The NJ Police Chief Magazine Volume 25, Number 1 | Page 11

The New Jersey Police Chief Magazine | January 2019
EXECUTIVE DIRECTOR’S REPORT
MITCHELL C. SKLAR
My Executive Director’s report for this month is a reprint of a report to the NJSACOP’s Board of
Officers that I previously provided in regards to our Association’s Professional Development portfolio.
In light of the importance and prominence of this Division of our Association, I thought our
membership might find this report of some interest as well.
Report to the Board of Officers on the NJSACOP Professional Development Division
Introduction – The Importance of Educational Programming in Associations
Associations are, by definition, groups of like-minded individuals who come together to accomplish a variety of purposes. A
key purpose of many associations – in particular those like the NJSACOP composed of professionals in complex industries –
relates to professional education and development. Through conferences, seminars, certifications, and other programs,
associations provide opportunities for members (and other important audiences) to learn how to work more effectively within a
particular field. 1
Industry research confirms that members of professional associations highly value the professional education provided by their
associations. In The Decision to Learn and Study, thousands of survey respondents (which included both members and
non-members) affiliated with multiple professional associations ranked “professional education” second, just behind “up-to-
date information” as a key benefit of association membership. 2 A significant case can in fact be made that one of the prime
methods that professional associations provide that “up-to-date information” is by way of a wide variety of learning
opportunities. This is certainly the case for the NJSACOP.
Introduction – The Importance of Educational Opportunities to the Membership
Faced with constant challenges, changing technologies, and a fluid environment, executives must continually broaden their
perspectives and strive for continual professional executive development. 3 Continuing (or Continuous) Professional
Development can be broadly defined as any type of learning that is undertaken which increases your knowledge,
understanding and experiences of a subject area or role. It is the means by which professionals maintain the knowledge and
skills related to their professional lives. It helps keep an individual aware of advances in their profession, and enhances their
knowledge and capabilities. It also helps the individual advance in their career paths and gain knowledge in certain areas over
a span of time. 4
Perhaps the most famous champion of continuing professional development was Dr. Stephen Covey. Habit #7 in his The 7
Habits of Highly Effective People is called “Sharpen the Saw.” Covey writes of meeting someone who has been sawing down a
tree for more than 5 hours. When it was suggested that they take a break and sharpen their saw so the job might go faster
they tell reply they do not have time to sharpen the saw because they're too busy sawing. While the “Sharpening the Saw”
concept goes beyond professional development per se, Covey’s concept of self-improvement can be described as a never-
ending upward spiral of ‘Learn, Commit, Do.”
It is important to note that this is not just for those “on the way up” the ladder of their profession – it is equally true
for professionals with many years of experience in the workplace. Continuing professional development is important because it
ensures you continue to be competent in your profession. It is an ongoing process and continues throughout
a professional's career. It keeps you at the top of your game. You owe this not only to yourself, but also to your employer, as
well as all of those you serve, protect, and lead.
The critical importance of professional competence in an organization’s leaders is not confined to any particular industry or
field. For instance, not long ago leadership development consultants Jack Zenger and Joseph Folkman 5 published the results
of a study they conducted on the skills that leaders need to succeed in their current positions. They surveyed over 330,000
bosses, peers, and subordinates to rank the top competencies from a list of 16 key leadership skills. Not surprisingly, high on
that list was “Displays technical or professional expertise.”
Of course, it could be argued that nowhere is professional competence more valued by subordinates and peers than in what
Gen. Tom Kolditz 6 refers to as “organizations chartered for dangerous missions.” Gen. Kolditz, author of the groundbreaking
book In Extremis Leadership: Leading as if Your Life Depended on It (Jossey-Bass) was chair of the Department of Behavioral
Sciences and Leadership at the U.S. Military Academy West Point for 12 years, where he was responsible for teaching,
research, and outreach activities in Management, Leader Development Science, Psychology, and Sociology.
After joining the West Point faculty in 2000, Kolditz began a program of empirical research into what he soon dubbed
in extremis leadership. Using a variety of research methods including observation, interviews, and surveys (this is
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