Saunders seen as choice of average officer
Veteran leader noted for his rapport with colleagues, which helped him edge rival
In an interview shortly before being named Toronto’s next chief of police, Mark Saunders stressed the importance of having the backing of the rank and file.
“If you don’t have the proper support, if you don’t have people who want to work for you, it will create gaps,” Saunders told the Star last month. “When you’re engaged in an industry where life and death is on the line, unity becomes one of the strongest factors for success.”
In the end, the race to succeed Chief Bill Blair came down to two very different internal candidates: Saunders, who spent more than 15 years on the front lines before moving into management, and Peter Sloly, also a deputy chief who has spent much of his policing career in supervisory positions. The job notice for the chief’s job explicitly stated the candidate needed to be someone who could encourage creative problem solving and lead cultural change “with the support of your uniformed and civilian teams.”
On that score, Saunders tipped the scales, said a source familiar with how the search unfolded.
“There was a feeling that he (Saunders) can establish a rapport with the rank and file and the same couldn’t be said of Sloly, who was always more on the corporate side of things,” said the source.
Key to his pitch was that he would be a “change manager” with the support of the troops.
In his application letter to the board, Saunders wrote that he has the ability make appropriate decisions, “often under great pressure,” while “operating in times of austerity where community safety and frontline morale must be maintained in the face of necessary and innovative budget cut-backs.”
He also promised innovative ideas on cost savings, as “someone who will break down barriers, will chal-
“He overplayed. His overt approach to getting the job rubbed people the wrong way.” ANONYMOUS SOURCE TALKING ABOUT PETER SLOLY
lenge the status quo, and will ask why not as opposed to why.” That was a winner with the board members.
Saunders and Sloly’s strikingly different approach to landing the job was another factor in the former’s success, said the source familiar with the search. Saunders’ did exception- ally well in his first interview, while Sloly, a more polished speaker, was “lacklustre,” the source said. (One homicide detective who has worked with Saunders says he is known for knocking it out of the park when it comes to job interviews.)
As the time got closer for the decision, Sloly’s supporters ramped up the “external noise,” the source said. There were pro-Sloly editorials and letters published. Several black organizations issued formal endorsements and urged others to send supportive emails to board members including Mayor John Tory.
“He overplayed,” said the source. “His overt approach to getting the job rubbed people the wrong way.”
By contrast, Saunders’ bid for the top cop’s job was much more low-key — so low, in fact, many inside the force were unaware he’d thrown his hat in the ring.
Perceived as the underdog, Saunders was, however, quietly backed by powerful allies including Blair and the Toronto Police Association, despite protestations to the contrary. More skeptical observers suggest Saunders carried the day because he’s the status quo candidate fa- voured by the conservative police culture.
On Monday, after the announcement was made, a relaxed looking Blair called Saunders, who has served under him as deputy chief for the last two years, “a remarkably capable man and an excellent choice to succeed me as the chief of Toronto.
“He’s a smart guy and he knows where he wants to go and what he needs to do,” Blair said. He added Saunders is someone “who can really bring a team together . . . he’s eminently respected by the men and women of our service.”