Based on an article I recently read, written by Michael Keller, whose interpretation of the P.O.L.I.C.E. acrostic I found very useful. The positive character traits of law enforcement I’ve shared for more than 2 decades, are nicely captured here. Further, Keller’s treatment of ‘strategic leadership’ resonates with existing analogies of the shelf life of leadership tactics, techniques, procedures and practices. Simply stated, what has worked in the past under certain circumstances, may be invalid today, even under similar circumstances…the shelf life has expired.

These are some of the reasons I strongly support a continuous review of an organizations strategic plan; as with strategic leadership, one size does not fit all. Don’t hear what I’m not saying, I am not suggesting that there is little value in past practices. Nor am I insinuating we mothball those who came before us. Instead I’m merely pointing out what everyone should know, a successful leader must be more than a “one trick pony.” 
Strategic Leadership, similar in some respects to strategic planning, is about action, not just a written document that all to often sits on a shelf or in a drawer and is very rarely reviewed. Strategic Leadership is a daily process that should be reviewed at staff meetings. Effective Strategic Leadership is a fluid, dynamic process that requires constant vigilance. Integral to the success of Strategic Leadership is the P.O.L.I.C.E. Leadership Methodology:
P: Planning
O: Organizing
L: Liability/accountability
I: Information/communication
C: Control/accountability
E: Ethics/integrity
The P.O.L.I.C.E. Leadership Methodology ensures that the Strategic Leadership process is grounded on a foundation of accountability. With all of the scandals surrounding CEO’s of both public and private organizations, accountability to all stakeholders has come to the forefront and should make Strategic Leadership very attractive to the professional executive.
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Dr. Eugene Matthews

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