FEMALE CHAIRS (CONCLUDING PART)


We were both known in different areas of the force, so campaigning started! I think what probably gave me the edge was that I had around six years’ service left so was able to assure the membership of some consistency. I am now in my second triennial period, having been unopposed in the recent elections.


In your experience, what are the most important qualities a Branch Chair must bring to the role? Honesty and confidentiality! To be a Chair you sometimes have to have difficult conversations, be that with your force, the membership, or other reps. Whenever I am approached by a member for advice, I always start the conversation with the fact that I will be brutally honest about what I think about their particular issue. Most of the time this is all that people want. If that isn’t what they want they don’t approach me again! This goes hand in hand with being realistic. I never make promises that I don’t think I can deliver. Confidentiality is a huge thing for me. The member is trusting me to help them through potentially the most impactful thing in their career, they need to be assured that they are in a safe space and no unnecessary sharing of information will come from me!


How has your perspective or leadership style evolved since stepping into this position? I am a lot more of a strategic thinker now. My role involves balancing the needs of just about everyone you can think of.


What does it mean to you personally to be part of a record number of women leading Federation branches? Being the Chair of the Lincolnshire Branch is up there on the list of my biggest achievements in my career, and to be doing that alongside other strong female Chairs is an absolute honour.


hadn’t been a female on the Inspectors’ Board for a number of years, times have definitely changed.


How can the Federation continue to encourage a wider range of voices in leadership without making representation feel tokenistic? Continue to showcase the excellent work of those in leadership roles who are traditionally underrepresented. This legitimises them not only to themselves but to their members and others within PFEW.


I can bring energy, experience, and a collaborative approach to help take the Federation forward.


In your experience, what are the most important qualities a branch chair must bring to the role? In my view, the most important qualities a Branch Chair must bring to the role are integrity, strong communication skills, and resilience. Integrity is crucial because members


need absolute confidence that their Chair will act fairly, maintain confidentiality, and always put their interests first. Communication skills are equally


LISA FLANAGAN CHAIR , DERBYSHIRE What inspired you to put yourself forward for this leadership role within the Federation, and how did your journey here unfold?


My inspiration for putting myself forward for this leadership role within the Police Federation comes from a genuine commitment to serving my colleagues and improving the conditions under which we all work. Throughout my career in policing, I’ve witnessed both the incredible dedication of officers and the significant challenges we face, from welfare and mental health pressures to ensuring our voices are heard in shaping policing policy. I started getting involved as a local representative, driven by a desire to support colleagues who were struggling


“I’ve stepped forward


because I care deeply about policing, about the welfare of my colleagues, and about ensuring our voices are respected.”


Do you feel the increasing visibility of women in these roles is having a tangible effect on your colleagues, particularly female officers or reps? This election cycle saw us have probably the highest number of female officers that stood. I think this shows that female members know that they have a place in the Federation and has given them the confidence to stand. I was persuaded into becoming a work place rep because there


or needed guidance. I quickly realised the importance of having strong, fair representation and a proactive voice fighting for officers’ rights and wellbeing. My own experiences convinced me that effective leadership within the Federation is crucial to protect our members’ interests, influence change at national and local levels, and ensure policing remains a profession people are proud to join. Ultimately, I’ve stepped forward because I care deeply about policing, about the welfare of my colleagues, and about ensuring our voices are respected. I believe


important, whether that’s listening to members’ concerns, clearly explaining complex policies, or advocating effectively with senior leaders and external stakeholders. Resilience is key because the role can be demanding and often involves dealing with sensitive or high-pressure situations. Staying calm and professional, even under stress, makes a huge difference. Alongside that, empathy is vital. Members


often come to us during difficult times in their careers, so being approachable and compassionate helps build trust and offer real support. Finally, strong organisational and


leadership skills are essential to keep the Branch running smoothly and to support the team of reps. Ultimately, it’s about being a trusted


voice for colleagues and working tirelessly to protect their rights and welfare.


How has your perspective or leadership style evolved since stepping into this position? Since stepping into this position, my perspective and leadership style have definitely evolved.


Early on, I focused heavily on being a problem-solver,


jumping in to fix individual issues as quickly as possible. While that’s still important, I’ve learned that as Branch Chair, I need to balance that hands-on approach with a wider strategic view. It’s not just about supporting individual members but also working to influence policies and practices that affect all officers.


My leadership style has also become more collaborative. I’ve realised the value of drawing on the strengths and insights of my team of reps, rather than trying to shoulder everything myself. Sharing knowledge, delegating effectively, and


37 | POLICE | OCTOBER | 2025


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