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Giving As Much As We Have

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"True heroism is remarkably sober, very undramatic. It is not the urge to surpass all others at whatever cost, but the urge to serve others at whatever cost." – Arthur Ashe

The facts are not in yet from Asheville, yet I can say this with certainty.  A man, just like any of us, woke up the other morning and got ready to go to work.  He probably went through his morning routine like we all do, kissed the wife and kids, drove to work, and reported in.  He likely threw his gear on the rig and checked out his equipment, without a thought that in a few hours he would be gone.

As the Bible says, we do not know the day nor the hour.  We need to prepare as if every day were the day.  But our choice to serve isn't for the money or the fame or the worship as heroes.  We know these things aren't the reason we do the job. And as Chief Croker said, the greatest act of heroism is when we don that badge; after that, it is what we are expected to do.  Hopefully we are never called to sacrifice our lives in the line of duty, but God fobid, if that event occurs, we should make that sacrifice only to save another.

Continue to reach out to these folks and to the families and friends of our other departed brethren and keep them in your prayers.

Asheville NC Fire LODD

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Condolences to the Asheville Fire Department and their family and friends after the untimely death of Capt. Jeffrey Bowen in the line of duty.  Please keep these individuals in your thoughts and prayers through this tragic time.  Also continue to pray for the rest of the firefighters injured in this tragedy.

Zen Zone #13

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We took Caroline on a Ferris Wheel for the first time, along with her two sisters.  It was big and there was a lot of commotion with the crowd and the other rides.  She was tentative at first and I was watching her eyes as she was taking it all in.  She sat in my lap and clung to me in fear as we made the first few rounds.  While she was crying, it wasn't hysterical crying, and we all kept reassuring her until she finally turned around and saw the Ocean City Boardwalk's lights and sights trailing off to the north.  She dried her eyes and was immediately enthusiastic.  By the time she got off the ride, she was so excited she could hardly contain herself.

By opening her eyes and realizing that there were people sharing her experience and reassuring her through the process of the change, she took a good look at her new perpective and understood the additions to her environment were good ones.  She could see many more things, the breeze was delightful, and we were all around her.  She took a leap of faith, unsure of what opening her eyes would entail, and found a whole new world.

Change, often enough, requires risk.  There is the risk of danger and harm, but more often than not, it is the risk that things will not be the way they once were, which is uncomfortable and scary in its own right.  Let go of the past and look forward.  You can't improve on what was, but you can always make the future better by being there for it.

Zen Zone #12

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The dichotomy of being "part of the gang" and being the leader the other day reminded me of a story: A student sought a teacher to instruct on the path to enlightenment. When the teacher agreed and indicated a meeting time, the student informed the teacher that he had a conflict, as he had another appointment with another teacher on that day.

The teacher then told the student he could not instruct him. "If you are hunting rabbits", the master told him, "and chase two, you can be sure to catch none."

Zen Zone #11

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Paraphrased from Zhuge Liang in Mastery of the Art of War:

“Thus the intelligent think because of this; the mettlesome fight because of this: Where you see the enemy to be empty, proceed; where you see the enemy to be full, stop. Do not look down on others because of your own elevated rank. Do not oppose the common consensus with personal opinions. Do not turn from the loyal and trustworthy through the artifices of the skilled but treacherous. Do not sit down before the soldiers sit; do not eat before the soldiers eat. Bear the same cold and heat the soldiers do; share their toil as well as their ease. Experience sweetness and bitterness just as the soldiers do; take the same risks that they do. Then the soldiers will exert themselves to the utmost, and it will be possible to destroy enemies.

Advance and retreat are a matter of timing- military affairs are not directed by the ruler but by the general.  Therefore, in war, there is no heaven above, no earth below, no adversary ahead and no ruler behind.  If generals can be like this, people will be willing to fight when they give the orders, and the enemy will be defeated before any blood is shed.  Look upon your soldiers as beloved children, and they will willingly die with you.”

Zen Zone #10

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Before we engage others, we must first engage ourselves. If we do not understand our own desires, strengths and weaknesses, how are we to understand the same in others.  When we see conflict, the first place we should look is in our own heart.  First ask, "What might I have done to make this happen?  What possible issue could someone have with my position?"  If we can see things from the other person's perspective, we can better understand.

Even if, after serious introspection, we find ourselves to be in the right, the act of looking at our argument from another perspective can provide us with insight to help win the minds of others.  If you can understand the conflict from the eyes of the adversary, it too can help us to understand our own desires, strengths and weaknesses. 

Stopping the Loss

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I stopped at an article on NPR.com to see if the article on "An Unrepentant Charlie Sheen" would bear fruit, in regard to a fresh idea.  While his behavior has become like watching a train wreck in progress, I think there are lessons to learn from the leadership side of things, especially in dealing with difficult employees.  

Lo and behold, a quote from the author, Linda Holmes, describing the actions of the management team for Two and A Half Men.  From the article: "They [the management team] voluntarily ripped a key piece of machinery out of one of the most successful money factories on television.  Things actually got that bad."

That's not "#winning" folks.  That's stopping the hemorrhage. At what point in your wildly successful organization does the presence of a key individual become so dysfunctional that you just have to say, "Enough"?  Conversely, I know people who say they would work for any psychopath Chief if the money were right.  But there comes a time when a line must be drawn, as has allegedly occurred in Weirton, WV, according to a post by FireGeezer.com.  

It's tragic that there are people who are "in charge" who exhibit this kind of behavior.  While this individual may have some other issues we don't know about yet, I know of ex-chiefs of departments who have fought employees, threatened them, or just acted like total sociopaths. I know business "leaders" who act similarly to their employees.  Years ago, I had the opportunity to work for one of those psychopaths I refer to and frankly, I took the inconsistent, hypercritical, hypocritical direction for a period of time, then ultimately, parted ways.  I have always been considered a pretty decent employee, if I say so myself, but this guy made no sense to me whatsoever and I knew I could do a better job for someone who was a little more balanced.  So I left.  Ultimately, so did he, but that's a story for another time.

I tell you all the time about leadership and mentoring.  I am positive that even as a buck recruit you can influence and impress others where you can in fact, be considered a leader through positive contributions.  But there are just some people who happen to rise to power and are either corrupted on the way, or didn't have a good sense of values to begin with, who should simply not be in a leadership position.

And forgive me for saying so, but there are people who may have all the right intentions, but simply don't have the chops: they may lack command presence, or conversely, may be too overbearing.  But I can work with someone if they are pointed in the right direction and are willing to allow me to help them go in that direction.  But if we are diametrically opposed in our vision and our values, someone is going to have to change or go.  Unfortunately, in some cases, it might be the forces on the side of "good" having to leave because they can not positively influence the direction the organization is going in.  And no amount of money, fame, or awards will change that.

When you have just started out somewhere, it may be immediately apparent that this isn't the place for you and cutting your losses can be a little easier.  But aside from the investment you have made in an organization, when you have been in the business long enough that you have built up some chips and got your resume positioned correctly, it makes the decision tougher because you really do believe you can turn things around, if you happen to get the chance.  

Successful warriors are so because they choose their battles wisely.  They seek advantage in terrain, timing, and resources.  They attack when they see weakness and they withdraw when they sense resistance.  Just as a skilled butcher doesn't chop through the bones lest he damage his knife, he finds the joints and cuts through those at the weakest points, making the job easier and extending the life of his blade.  So should we seek our opportunities to advance and withdraw, to put forth ideas to improve the service we provide, or back off until the timing is right, or we have the right analysis of our idea, or we have the resources to fund the concept.  But when those elements aren't ever made available, a decision has to be made.  

As I asked earlier, at what point in your wildly successful organization do things become so dysfunctional that you just have to say, "Enough"?

 

Zen Zone #9

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Capt. Tom, over at EMS12lead.com, was relating to me an analogy a while back.  He was discussing a symposium where Chief  Kelvin Cochran posed that to further the forces of the positive side, individuals had to "get off the fence" and "choose a side".  In short, if you aren't actively professing your allegiance toward the organizational mission, then you are effectively working against it.

If you think about it, the side that serves the best interest of the community is the side you should be taking.  The only people  permitted to define the "good guys" should be the people who are paying the bill.  If what you are doing doesn't serve the best interests of the public, then you are working against the mission.  Make it about the people you serve and you will win every time.

Zen Zone #8

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I could make a case for purchasing snow removal equipment for our community based upon the "Blizzard of 1989".  We had six inches of snowfall on sunny Hilton Head Island over the Christmas weekend.  I could put chains on our apparatus.  I could even purchase a snow blower for my home.  Realistically, though, we never had such a significant snowfall before that day, nor have we seen it in over twenty years since.  

We have to carefully balance risk versus the likelihood of occurrence.  Of course, if it snows and I calculated that we didn't need snow removal gear, some will be quick to point out that I have no idea of what I'm doing.  If I buy snow removal gear, those same individuals will be quick to point out again that I have no idea what I am doing.  There are those who understand and there are those who do not.  If you are going to be the Chief, it helps to have thick skin.  But in the long run, do what is best for your customers; making decisions based on observation and experience is the key.

Zen Zone #7

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Successful change depends on strong leadership. Be open to different ways of collaborating. People process change differently and we must recognize and acknowledge the dynamics of change. Change is uncomfortable and many respond to it as a loss. Being open minded to other perspectives will entice creative responses to the issues.  But importantly, we must acknowledge that to begin something new, we have to end what was. Let go of the old identity and embrace the new one.

 

 

Zen Zone #6

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Sun Tzu was not a king or a member of any of the principal families of nobles.  He earned his reputation as a mercenary warlord after a friend recommended him to the court of the King of Wu.  As legend has it, the King asked Master Sun if he could train anyone, even concubines. Master Sun said he could; when the women refused to obey his commands he had their leaders beheaded. After that, all of them performed flawlessly.

When you say "I can't", is it a result of not knowing or not willing?

Buddy or Boss?

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Occasionally in a new batch of officers, that dilemma is brought up.  "How can I be that officer I always looked up to, yet not alienate my friends?"  Well, here's the down and dirty; It can never be the same again.  A friendship is built upon a foundation of equality and trust.  And depending on the level of leadership you happen to be in, there are differences between the leader and the follower that transcend the ability to appreciate strategic vs. tactical decision making.  On a day to day basis, this relationship may not be an issue.  In the long run, however, I can guarantee you that you will be required to make a decision in the best interest of the whole that isn't going to sit well with a particular outlook, and that friendship will undergo some serious challenges.  

 I have heard all the arguments.  While you may be saying, "I'm currently friends with my supervisor and everything is fine", my response is that if this is the case, you are doing well.  Many bosses say they can remain objective, and fail miserably.  If your "friend/boss" would still call you in the office and read you the riot act just like he or she would to anyone else when you deserve it, then perhaps you are onto something.  And if you have that kind of relationship with your officer, I think it is great.  But it's like I have alluded to in a number of posts, these three simple rules of supervisor/subordinate relations must come to bear:

  1. I am your boss.
  2. If we can maintain that relationship and we can both be objective when it comes time to be, great, I'll be your friend too.  
  3. If not, see Rule 1.

If you are the informal leader of a group and suddenly, you are the boss, it is going to put an amazing strain on your relationships with these individuals unless you are willing to stand back from the emotion and do your job.  

Let's go back to a little comparison and contrast.  Think about being a parent of young children.  You can be a parent and make the occasionally tough decisions that leave your children angry with you and while it hurts, you know you are doing the right thing.  But you can't be their friend and do that: friends are equals, contemporaries, peers.  If you were to approach a sticky issue with your child as a friend, do you really believe for a second that they will respect your authority?  

If you are a truly enlightened leader, the whole point in having authority is to use it to lead, coach, educate, and direct others.  If you don't believe that to be true then maybe you should take a long look at your relationships in that regard.  That's not to say, again, that you can't be a friend to your child.  As individuals mature emotionally, they recognize logic and the difference between right and wrong.  They have experiences that permit you to engage them and they can learn on their own.  But in dealing with those who are ambivalent about the difference, or have immature tendencies, or simply lack experience in understanding the difference, if you act as a friend rather than as a parent, don't be overly surprised if your children make the wrong choices because you were overly permissive in the attempt to be their friend.

I have myself been guilty of allowing a friendly relationship to cloud my view of how an individual is performing, or in some cases, even in how I respond to their actions when I give them news they don't care to hear, or challenge them with a task they think is objectionable.  I have a tremendous amount of respect for team cohesion and I understand and encourage cohesion as a force multiplier.  But there is a delicate balancing point between cohesion and fraternization.  In an emotionally mature adult, the lines can blur a little more because individuals can process the logic.  In the less mature adult, sometimes what seems to be logical is instead addressed with a great deal of emotion.

As a boss, you will have to make decisions that are occasionally not well recieved by the troops, especially if you are the one who is pushing for change in organizational culture.  As we have also said repeatedly, change is not something that comes easily in a lot of cases.  If it were, it would happen all the time and without resistance.  Consider the fact that you can be an honest, fair, and educated boss that people like to work with, have a lot of respect for, and consider a "friend".  But ultimately, when the hard part of the job comes into view, part of having integrity as a leader is reaffirming to the troops that you will always act in the best interest not of the organization or the personnel, but in the interest of the customers you serve.  If you can do that, no decision you make will be wrong, and people may disagree, but will have to do so respectfully, because service to the customers is the ultimate objective.  

Do yourself a favor as well as your subordinates. Choose what is best to serve the customers you are charged with providing for.

Zen Zone #5

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You can not force a change in the way you address challenges, you can only change your outward approach.  If you try to go outside of your natural way to handle problems, the solution will be forced and not last.  We can change our outlook, we can seek enlightenment, we can improve our mindfulness and the way we seek our answers.  But in the end, we will be who we are and anything else would be denying our true nature.

Follow the stream and let nature take its course.  Water will seek its own path and you should be the same way. Follow your intuition and act according to your own way.

Zen Zone #4

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Every movement in the grass is a potential meal for a hawk.  Every boat in the sea, when it comes up on a submariner's radar, is a potential target.  Every plane in the sky, to a fighter pilot, a potential combatant.

Every chance we have to engage is an opportunity.  When we see a building, it is burning.  When we see someone sick or wounded, a patient.  When we see a hazard, it is a rescue.  When we see a leadership vacuum, it is a chance to lead.

To the warrior, every opportunity is an opportunity to learn.  Failing to seize those opportunities shows a lack of resourcefulness.

Zen Zone #3

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My youngest daughter came to me this morning with a sponge she said was "broken". When I looked at it, I showed her it was dried and cracked, but when we wet it, it became useful again. Each of us is like this; when we are unused, we dry up and become stale. When we add experiences, education, observation, we become renewed and pliable again. Honora looked at me and said she knew that already.

This idea isn't new to any of you either. So why do we continue to resist it?

It Is So Smoky That…

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This has certainly been a summer of smoke. While the Western and Southwestern parts of our nation seem to always have a number of big wildland fires going on, I don't know for sure what their lingering smoke issues might be. Here in the Southeast, the smoke from smoldering fires in Florida, Georgia and South Carolina seems to settle in overnight then disappear when the wind shifts.

It is so smoky that:

  • Upon arrival at a cardiac call the other day, the first arriving company announced "smoke showing".
  • The osprey have found that they enjoy the taste of smoked fish.
  • My children have learned how to blow smoke rings.
  • We can do smoke drills in the bay; just need to open up the bay doors.
  • Mowing the lawn constitutes work in the IDLH and requires two-in two-out.
  • I had a crew exit a working fire and had to re-don their SCBA to go into REHAB.

It could be worse: it could smell like Jakarta. But the good news is that this is NOT auto exhaust and smog, or the smell of burning garbage, or even better, roast tire.  So if you have your own observation, feel free to share.  Otherwise, have a great day and thanks for reading.  Pass it on.

Zen Zone #2

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Professionalism begins at using our skills, abilities and past experience to improve service quality and to provide excellent service not just to the taxpayers, but to our colleagues.  If you don't like the thought of referring to these others as customers, that's okay.  Just think of them as human beings who need your help, because really, that's exactly what they are.  How you label them is your choice.

Thought For The Day

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A poor leader is like a parked police car with nobody in it. There is hope that the presence of authority will solve the challenges, but the reality is that it is simply a placeholder for real leadership.

The Prankster As Leader – It Doesn’t Work

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As a follow up to some issues I discussed on my last post, I submit to you this case study:  I have never called our Dispatch to have anyone sent to a false alarm.  Years ago, however, I was prompted about the crew on one of our medic units at another station complaining all day about being the next on rotation for any out-of-town transports. When I called the station to ask a question on another matter, the officer asked me to call back and inform the medic crew that one of these transports were getting ready to go. Ultimately, when the prank was revealed, everyone had a good laugh.

A few shifts later, we did end up with one of these transports and the same crew was back on rotation.  I called the station to let the crew know what was going on.  I hung up from that and went back to my computer.  After a few minutes, I still hadn't heard the medic unit check in on the radio.  When I called the station to find out what was going on, I'll bet you know what the answer was. That day I learned a lesson the hard way.  The lesson: Don't give someone an order and then, when something unusual comes up, expect your orders to be followed without question.

Individuals who become supervisors, and subsequently leaders, must understand that when they play pranks like that, the result is that people don't see you as credible. I do have examples of officers who have been able to be pranksters and be credible, but they are VERY far and few between.  In retrospect, a friend and colleague who I consider one of the best officers I have ever worked with was one of those.  But my observation is that he had the ability to pull off pranks that didn't require his active involvement.  And while never calling attention to his ability to pull a fast one, he wasn't the class clown either.  

Conversely, there are those who when they pull off the joke, they have to be in the middle of it.  This obviously detracts from their respectability.  They are not seen as credible.  The crew just sees them as an extension of themselves, with some added paperwork responsibilities.  When it comes to playtime, these characters are right there in the mix, setting someone up for a "bunny tail", throwing someone else's car keys into a bowl of water bound for the freezer, or throwing a bucket of cold water over top of the shower door on some unsuspecting boot.  And what's even worse is that when the officer engages in this behavior, it also means that to be a good sport, you must be okay with being the mark in some of the practical jokes. Otherwise, the argument is that you can dish it out, but can't take it, and depending on how you react, you may very well end up looking foolish, which certainly isn't going to do anything for your respect.

There are ways to not be a prankster and not be seen as a tight-ass either.  We have a long standing "tradition" of wetting individuals with ice cold buckets of water when they get promoted.  The day I got the official letter, I overheard some of the crew debating the wisdom of wetting me, since I don't engage in that nonsense.  But when all the work was done that day, I finished up a report, walked out into the kitchen and said, "Okay, if you're going to do this, let's do it and get it over with."  

Each of the other six guys at Station 6 that day got a shot at pouring ice water on a newly minted chief officer (see the picture).  I'll admit it was cold and that it took my breath away.  But I sat there and when they exhausted their last bucket and they were all standing around, I shook the ice off my shirt and stood up.  I then asked, "You guys done?"  They all acknowledged that they were, I simply said "Thank You", went inside to my rack and changed into a dry uniform.  Then I went back to my office to finish up my evening reports with a smile and a business as usual attitude.

Likewise, if you have that kind of attitude and someone does take a chance to pull one over on you, the best bet is to maintain a sense of humor about it, but remind the entire crew that it isn't smart to prank the chief.  I've said something like, "Are you sure turning the heater on high in the chief's car is a good career move?", which gets some light laughter, but everyone gets the point.  Later you can take the individual aside and actually use it to discuss this very same lesson here with them, so that perhaps they learn from it for when they become an officer. 

When you are a leader, it requires you to not take yourself too seriously.  But if you are busy dreaming up new practical jokes rather than dreaming up new training scenarios, the likelihood that you will be given the respect you desire as an officer is going to be slim. Officers who engage in practical joking with their subordinates are only asking for reciprocation; the biggest downside is that reaction may come at the time you least want it to.  Best to leave the funny stuff to the kids and stick to being the responsible adult. 

Grow Up

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Photo taken from imdb.orgLet me begin by saying, I am the number one fan of Animal House.  I would never do anything to disparage the film or any of its characters.  And I am not being Dean Wormer here.  But it's time to put that little part of our lives behind us for a moment, although it is a part of me I can never quite leave behind.  So here's a little test.

Consider the events in Holyoke, MA over the past week or so. If the action you are about to take would cause undue embarrassment to you or your organization, or your family and loved ones, would you still do it? If your action was the cause of something that makes the front page, or the national news, and it's not something you are proud of, would you do it? If the action you are about to take would invoke criminal or civil penalties against you, would you still do it?

What happened here was a very innocent practical joke on the part of an interim chief.  I feel badly for him and I really don't believe this chief to be an idiot (as some have stated) or a criminal (as others have), or even a bad guy.  I don't even know the man.  But what he did, especially in the anti-public servant climate within which we are currently suffering, was not exercising good judgment.

There is nothing about this incident that suggests that anything happened here other than an attempt at a little levity, albeit at the expense of violating the laws about calling in false alarms.  Am I judging the man or his actions?  No.  I don't know all the facts, although they seem pretty apparent on their face.  Do I understand the mentality?  Yes.  I have moved a fire engine parked at the supermarket to the other side of the parking lot along with a few other practical jokes. But the next blog post will be all about THAT angle regarding leadership, so stay tuned.  I don't believe anything other than that this was a practical joke gone wrong. 

But in light of this incident, maybe instead of testing someone's physical fitness, their aptitude for reading a sentence, or the many other things we should be testing and aren't, maybe we should put at the top of the priority list, a test for maturity.  Because other than the only test that seems to be important in some departments these days – that would be the ability to fog a mirror – we insist on knowing all these important things about how much someone can lift, or how fast they can run stairs, or how fast can they calculate 2+2 and we miss out on what seems to be the heart of our industry's problem.  If you haven't picked up on it, that would be a test for whether or not the individual we are about to hire or promote is capable of objectively separating their inner teenager from the responsibilities of adulthood.

Again, lest you think this is all about pranksterism, there are actually many examples of where a certain level of maturity is important, and why it's not a good idea to have people associate with us that think it is okay to video someone lighting fireworks out of your ass.  The public perception these days is swinging toward the "bunch of overgrown kids pretending to be important" side and away from the "upstanding citizen who is here to keep us safe" side.  While some of our colleagues might not see that as being important, the public, when choosing to spend their hard earned dollars, are really not interested in sending money in the direction of waste and frivolous behavior.  They want to be reassured that the individuals to whom they are entrusting their tax dollars are responsible, thoughtful, and perceptive.  People who are making the news wire for setting fires, calling in prank false alarms, stealing from treasuries, and any other number of violations of society, are NOT considered as being responsible, thoughtful or perceptive.  In fact, if this is news to you, haven't you probably ALSO been the ones complaining because the public doesn't love you anymore?  Acting like you are still a member of Delta Tau Chi is not okay when you pin bugles on your collar (and I am the number one Animal House fan, remember?)  Sophomoric behavior is best left to sophomores. 

There are a number of us who are frustrated with the eroding public trust that comes about when certain participants in our field act like a bunch of day care refugees.  The failure for some to consider the ripple effect their actions have on others is incredible.  We are in a real struggle to define the fire and emergency services.  There are daily reports of communities downsizing departments, "renting" them out (that would be privatizing them), or simply reallocating funds that would have been spent on fire and emergency services to other competing interests.  We are at war here for our very existence, and every negative report is used against us, implicitly or not, to give rationale as to why we (fire and emergency services) shouldn't get the support we need.

There is no need to comment that I'm sucking the fun out of the job.  Right now, we need to be working harder than ever to save our standing in the community, be it as a career or volunteer professional.  We definitely don't need our own people shooting our efforts in the feet.  Fun is when we can come out of a good worker safely, with a smile on our face because we did a good job; or high-fiving in the nurse's lounge because we just pulled an asystolic patient out of their nose-dive and they are sitting up talking in Bed 2.  Fun is when we are on the training ground joking around with each other while resting after a particularly challenging evolution.  

Grow up. Fun doesn't come unless you earn it.  It's not fun being a loser.  You can have fun all day long, but in the end, if you haven't accomplished anything, you're just one more clown among many.  When you are truly professional, you can work hard and have fun at it too.