Name: Rui Coelho de Moura

Title: Superintendent | Behavioural Coach | Transformational Change Consultant

Organisation: Public Security Police

Coach certificado MGSCC (2021) - Certification in the Stakeholder Centered Coaching™ Process – Marshall Goldsmith Oficial de Polícia - Superintendente

▪ Comandante do Comando Distrital de Coimbra da PSP (AGO2018-Presente)

▪ Chefe do Gabinete de Estudos e Planeamento da Direcção Nacional da PSP (JAN2010-AGO2018)

▪ Chefe da Divisão de Policiamento e Ordem Pública - Departamento de Operações – Direcção Nacional da PSP (JUL2008-JAN2010)

▪ 2º Comandante do Comando de Polícia de Coimbra (JAN2003-JUN2007)

▪ JUL1995 – JAN2003 – oficial da PSP com desempenho de várias funções operacionais, de formação e de planeamento operacional e organizacional Doutorado em Gestão, especialização em Recursos Humanos e Comportamento Organizacional: "An emotion-based model of criminal investigators’ competences in Polícia de Segurança Pública" - ISCTE-IUL (2018). Mestre em Administração e Gestão Pública: "A inteligência Emocional no Comando e Liderança das Esquadras da PSP" - Universidade de Aveiro (2011) Licenciado em Ciências Policiais – Instituto Superior de Ciências Policiais e Segurança Interna, antiga Escola Superior de Polícia (1990-1995)

Thank you to the 2,000 leaders who’ve generously done the 7 Questions on Leadership!

We’ve gone through the interviews and asked the best of the best to come back and answer 7 MORE Questions on Leadership.

I hope Rui's answers will encourage you in your leadership journey. Enjoy!

Cheers,

Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Always using frontality, honesty and respect.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

The vision is where we want to get to. The mission is the purpose of our existence as an institution. Currently, it is a challenge because we live in a VUCA and BANI world. Political, economic, societal, technological, and environmental dynamics interact with each other with immediate impacts, making it challenging to maintain defined plans.

3. How can a leader empower the people they're leading?

By delegating, involving, trusting, and managing insecurities, expected resistance to change, errors, or failures.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

My father, my brother, and my wife are my mentors. My coaches are all the people I have worked and work with because they help me to be a better person and leader.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

I maintain focus on my role through effective and efficient time and work management, with the involvement of my work team

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

I plan using time and work management techniques, aligned with the business plans that are defined

7. What advice would you give to a young leader who is struggling to delegate effectively?

It is important to trust the delegate, convey that trust to him, support him whenever he requests it, and assume that mistakes or failures are learning experiences.