Barry is the director of The Center for Excellence in Public Safety Leadership and associate professor of criminal justice at Cardinal Stritch University in Milwaukee. Barry has over 35 years of professional experience, including 31 years as a law enforcement officer and supervisor. Barry also served with the Wisconsin Department of Justice as a senior training officer where he developed the Wisconsin Law Enforcement Career Development Program, a management and leadership training program for law enforcement supervisors.
Barry is certified by the IACP as a leadership instructor in the Leadership in Police Organizations Program. He is a national columnist on law enforcement management and leadership issues, and serves as a consultant to law enforcement agencies. In addition to his criminal justice degree, Barry holds a degree in business and an MS in management.
Full list of Barry Reynolds results
How to lead without draining the life-blood from your officers– 2
General Norman Schwarzkopf “managed” a million different things during his career, and every one of those million things involved people — and before he managed any of those people, he led them
Vision 2029: Policing in the next decade and beyond– 1
The inaugural Vision 2029 police leadership conference will focus on the critical leadership challenges that will define the policing profession over the next 10 years
5 principles to include in your hiring process to set your police agency apart– 10
The messages police departments send to potential candidates are a critical part of the recruitment process
Searching for your next police leader? Look for those that ASPIRE–
ASPIRE compares potential candidates against characteristics most often identified with effective leadership
Succession planning: 5 keys to developing future police leaders–
While we tend to think of succession plans in terms of the chief executive position, they are actually useful in helping us develop personnel for all positions
How do you become a better police leader? Ask yourself these 3 questions– 4
Are you prepared to “measure up” to the image of the police leader that you really want to be?
3 advantages of becoming a values-based police agency– 1
Many departments are migrating from a policy-driven organization to a values-based agency in which behaviors and actions are expected to comply with the organization’s mission and values
Why followership is as important as police leadership–
Just as we expect our best leaders to be highly competent, credible, and genuine, we also expect those traits from the best followers
Unplug and socialize: 4 rules for improving police management–
Whether you are a leader that actively practices ‘MBWA’ or someone that would like to implement it into your leadership strategy, there are four rules to making it work
CAP: A program for police leaders to develop better employees– 1
One of the main organizational objectives within a law enforcement agency is the recruitment, retention, and succession planning of department personnel.
3 rules for managing conflict on your command staff–
Managing conflict in your department can be a thankless task, and if not carefully approached, it can lead to feelings of favoritism, or even serve to reinforce a “us versus them” attitude
4 keys to develop police leaders of the future– 1
Every person within our ranks is a potential star waiting to be formed, and it is never too early to start developing prospective leaders for our organizations
5 strategies for managing your police agency's budget– 2
The annual police department budget process is part of the ongoing campaign of funding and running an organization
Why Drucker’s ‘MBO’ has failed in police management (and how to fix it)– 3
MBO has failed in police organizations due to a focus on performance measure as the outcomes of the process, ignoring the fact that the inputs are the most valuable piece of the MBO puzzle
How to change culture in your police department– 4
Creating a culture of change is about developing a shared sensed of destiny — and enrolling others in those efforts — so they see their interests as being aligned with the organization