matters More
Success in leadership roles often stems from emotional intelligence, self-awareness, resilience, and a growth mindset. These traits aren’t inherently linked to tenure and may be more prevalent in less experienced individuals with strong leadership potential.

5. Merit and Results Should Take Precedence
Promotions should emphasise measurable contributions, not just years served. A newer employee with demonstrated impact and leadership behaviours may outshine a veteran who has excelled in technical tasks but hasn’t shown readiness for broader responsibilities.

A Better Approach: Predicting Leadership Success
To identify candidates for leadership roles, organizations should shift their focus from tenure to potential. Here’s how you can ensure you fit:

1. Assess Leadership Competencies
Competency-based selection methods evaluate qualities like communication, decision-making, and team-building skills. These assessments provide a clearer picture of a candidate’s ability to succeed in leadership roles, regardless of tenure. You should concentrate on developing these prior to any promotion process.

2. Consider Initiative and Impact
Organisations will often look for individuals who’ve gone above and beyond their job descriptions – those who’ve taken initiative, driven results, or demonstrated influence over their peers. What have you done or can you done to evidence this?

3. Adopt a Growth Mindset
Promoting leadership readiness means identifying candidates eager to learn and grow – those who view challenges as opportunities and aren’t afraid to innovate. Adopting a growth mind set can really help you achieve this.

Wrapping Up: Redefining Leadership Potential
While experience certainly has many merits, it isn’t the definitive predictor of leadership success. Effective leaders bring influence, adaptability, vision, and the ability to inspire those around them. By moving away from tenure-based decisions and focusing on potential and merit, organisations can ensure their leadership roles are filled by individuals equipped to drive success. you need to fit into this process in order to help your promotion chances – not just really on your length of service.

Leadership isn’t just about how long someone has been on the path; it’s about how far they can take the team forward. What are your thoughts on balancing tenure and leadership potential in your force? Let me know!

The post Why Length of Service Is Rarely a Good Predictor of Leadership Success appeared first on bselectedpolice.com.

The Shift from Execution to Leadership

Moving into a leadership role means transitioning from being an individual contributor to influencing teams, setting direction, and making strategic decisions. Promotion processes should therefore focus on assessing whether candidates have the mindset, behaviours, and skills required to succeed in leadership, including:

– Strategic Thinking: Can you see the bigger picture beyond day-to-day operations?
– People Leadership: Are you capable of motivating, developing, and guiding others?
– Decision-Making Under Uncertainty: Can you navigate ambiguity and make informed choices?
– Influencing Skills: Do you command respect, negotiate effectively, and drive change?
– Resilience and Adaptability: How well do you manage challenges and setbacks?

Why Technical Excellence Alone Isn’t Enough

While operational and technical expertise are necessary foundations, they do not automatically translate into leadership capability. Many highly skilled professionals struggle to progress because they focus solely on their technical strengths rather than demonstrating:

– Delegation Skills: Leadership is about empowering others, not doing everything yourself.
– Cross-Functional Collaboration: Leaders must work across teams, not just within their technical domain.
– Emotional Intelligence: Success in leadership roles often depends on interpersonal skills, empathy, and self-awareness.

What Promotion Processes Really Evaluate

When organisations assess candidates for promotion, they typically look beyond performance metrics and consider:

1. How You Lead Informally: Are you already taking on leadership behaviours in your current role?
2. Your Ability to Influence Without Authority: Can you get buy-in from colleagues and stakeholders?
3. Your Growth Mindset: Do you actively seek development opportunities and feedback?
4. Your Vision and Initiative: Are you forward-thinking and proactive in driving improvements?
5. Your Ability to Develop Others: Do you mentor or support the growth of your peers?

Embedding Leadership Behaviours into Everyday Work

To truly develop leadership potential, these behaviours need to be part of your daily approach to work, not just something you demonstrate during a promotion process. Here’s how to make leadership skills a natural part of your routine:

– Take Initiative Regularly: Identify and lead small projects, process improvements, or team initiatives without waiting for a formal leadership title.
– Make Strategic Thinking a Habit: Regularly consider how your work aligns with wider business objectives and suggest improvements.
– Practice Effective Communication Daily: Whether in meetings, emails, or one-on-one conversations, refine your ability to articulate ideas clearly and persuasively.
– Proactively Mentor and Support Others: Offer guidance to colleagues, share knowledge, and be a reliable sounding board.
– Engage with Stakeholders Beyond Your Team: Seek opportunities to collaborate cross-functionally to broaden your influence and visibility.
– Request and Act on Feedback Continuously: Regularly seek feedback on your leadership behaviours and adjust refine your approach.
– Stay Adaptable and Solution-Oriented: Demonstrate resilience by tackling challenges with a problem-solving mindset rather than focusing on obstacles.

Final Thoughts

If you aspire to move up in your career, focus on more than just excelling in your current role. Promotion processes are designed to identify future leaders – those who can guide teams, think strategically, and create impact. By embedding leadership behaviours into your everyday work, you won’t just prepare for promotion opportunities – you’ll naturally position yourself as a leader long before the process even begins. At bselectedpolice, all our coaching options will show you how best to incorporate this thinking into your preparation. Call us now to find out how – 0161 327 2126

The post Why Promotion Processes Assess Leadership Potential – Not Just Operational or Technical Ability appeared first on bselectedpolice.com.

I’m Neil, founder of bselectedpolice and I specialise in helping officers succeed when it matters most – during promotion processes, job interviews, and competitive selection panels. To me coaching isn’t just helpful – it’s an essential career investment.

Over 25 years, I’ve coached thousands of individuals across every major sector from police officers and civil servants to pharmaceutical sales leaders and senior executives. And here’s what I’ve learned:

Success isn’t just about what you know – it’s about how you show it in the interview ‘hot seat’.

Talent and experience will get you through the door. But clarity, confidence, and a structured, strategic approach are what get you promoted. That’s where expert coaching comes in and it’s where I’ve built my reputation.

My Mission: Your Career Progression

My only job is to help you perform to the very best of your ability and capability. With over two decades of experience in leadership, assessment, recruitment, and high-performance coaching, I’ve helped professionals take control of their careers and secure the roles they deserve. My clients don’t just prepare, they perform. And they win.

I’ve developed a results-driven, proven approach to interview and promotion coaching. The result being around an 80% success rate across all sectors.

I specialise in competency-based selection, and I’ve supported thousands of candidates in navigating these highly structured and demanding processes, especially in the policing sector, where promotion panels are competitive, and unforgiving.

Why My Coaching Is Different?

In today’s coaching landscape, especially in policing, it’s important to be selective about who you take advice from.

There’s a growing trend of individuals offering coaching services based solely on their experience in the police, assuming that technical expertise or time in the job is enough to qualify them to coach others. While lived experience has value (and their views and coaching are always well intentioned) it’s not the same as being an expert in competency-based selection, structured interview preparation, or behavioural assessment.

What sets me apart?

• • I’ve founded and owned a highly successful recruitment company (North 51 Ltd) – so inherently know what it takes to be successful through an interview process.
  • I’ve assessed at hundreds of development centres, giving me deep insight into what assessor panels truly look for – not just what it feels like to be in the candidate seat.
  • I’m a Talent Management Consultant, with experience supporting public and private sector organisations in designing and implementing fair, evidence-based selection processes.
  • I’ve coached thousands of police officers across all 43 UK forces, at every rank up to Superintendent and hundreds of candidates in other industries.
  • I’ve designed and launched a leading online interview success programme to help candidates perform at their very best.
  • I’ve designed assessor training programmes used by corporate organisations to improve the quality of their recruitment and selection processes.
  • I’ve guiding companies on their recruitment strategies, building sales forces, and restructuring teams for increased productivity.
  • I’ll try to have a laugh with you through the coaching. Promotion preparation is hard enough already without making it dull and overly serious.
  • And I get results. My clients succeed. Time and time again.

Coaching isn’t about rehearsing model answers or relying on anecdotes – just talking a ‘good game’. It’s about strategy, structure, and real behavioural insight. And that comes from decades of professional expertise not just from those with operational ‘on the job’ experience.

What You Can Expect

When we work together, you’ll get high-impact, tailored support that’s focused entirely on helping you showcase your strengths and meet the specific requirements of the role or rank you’re applying for.

You’ll walk away with:

• • A crystal-clear understanding of what assessors want to see (and why they want to see it)
  • Structured, powerful models that help you map answers directly to the competencies being assessed
  • Live coaching that builds your confidence, delivery, and mindset
  • Honest, practical feedback – not vague advice or empty praise which helps no one
  • Proven frameworks that help you perform with impact under pressure

Ready to Step Up?

If you’re aiming for promotion, preparing for an interview, or just tired of falling short in competitive selection processes, now is the time to invest in high-quality, expert coaching either via online training, virtual masterclasses or personal consultations.

Be careful who you trust with your career. There’s no shortcut to genuine preparation and no substitute for expert support. Let’s work together to make your next move your most successful one yet ‘b’ the best you can be. And, if you don’t think my coaching makes a difference, you can have you money back – no questions asked.

Give me a call on 0161 327 2126. I am aways happy to chat through all things promotion and give you options that suit you the best.

You’ve done the hard work. Let’s make sure you get the reward.

The post Why Choose bselected? appeared first on bselectedpolice.com.

Why This Balance Is So Challenging

1. The Authority Dilemma: Leaders are tasked with driving results and making tough decisions. However, this authority can sometimes alienate team members, leading to perceptions of being too controlling or distant.

2. Empathy Without Boundaries: Empathy is key to understanding your team’s needs, but overemphasis can blur professional boundaries. Without clear limits, leaders might struggle to enforce accountability.

3. Competing Demands: Balancing task-oriented goals with the human side of leadership becomes especially tricky when under tight deadlines or high-pressure situations.

4. Self-Doubt and Inexperience: For new managers, stepping into a leadership role may provoke feelings of insecurity, making it harder to project confidence or earn respect.

Strategies for New Managers to Mitigate This Challenge
To bridge the gap between authority and empathy, new managers can adopt practical strategies that nurture both team cohesion and performance.

1. Adopt a Servant Leadership Mindset
Servant leadership puts the needs of the team first, encouraging leaders to act as facilitators rather than dictators. By asking, “How can I support you?” and genuinely listening, managers build trust without undermining their authority.

2. Set Clear Expectations
Empathy shouldn’t come at the cost of accountability. Establish clear goals, deadlines, and expectations upfront, so there’s a shared understanding of responsibilities. When boundaries are defined, empathy complements structure rather than replacing it.

3. Develop Emotional Intelligence (EI)
Emotional intelligence (the ability to recognize, understand, and manage one’s own emotions while empathizing with others) is a cornerstone of balanced leadership. New managers can enhance EI by practicing active listening, remaining self-aware, and pausing before reacting to stressful situations.

4. Communicate Transparently
Transparency fosters trust. Sharing the “why” behind decisions, even tough ones, humanizes a leader’s authority. When employees understand the rationale, they’re more likely to feel respected and engaged.

5. Embrace Continuous Feedback
Leadership is a journey of learning. Regularly seek feedback from your team, peers, or mentors to identify blind spots and improve your approach. Demonstrating humility shows that you value growth, which inspires the same mindset in your team.

6. Invest in Development
Whether it’s through books, workshops, or coaching, new managers should prioritize leadership development. Gaining insights from seasoned leaders or experts can provide valuable tools for addressing challenges with confidence. Of course, to be promoted you need to be able to verbalise your leadership capability in the board – that’s were bselected’s expert coaching can make a huge difference to you.

Wrapping Up: Growth Through Balance
The most effective leaders are those who balance decisiveness with compassion, driving performance while cultivating trust. For new managers, this balance requires practice and intentionality but is ultimately achievable. By adopting the right mindset and leveraging strategies like clear communication, continuous feedback, and emotional intelligence, new leaders can transform challenges into opportunities for growth.

Leadership, after all, is not about perfection – it’s about progress. What steps will you take to embrace this journey?

—

If you’re currently stepping into or navigating leadership roles, I’d love to hear your thoughts. What challenges have you faced, and how have you worked through them? Let’s spark a conversation that can help both seasoned and aspiring leaders alike.

The post The Hardest Part of Leadership and How New Managers Can Overcome It appeared first on bselectedpolice.com.

The first thing to recognise is that the promotion process is all about your relationship with people, and leadership in the higher ranks isn’t solely about managing a team – it’s about demonstrating initiative, responsibility, and influence in any context.

Even without direct line management experience, candidates can showcase their leadership skills effectively during an interview by drawing on experiences where they took charge, guided others, or contributed to team success.

Here are some strategies to incorporate leadership examples into interview answers:

1. Highlight Informal Leadership Roles
Talk about times when you took the lead on a project, organised a team, or coordinated efforts. For example:

“While working on [project or task], I noticed the team needed direction, so I proactively stepped in to create a roadmap and assigned tasks based on everyone’s strengths. As a result, we finished the project ahead of schedule.”

2. Focus on Initiative
Leadership often involves taking initiative to solve problems or improve processes. Share stories where you identified an issue and proposed or implemented a solution:

“I noticed inefficiencies in our workflow, so I developed a new system to streamline communication, which reduced turnaround time by 20%.”

3. Discuss Collaboration
Being a leader means fostering teamwork and ensuring everyone feels valued. Share examples of how you worked collaboratively while influencing outcomes:

“During a group presentation, I helped the team structure our content and encouraged quieter members to contribute. This strengthened our delivery, and we received praise for our cohesiveness.”

4. Draw on Non-Work Experiences
Leadership isn’t confined to professional settings. Reflect on examples from volunteering, education, or extracurricular activities:

As the captain of my sports team, I motivated my teammates, set training goals, and ensured everyone stayed focused during high-pressure matches.”

5. Demonstrate Leadership Traits
Even without a direct leadership role, you can focus on attributes like communication, decision-making, adaptability, and problem-solving. For example:

“During a company-wide brainstorming session, I suggested an innovative idea and facilitated the discussion to bring it to life.”

Final Thoughts
By framing your experiences with these approaches, you can demonstrate that leadership is about influence and initiative, not necessarily a title. The goal is to show how your actions made a positive impact, inspired others, or drove results, even in informal contexts.

The post 5 Simple Ways To Incorporate Leadership Thinking Into Your Interview – Even When Not in a Leadership Role appeared first on bselectedpolice.com.

This isn’t just nervousness; this is full-blown fear. The kind of fear that doesn’t just nibble at the edges of your confidence but devours it whole. And if you think you can hide it, think again. Recruiters and hiring managers can sense fear like sharks smell blood in the water. It’s palpable, and it’s deadly to your chances of landing the job.

The Psychological Grip of Fear
Fear stems from the unknown, from the high stakes we place on interviews, and from the harsh reality of competition. You might be thinking:

• What if I say the wrong thing?
• What if I’m not good enough?
• What if they reject me?

These questions spiral into self-doubt, which then manifests physically and mentally. The fight-or-flight response kicks in, and suddenly, you’re sabotaging yourself in real-time. Let’s break down the chain reaction:

1. Overthinking: Instead of confidently answering questions, you’re second-guessing every word.
2. Body Language Betrayal: Slumped shoulders, lack of eye contact, fidgeting all scream “I’m not ready.”
3. Cognitive Blocks: Even the simplest questions feel impossible to answer. “Tell me why you want the role” feels like a quiz on astrophysics.

The Ripple Effect on Performance
Fear doesn’t just affect how you feel; it’s a performance killer. Here’s what fear-driven candidates typically do:

• Waffle: To fill the silence, you’ll overshare or go off-topic, making your answers incoherent.
• Underplay Accomplishments: Fear convinces you that you’re bragging when, in reality, you’re underselling yourself.
• Avoid Tough Questions: You might dodge or give surface-level answers, signalling a lack of depth or preparation.

Even if you’re the most qualified candidate in the room, fear can make you come across as unqualified, unprepared, and unworthy.

The Solution: Conquering Fear Before It Conquers You
So, how do you fight this beast? It starts with understanding that fear is a mental construct and one you can dismantle. Here are actionable steps:

1. Preparation Beyond Rehearsal: Don’t just memorize answers; internalize them. Understand your achievements, your skills, and your story. Confidence comes from clarity.
2. Simulate the Stakes: Conduct mock interviews with friends or mentors. Make the stakes feel real so the actual interview feels familiar. Bselected offers a mock interview service that can significantly improve you performance. Read more here: 
3. Master Your Physiology: Practice deep breathing and grounding techniques to calm your nerves. Remember, a steady voice and confident posture go a long way.
4. Shift Your Mindset: Instead of viewing the interview as a judgment, see it as a conversation – an opportunity to showcase your value.
5. Visualise Success: Spend time imagining yourself walking out of the interview knowing you nailed it. Visualization is a powerful tool to combat fear.

Final Thoughts
Fear is a natural response, but it’s not an excuse. If you let fear dominate, you’re not just costing yourself a job; you’re letting it define your career trajectory. The good news? Fear can be conquered, and when you do, you’ll walk into interviews with the poise, confidence, and presence that hiring managers can’t ignore.

Remember: The only thing standing between you and success is your ability to manage fear. Master that, and the job is yours for the taking.

The post The Fear: How Anxiety Sabotages Your Interview Success appeared first on bselectedpolice.com.

The Power of Presence: Owning the Room
When a superhero walks into a room, they don’t tiptoe in with uncertainty – they exude confidence. The same should apply to you in an interview. Your body language, tone of voice, and eye contact should all communicate self-assurance. A firm handshake, an open posture, and a smile can set the stage for a strong first impression. Even if you feel nervous, adopting this mindset can shift the energy in your favour.

Authenticity: Your Secret Weapon
While confidence is key, it must be rooted in authenticity. Candidates often make the mistake of giving rehearsed, generic answers in an attempt to sound “perfect.” But the truth is, interviewers can spot insincerity a mile away. Instead, embrace your unique story – your experiences, strengths, and even the challenges that have shaped you. Authenticity fosters connection, and people hire people they connect with.

Storytelling: Bringing Your Achievements to Life
A superhero doesn’t just list their powers – they demonstrate them in action. Rather than simply stating your skills, bring them to life through compelling stories. Use the STAR method (Situation, Task, Action, Result) to paint a vivid picture of how you’ve tackled challenges and delivered results. Stories resonate, making you memorable long after the interview ends.

Handling Challenges with Grace
Even superheroes face obstacles, but they handle them with composure and resilience. When asked about weaknesses or past failures, don’t panic. Acknowledge them but focus on what you’ve learned and how you’ve improved. This shows self-awareness and a growth mindset – qualities every employer values.

The Grand Finale: Ending on a High Note
A superhero never leaves the scene without making an impact. As your interview wraps up, reaffirm your enthusiasm for the role, ask insightful questions, and leave on a confident note. A simple but powerful closing statement, such as “I’m excited about the opportunity to bring my skills and experience to this team,” reinforces your commitment. Don’t under estimate this simple gesture.

Conclusion: Embrace the Cape, Own the Role
The best candidates aren’t just answering questions – they’re owning their narrative, demonstrating their value, and forging genuine connections. By wearing your superhero cape – projecting confidence while staying true to yourself – you can turn an interview from a nerve-wracking experience into a powerful opportunity to shine. Step in as if you already belong, and soon enough, you just might.

The post Grab Your Superhero Cape: Delivering with Impact and Authenticity at Interview appeared first on bselectedpolice.com.

In my work with candidates going through promotion or interview processes at bselected, I see a recurring pattern: candidates feel the need to make their answers more complicated than they need to be. They often add irrelevant details or waffle, thinking this will make them sound more impressive or show their depth of knowledge.

Even after I provide clear instructions like, “Stick to the point”, or “give no irrelevant details,” many candidates still find themselves waffling on… and on… and on. It’s almost as if they’re battling an internal voice that says, “The answer can’t possibly be that simple, I’d better throw in some extra ‘stuff’.”

But here’s the truth: It can be that simple, and it should be. Overcomplicating answers is not the way to stand out and it’s always counterproductive.

Why Do Candidates Overcomplicate Their Answers?

After speaking with many candidates, here’s why I think this trend happens:

1. They think complex answers sound more impressive – they don’t.
2. They believe complexity will improve their chances of scoring higher – it won’t.
3. They assume it’s what the assessors expect – it’s not.
4. They think adding complexity will help them stand out – it may, but not in a positive way.

Remember the person on the other side of the table – the assessor. If your answer is difficult to follow or overstuffed with details, they might not even fully understand what you’re trying to say. This only makes their job harder and can lead to frustration or even lower marks, even if there’s a good point hidden in the middle of your complicated response.

Candidates often add unnecessary layers of detail when they sense the assessor losing interest. This only makes things worse, spiraling into more confusion. In the end, your answer gets lost in the fluff.

How Do You Keep Your Answers Simple and Effective?

The key to providing simple, impactful answers lies in your mindset. You have to genuinely want to make your responses as clear and concise as possible. It takes effort, but it’s worth it. Here are some tips to help you achieve this:

• Answer the question directly. It sounds obvious, but many candidates fail to do this. If you’re asked about ‘oranges’ but start talking about ‘pears,’ you’re missing the point entirely.
• Keep only the relevant details. Trim away anything that doesn’t directly contribute to answering the question or demonstrating the competency being assessed. If it’s not adding value, get rid of it.
• Revise, don’t overcomplicate. It’s often easier to simplify a complex answer than to add more layers of detail. But sometimes, it’s best to start fresh. Breaking your answer into sections can also help keep things clear and focused.
• Resist the urge to add unnecessary complexity. This is the most important piece of advice. As soon as you feel the temptation to over-elaborate, stop and ask yourself: “Is this helping answer the question clearly?”
• Beware of outside advice. Well-meaning friends, family, or peers may suggest ways to ‘improve’ your answers, but most of the time, their advice will just complicate things. Many successful candidates can’t explain exactly why they succeeded, so take their tips with caution.
• #BeMoreNormal. Adding complexity can often make your answers sound forced or inauthentic. Authenticity matters far more than sounding ‘impressive.’
• Follow expert guidance. If you’re working with an interview coach or using a program like our Online Interview Success Programme, follow the instructions exactly. Trust that simplicity is the most effective strategy.

Final Thoughts
In interviews, simple and clear answers are the most powerful. If you tend to overcomplicate things or struggle with staying on point, consider seeking expert help. At bselected, we specialise in helping candidates deliver answers that are straightforward, effective, and impactful.

If you need assistance in refining your interview responses or preparing for your promotion process, reach out to us at 0161 327 2126 or email support@bselectedpolice.com. We can help – simple.

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The Competency and Values Framework (CVF) was initially introduced in 2016 after extensive research and input from police officers, staff, and leaders. It incorporated the values of the policing Code of Ethics, providing a clear guide to the behaviours expected in the police force. It was designed to be updated to keep it relevant and aligned with the evolving needs of policing, and thus we find a new CVF Version 2024 being released earlier this year.

The ‘new CVF’ still outlines the behaviours that police officers and staff need to be effective in their roles while upholding the Code of Ethics. It was developed because research over the past decade has shown the increasing importance of ethical, values-driven behaviours in policing. The College says that the new CVF makes it easier to apply the Code of Ethics consistently across all aspects of police work, from hiring and promotions to professional development, and, when used correctly, the helps ensure that police officers and staff demonstrate behaviours that lead to ethical and effective performance.

The new version of the CVF features several improvements:

• Simplified Content: The framework has been streamlined, with clearer wording and less duplication, making it easier to understand and apply.
• Updated Behaviours: The behaviours, especially those related to values, have been refined to reflect the principles in the new Code of Ethics and to address the needs of a diverse policing workforce.
• Focus on Key Areas: The new CVF emphasises diversity, inclusion, supervisory effectiveness, well-being, resilience, professionalism, ethics, integrity, and collaboration.

What What’s Changed

There is a lot of confusion out there as to what the new CVF means to officers going through a promotion process. To be frank – not much has changed. As you can see from the diagrams below the new CVF is somewhat simpler from the old one, and in my opinion, better for it.

New CVF

Old CVF

What has changed, to some extent, is some of the indicators that sit under the different levels of each competency. You can view the updated indicators via this link. Even these changes are subtle and in many cases no changes have been made at all.

What do the changes mean to you at a board?

Essentially the way you should prepare for a board does not change. The theory and preparation required to be effective in a competency based process is exactly the same as before. All that has changed is the framework that slots into the theory of delivering brilliant competency based interview answers.

Be assured – the bselected theory works with any framework – the new CVF, the old CVF and indeed any local variant used. So, all our coaching courses whether it be a masterclass, personal consultation or online learning programme still help you to be the best you can be and smash your board. You can view our coaching options here

The updated CVF is now available for use, but the 2016 version will remain accessible until May 2025 to allow time for ‘transition’. Policing professional profiles are also being updated to align with the new CVF. While it’s not mandatory for all forces to adopt the new CVF, doing so ensures that the values and behaviours essential to effective policing are fully represented.

It remains to be seen how quickly the new CVF will be rolled out and implemented. From what I have heard many forces have not planned to change and are still using the old version – let’s see how that (and if) that changes over the next few months.

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