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The Right Stuff

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I have been following with interest the discussion of a National Firefighter Code of Ethics.  The other day I saw that Ken Willette, the Public Fire Protection Division Manager at NFPA, blogged about the one written by the Cumberland Valley Volunteer Firemen's Association this past year.  Being obtuse, like I often am, I had actually never gone to the FirefighterBehavior.com blog although I have seen some of the well-written articles that have come from posts on there.  Nothing like going to the source, huh?  Well, if you haven't done it, you need to go yourself, and when you are through, being the fire service leaders I sense you are, send your people there as well.

But this doesn't stop at the fire service.  In fact, as I have said many times before, there are lessons to be learned from a brotherhood of individuals who, as recently as a decade before, were considered to be the last bastion of integrity, honor, and valor in a society in which those values have been eroding daily.  The ever-decaying values in the fire service are an excellent case study, and many questions can come from how we went from where we were to where we are today.

And I am not suggesting that the entire fire service lacks these ideals; we just have not been very good at removing the elements from our midst who do not embrace those same values.  Well, our profession (and for the uninitiated, this refers to both career and volunteer professionals in the emergency services business) has been challenged by a number of external forces that, to the casual observer, seem to have affected the type of person we are getting to replace those who have gone on to other places.

Emergency response, paid or not, is very much a value-driven occupation.  Just because you show up and put out a fire or lug someone to the hospital, is irrelevant, despite the arguments that we are not customer oriented.  If anything, our business is all about the customer, because frankly, we tell people all the time that we can replace their material objects, but we can't replace the people.  We say this is the reason we rescue first and not salvage first.  But ironically, we have many of the same people saying that we shouldn't consult with our community in the spirit of partnership, or that we know better than they do what they need, or even more cynically, that their observations regarding our service and the way we do it doesn't even matter.

Therefore, there is a profound need to make sure the people we bring in not only have read and signed a memo telling them what our ethics happen to be, but that they LIVE these ethics.  That they BREATHE these ethics.  That they BELIEVE in these ethics and that they are proud to associate with others, a brotherhood of others, who feel the same way.

A while back, I happened upon a rollover in another jurisdiction while off-duty, and stopped to see if they needed any help. The driver was already on the way to the hospital, and the crews were just picking up debris, but I know a lot of firefighters in that jurisdiction, so I was really just chatting before heading on.  In the corner of my eye, I saw a firefighter pick up a phone on the ground.

I don't know about you, but my cell phone wasn't cheap, and they aren't indestructible either.  Plus, even if it is just damaged, you could still get the contacts off of it, etc.  But the firefighter opened up the phone, laughed to himself, and THREW the phone into the damaged car.  Not gently, mind you, but enough that it broke.  Since it wasn't my jurisdiction, but everyone there knew me, I walked over and picked up the now damaged phone, then handed it to a trooper.  I glared at the guy on the way by, but I didn't say anything. But I let him know that this was unacceptable, at least in my department.

I won't say that we don't have any of those types in our organization, but as Capt. Tom and I were saying the other day, the balance has been strongly tipped in favor of the "good guys" for a while now, and we continue to drum our organizational culture into those who don't get it.  But these values don't come naturally to some and frankly, do you even want to take the chance of trying to drag a member to that place, or should we look first for those with the right stuff, and then TEACH them to be a firefighter?

If I were advertising, I would say that if you revel in someone's misfortunes, or if you like the power of being a uniformed public official, or if driving in total disregard of others appeals to you because you have lights and siren, you probably shouldn't apply.  There's nothing at all wrong with chasing the adrenaline, but it certainly needs to be kept in the perspective that you will take on a challenge to help others, not to wish it on people so you can get your fix.

If we really believe in our brotherhood, our profession, as a calling rather than just a job, we need to take a look at who we introduce to the team. So long as we continue to permit those who are among us to soil our ranks because they fill a spot, we will continue to tarnish the image we used to be proud of.  I, for one, prefer that when I go to see my kids at school, they consider firefighters to be worthy of admiration, rather than another person they can't trust.  There's a lot of that going around lately, let's not let it happen to us.

Posted by on February 4, 2012 • Filed under: administration-leadership, Command & Leadership, customer service, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

A Waste Of Time

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I fell asleep at my computer last night.

I am working on a project that has pretty much occupied all of my time over the course of the last three shifts. I think, in retrospect, that the reason that I am having to embark on this dreaded project is simply that a great number of people failed to understand that their actions or inaction created a mess that someday would have to be unraveled.

The mess doesn't even go back a short while.  When I say a great number, I am talking about numbers probably nearing a hundred.  Anyone close to this project that knows that I am talking in circles and understands the scope of this project might disagree with me, but I see the failure in my own interface with the situation, and I see the failures in many others who permitted the condition to occur, knowingly or not.

In a microscope, closely examining one piece of the puzzle, you might not even notice the problem exists.  But when you step back and look at the larger picture, you can see it is definitely crooked.  There are warning signs printed all over this and frankly, they were ignored. But they are insignificant when you step back even farther and realize that any problems we face today could have been avoided had individuals assumed some responsibility and did the right thing early on.

One of the principals in this project called out everyone else on the team and with good reason.  I say that because he is absolutely right; the system failed us.  Or to be clear, we failed the system, because it wasn't all to be blamed on the way we manage these situations.  Instead, key stakeholders ignored critical information.  They felt like status quo was acceptable. Or perhaps they felt inadequate to address the most pressing challenges.  I told this individual that while the historical aspect of how we got to this place is important, just to put the picture in perspective, who to blame is irrelevant. The situation is what it is and you can't unring a bell.  We must look forward.

Those of you reading this might assume you know what I am referring to, but I am suggesting to you that you re-read it and ask yourself, "What am I doing that is creating this same situation today?"  Because if you are honest with yourself, there are any number of issues I have to deal with that follow this chain of events and I am sure I am not alone.

I have quoted my father on any number of occasions in this regard, probably the quote that will stick with me for the rest of my life: "Do it right the first time."  Had we addressed the issues when they were small, had we fixed the leak, had we prevented the spark, had we communicated the concerns, if we had done any of these things, would they have corrected the problem before we got to this disaster we now embrace?

Let go of your concerns for a moment and realize that a drop of water contributes to the flood that sweeps away your home.  Everything affects everything else and that ripple becomes a wave, given the right conditions to grow.  Don't be part of the problem; solve the issues before they become a nightmare to untangle. 

Posted by on January 28, 2012 • Filed under: administration-leadership, Command & Leadership, Fire Rescue Topics, leadership, Training & Development • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #28

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There has to be a koan somewhere about the Zen Master who was the least likely to take his own advice. While the surface may be calm, underwater there can be a raging torrent, and vice-versa. Sometimes change comes hardest to those who are its biggest advocate.

There is a lot of angst in the study of change, because as you come to appreciate it for what it is, you realize that it is also painful and bitter.  People are reluctant to change when they become comfortable, and the future isn't as scary when you know what to expect.  But like every other organism, if we fail to change, we die. And sometimes with change, we die as well.  Nobody ever promised change was safe. And while change may be necessary, it's not always good.

We can smooth those waters by meditating on the center of gravity, dwelling on the concrete and pushing the abstract away.  Defining  the true nature of the problem goes a long way toward solving it.  But when you lift that rock to look underneath, you may not find what you expect to see.  And you may not like it either.

Regardless, it is a journey, which as has been said before about, requires putting one foot in front of another. Forward, not backward. Treading carefully, but feeling the ground beneath each step, you can breathe again. Time to step again.  

Posted by on September 5, 2011 • Filed under: administration-leadership, change • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Do It Right The First Time

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I can't remember if I blogged this before, but if so, it bears repeating. When my brother and I were very young, my father, who was also a fire chief, brought home from work some pencils with the phrase, "Do it right the first time" inscribed on them. This message was brought up by my father many times throughout my life, although I'll admit, there are days even today when something goes wrong and I think back to that message.

It may take extra time that you don't think you have. That time may seem very valuable. The shortcut you take may seem like it saves those precious seconds. But I have seen in my life, many times when those shortcuts have proven catastrophic, and in most of those situations, I look at them and wonder, had someone taken a few extra moments to do it right, what the outcome might have been.

While the historical issue between response to rescues in New York City is frustrating and sad, since it seems to me to be the confluence of a power struggle and turf battle, instead of celebrating a terrific save the other day, instead we have this tragedy to contend with, as shared with us by Dave Statter on his blog.

I have always learned and always taught that when lifting, we "crib to the lift". And while the spreaders are not the desired lifting tool, I have used them before and they have worked just fine. I preface that, however by explaining that I am also passionate about physics and when I have used spreaders, I also understood that the force applied must go somewhere, and if the load isn't stabilized, the force is going to create motion we don't want. In this case, the force displaced the object alright: lateral to the support (the spreader) and with nothing to support the load (cribbing) the load went to ground (and victim).

I don't care if you are FDNY, ESU, or anyone else. I have seen this very same shortcut taken before in departments that have had identically catastrophic results. I also recall other times when the load has shifted on the column, in one case, three stacked air bags.  In this case, the firefighter, who happened to also be the salesman of the lift bags and should have a little expertise in their use, himself was killed.

There's a lesson to be learned in every tragedy. Aside from the physical principles that apply to all of us here on this planet, there's another very important one. Driving recklessly, failing to wear your seatbelt, not wearing proper PPE, not paying attention to overhead power lines, and in this case, not providing an alternate column to support the load via cribbing, all might seem like they are saving precious seconds, but failing to do the right thing the first time, ended instead in tragedy.

Take a moment to ditch the emotion and be the professionals you are. Do the right thing the first time.

Posted by on September 3, 2011 • Filed under: administration-leadership, Fire Rescue Topics, leadership, News, professionalism, rescue, safety, US&R • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Here’s Something To Be Mad About

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For all of you who scream insanely when a firefighter is missing his gloves on a Dave Statter video, why don't you get mad about this?  This is a paragraph from an AP article featured on FirefighterNation.com.

"Despite the lives at stake, the recommendation to improve radio interoperability for first responders has stalled because of a political fight over whether to allocate 10 MHz of radio spectrum … directly to public safety for a nationwide network, or auction it off to a commercial wireless bidder who would then be required to provide priority access on its network dedicated to public safety during emergencies," says the report, whose authors include 9/11 Commission chairmen Lee Hamilton and Thomas Kean.

I distinctly recall the shouts of support from the American public for firefighters everywhere after the Towers fell, and how shocked people were when we let them know that one of our biggest problems is communications interoperability.  Then, in 2005, when Katrina blew through, the politicians were adamant that we needed the tools to combat this problem of communications interoperability.  And here we are, in 2011 and the politicians still will tell us one thing and do another.

Congress seems to find the time and support to help out their fat cat buddies when times are tough. Banks and corporations get bailed out and corporate big-wigs continue to get record bonuses.  In the meanwhile, public servants I work with get lacerated over getting a miniscule pay raises over the last three years, like these firefighters, cops, EMTs, teachers, and city administrators are sitting at home, counting the dough in their offshore accounts and laughing maniacally.  Really? And many other people, not just our brothers, are losing benefits, taking furloughs, or worse, losing their jobs altogether.  

It makes me sick when I see our politicians sucking up to the ones who shout the loudest on the right or the left while forgetting there are many more of us out here in the middle who are just trying to get by.  These are the same individuals with the nerve to take government pensions, government health care, and government paychecks, the whole while saying "government is bloated".

This proposal was meant to make our job safer, to improve our ability to save lives, and to combat disaster in our communities, but instead, our politicians want to continue to discuss the possibility of awarding the block to a commercial wireless company who, of course, stands to make billions off our first responders and probably still give us communications that suck.

If you really want to get mad about something, find a battle worth fighting over.  I'm throwing you the ball now, you are supposed to swing at it.  Here's one: Call your representatives today and tell them what you think of their continued stalling and their greedy tactics.  We need support.  This would be the support the politiicans continually promise us when the news cameras are on them and they're hawking their platform on the graves of firefighters, cops and EMTs.  It's the same support, of course, that is quickly forgotten when the lobbyists show up and when the big money is up for grabs.  

If you don't know who represents you, try this link: ContactingtheCongress.org.  It makes it easy for you; there are phone numbers and comment links.  Put your money where your mouth is.  Or better yet, get some balls and tell your representatives what you think.  Your representatives are supposed to be representing you.  Instead of taking a few minutes away from your valuable Facebook time posting an anonymous rant against a brother who had a lapse in judgement caught on video, try venting against the real enemies: the political hacks who tell you they support you but can't work together to fund necessary things like fire departments, fire education, and firefighters.  Here's a message you can send them: If they want that photo op with dirt on their face, shovel in hand, and helmet on their head, tell 'em they have to earn it first.  Support the brotherhood.  FTM.

Posted by on September 2, 2011 • Filed under: administration-leadership, EMS Topics, Fire Rescue Topics, Funding & Staffing, government, leadership, politics • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , ,

A Swedish Massage (or is it message?)

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Between emotion and other factors, sometimes people make issues out of things they know nothing about, or they fail to consider the facts before they resort to anger.  So I kept that partially in mind when I saw the headline about the Swedish fire service “expert” who spoke at FRI this week.  Obviously, even the headlines suggested a certain amount of anger from individuals in the American fire service about his statements.  

While the headline of the linked article hit me in the gut a little, I was prepared to read something that I would not agree with, nor could ever agree with.  In fact, before I even read the article, I already made up my mind that this guy was some academic who had never actually fought a fire before, and now he was going to tell us what we are doing wrong.  Before making a statement, however, I actually read the article and you know what?  In some of the points he made, he is absolutely right.

I don’t equate the comments he made on RIC (people were making unsafe decisions way before we had to come up with a way to save them from those decisions) as being anything other than his observation.  While it may seem to him that people drive more recklessly since they feel safer in their cars, I think there are a few other factors at play when we suggest that firefighters have more comfort from having a RIC present, so they are comfortable taking more risk.  I think just the understanding of the fact that a two-man or four-man RIC isn't likely going to get you out of a situation keeps me from going down that slippery slope.  But while there are plenty of other things to agree with, those items are debate for another day.  What I wanted to talk about was our reactions to the headline as compared to the level of “emotional intelligence” or commonly known as “EQ” (in contrast to IQ) that most people have and how EQ relates to certain events.

I want to keep this brief, but it really plays out in society as I see rational individuals presented with particular situations and instead of reacting to them rationally, they relate to them emotionally instead, and fail to grasp the true issues in play.  Instead of seeking understanding, they presume their perception of an event to be the “facts” and are reluctant to see the alternative points of view.  Some individuals with higher EQ can be educated, or shown the other views, and then make decisions based on those facts.  Others with a little lower EQ may go grudgingly toward understanding.  Some go kicking and screaming, and some are completely irrational and unwilling to understand.  Obviously, we all score one way or another along that continuum and where we place in there helps us cope with issues that may run counter to our beliefs.

EQ also permits us to temper our behavior and allows us to think before speaking.  We have people who frankly, engage their mouths (or fingers, via the keyboard) before comprehending the ramifications of what it is they are saying.  While the statements they make may have elements of truth, these statements are “their” truth, and should also involve a little thinking about other viewpoints as well before being said.

Those of you who have known me for a long time may be laughing right now.  I admit, I have said my share of things that I have come to regret later.  But as I have gotten older, and hopefully, wiser, I have also brought some life experience and education to the table.  Over the last fifteen years or so I have begun to understand that not only are most issues presented to us with only the surface points showing, there is usually plenty of time to blame and yell later; first I need to dig deeper and get the real story.

I challenge you to read what was said by the expert with an open mind, and ask yourself, is he wrong? Is he right?  But more importantly, ask yourself about your own personal reaction to his statements.  Reluctance to change because a situation is presented differently than the way you think, even in the face of facts that indicate truth, indicate not loyalty or tradition, but stubbornness and ignorance.  Seek first to understand, then to be understood.  Get the facts, sort them out, and THEN make a decision to speak.  It’s a whole lot less stressful for you and others who surround you that way.

Posted by on August 31, 2011 • Filed under: administration-leadership, Fire Rescue Topics, leadership, News • Tagged: , , , , , , , , , , , , , , , ,

Restricted Vision

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I was on the plane from Denver to Kansas City when the gentleman next to me struck up a conversation.  As it turns out, he is a retired educator and clergyman and we shared some observations on technology, especially as it related to the issue of texting.  We were laughing/struggling with the image of young people, so engrossed in texting that they were entirely distracted.  But at some point I was reflecting on the subject and began to think about it from a different perspective.  It seems to me that it is really an issue of intense concentration, to the point of restricting vision.

Being so focused on one thing, it is very easy to lose track of your surroundings.  If there is ever a scenario when situational awareness is completely hampered, it is at these moments.  Even if, as a leader, you were to "get up on the balcony" to observe from a different perspective, chances are that if your focus were so narrowed on one subject, you still might miss the subtle and even the obvious, when considering impact upon whatever is actually occurring.

Sometimes the challenges we face are so daunting or so in need of our engagement, that we forget to consider alternatives.  These issues may cause us to hone in on only the details that are immediately apparent to us, as they may jump right out and comand our attention, and cause us to lose sight of the process: to define the problem, gather the facts, consider alternatives, and implement the solution.  Instead we may become completely absorbed in whatever element of that process that causes us the most challenge and we may be paralyzed due to that restricted sightline.  And just as importantly, peripheral vision helps us to consider other factors as they intercept our path and instead of navigating away or turning to combat the issue head on, these factors take us completely by surprise.

Consider that while we may be too close to our problem to be objective, we may even not resolve that perspective by standing back from it, because we are fixed on the issue and unwilling to pay attention to subtleties.  When faced with a monumental challenge, it helps to step back from it, but it also helps sometimes to put the issue down altogether, to walk away from it and reflect, and then revisit the problem with fresh eyes.

Note: Thanks to my traveling companion for his insight and sharing his observations.  And as an FYI, depending on what Irene does, I'll probably be a little busy, so if you don't see anything on FHZ for a while, please stop back by because once I get time, I'll get caught back up again.  Thanks for reading.

Posted by on August 22, 2011 • Filed under: administration-leadership, change, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #25

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"If you can dream it, you can do it." – Walt Disney

In between class sessions here in Colorado, Chief Ron and his wife, Linda, and I took a scenic tour of Rocky Mountain National Park by way of the Western Portal, going up to the Gore Range before turning around and going back into town.  While the park is incredible and the vistas breathtaking, it occured to us that settlers going west centuries ago must have been awestruck coming off the plains and facing this massive roadblock.

We were also listening to a talk radio show at the same time and the moderator was indicating that we are never just given the keys to leadership, we have to earn them through trial and survival.  Only after being faced with hardship and making it through do you realize that these challenges fortify you for any battles ahead.

Sitting in an air conditioned car on the paved road and using GPS to find our path, it became apparent to me that the next time I am faced with adversity, I need to consider these individuals.  How daunting it must have been, going to a land unknown to them, packing up everything they had and moving it across the Rockies to forge a better life for themselves.  Yet they not only overcame those challenges, they led the making of a new nation.  What right do I have to worry about my petty issues? 

If you believe in what you are doing, nothing can stop you. Consider the triumphs of others when given impossible odds and realize that you can do anything you dream.

Posted by on August 20, 2011 • Filed under: administration-leadership, change, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Recharging

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I am here in Granby, Colorado, doing a truck company operations course for a few of the Middle Park departments.  Other than our hosts from the Grand Fire District, we have some great guys and gals also from East Grand, Grand Lake, Wheat Ridge, Vail, and Kremmling.  This is the part of my job I love: getting people who really want to do this job to another level.  Everyone in the class seems to get "it".  Chief Ron Richards, who I am teaching with, has said before, "This is missionary work.  We are spreading the word about best practices, tricks of the trade, really, the art of fighting fire." 

Do you want to recharge your batteries?  Teach.  Take what you have learned and share it with others.  You don't have to be a certified instructor to teach.  Even the lowest man on the totem pole can learn something and share it with others. Sharing knowledge changes the world.

Posted by on August 19, 2011 • Filed under: administration-leadership, change, Command & Leadership, Firefighting Operations, motivation, Training & Development • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #23

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"It is a fact that we live in a religiously diverse world. Religious diversity can and often does result in grave misunderstanding, hostility, and, as we know all too well, conflict, with unacceptable costs to human life and well-being." – Rita Gross, quoted in Tricycle

It isn't just religion.  It is culture.  It is physical or mental disability. It is Republican or Democrat (or independent, for some of us). It is color. It is nationality. It is vollie or career. It is urban or rural.

Before we judge anyone, we have to first understand.  Just as we are all supposed to be brothers in the fire service, we are called to be brothers on this planet as well.  Good natured ribbing is not what we are hearing these days.  There is anger, hate and bile.  Being different isn't just okay, it is encouraged.  But being different gets stigmatized because some are frightened by difference.  Or they don't understand difference.  Or they are FORCED to accept difference.  Or they march in lockstep with those who are like them, who preach hate toward those who are different.

If anyone should be more understanding about our situation, it should be people who have a shared bond.  We in the fire service have a shared bond.  Before you say something you'll come to regret someday, think about it.  Then speak from your heart, not from your gut.

Posted by on August 16, 2011 • Filed under: administration-leadership, change, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Crying For Help

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Over the past few days I have seen some news items that really point out the need for more comprehensive mental health assistance.  Between the situations with the firefighter threatening his co-workers in Kansas City and the police standoff with ex-Notre Dame defensive coordinator Corwin Brown at his home near South Bend, the subject seems to come up again and again.

Without a doubt, issues of mental health seem to  have always been one of those sensitive issues that no one would talk about.  However, there was an article in Sports Illustrated this past week about the Miami Dolphins' Brandon Marshall in which he has been candid about his mental health challenges.  His bravery in discussing the subject openly has been refreshing, as it is a message to others who have issues that they are not alone, and that seeking help is not a sign of weakness.

Any admission of mental incapacity is traditionally stigmatized but it really shouldn't be.  Mental health problems originate from a number of different sources, but especially now in our nation, everyone is subject to being overwhelmed.  The stress that I can personally sense with a number of people I know is higher than I have ever known it to be and I'm positive that anyone reading this probably knows their share of individuals who are struggling as well.  Between the roller coaster ride our economy is on, the overwhelming number of jobless, foreclosures, environmental disasters, terrorism, and other world wide concerns, even if you are normally pretty stable, in these times pretty much anything could be the final straw.

We spoke of inordinate stress reactions before in this forum, like back with the massacre in Arizona where a firefighter failed to respond to this incident.  There were plenty of people who were quick to judge but had no idea what the basic issues were.  I don't even know that we still have all the answers.  But while today you may feel like you have a grip on things, tomorrow could be the beginning of the end of your current world.  I heard a figure the other day that said that one out of every seven Americans right now is on the food stamp program.  I'm watching Dateline NBC as I am writing this, where Lester Holt is doing a piece on three women in Millen, GA and the effect the economic recession is having on this small town.

It's easy to be smug about how good your life is when things are going well.  It's easy to think that someone who is having a major crisis should just suck it up, because really, how bad can it be? Well, it is a testament to the maturity level of some of the trolls who prowl the web as to how quick they question someone's integrity because, say, they aren't half the Superman they happen to be.  Frankly, I have met some of the individuals who make statements that parallel the "We fight what you fear" mentality and you know, I question their sanity and their ability to fight fire more than anyone who has the courage to admit they need some help.

There is a dividing line between those who need institutional care and those who are in the midst of a crisis.  And while the grand arena is "mental health" and I am in no way qualified or knowledgeable to discuss the differences, there is an obvious need for people to be compassionate and understanding, because today's bad day could be tomorrow's nightmare.  Don't be so quick to make statements that question someone's dignity just because they have hit a wall.  I hope to never face those challenges myself and I hope you don't ever have to either.  If you need help, get help. And if you know someone who needs help, be a real leader and do what you can do to compassionately point them in the right direction.

Posted by on August 15, 2011 • Filed under: administration-leadership, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #21

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"The person of superior integrity does not insist upon his integrity. For this reason, he has integrity. The person of inferior integrity never loses sight of his integrity. For this reason, he lacks integrity." – Lao-Tzu

Once you lose integrity, it is very hard to gain that trust back. Therefore, it is imperative that you conduct youself always with understanding of others and always considering what is best for those you serve.  The hard decision, it seems like for some, is deciding who you really do serve.

In some organizations it seems like you are supposed to be serving your boss.  In some circles, I hear officers say they are supposed to be serving their subordinates.  While it important to keep these individuals in mind, if you have integrity, you will ultimately realize that you are supposed to be serving the citizens or customers who depend on you in their time of need.  The boss and the subordinates have important roles in how that service is delivered, and therefore, their needs must be considered, but when it comes down to it, if you make decisions based on what is best for the customers you serve, you can't go wrong.

Posted by on August 13, 2011 • Filed under: administration-leadership, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #20

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Paraphrased from "Go Rin No Sho" (The Book of Five Rings), by Miyamato Musashi: "There is a time and place for use of weapons.  The best use of the companion sword is in a confined space, or when you are engaged closely with an opponent. The long sword can be used effectively in all situations.  But if you only learn these techniques, you will think narrowly and forget the true Way. You should not have a favorite tactic or weapon. To become over-familiar with one method is as much a fault as not knowing it sufficiently well. You should not copy others, but use weapons which you can handle properly. It is bad for commanders and troopers to have likes and dislikes. As a warrior, these are things you must learn thoroughly." 

Posted by on August 11, 2011 • Filed under: administration-leadership, change, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #19

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A little Firehouse Zen humor, borrowed from the prolific author, Anonymous:  "Rome did not create a great empire by having meetings, they did it by killing all those who opposed them."

I actually do have a sense of humor, although it tends to be on the dark and dry side.  It helps to have a sense of humor about life in general, and especially in leading and in implementing change because frankly, none of this stuff ever goes smoothly.  And if it does, you can be reassured that someone is hiding something for an unwelcome surprise later.

At the heart of every successful leader is a light heart at the appropriate moments.  But as is with everything in leadership, timing and opportunity must be right.  Failure to observe that dictum can be fatal to your career and your reputation.

By the way, I know Anonymous isn't an author.  He's a spokesman for the Defense Department..  

Posted by on August 10, 2011 • Filed under: administration-leadership, change, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

It’s Official- Our Government Is Broken

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The events of last week have finally spurred my commentary on our political scene.  I guess I should say that it wasn't necessarily the events, per se, but the fact that while waiting for my wife to get out of the grocery store after Mass, my 10-year old daughter was asking questions and voicing her frustrations with our elected officials.  I'm not pointing fingers; there's plenty of that to go around.  But when a fifth grader can perceive the gravity of how flawed our political process is these days, we have major, major problems.

One of the most telling things she pointed out to me as I listened in awe, was that she could realize that we have "leaders" who are more interested in their ability to get re-elected than they are about running our government.  I asked Emma where she was getting all this and she indicated that she has been watching the news and overhearing conversations, and it was pretty plain to her that while our representatives are supposed to be working to keep our country great, they instead are spending their days and hours accusing each other of who screwed this mess up.

Here's news for you: you all screwed it up. WE screwed it up.  We allowed special interests, the media, and most of all, zealots on both sides of the aisle, to hijack our government.  I was listening to something the other day that stated that the Federal Election Commission, which is made up of six individuals appointed by the President and with the "advice and consent of the U.S. Senate", has been pretty much limited to people from either the Republican Party or the Democratic Party for a long time.  I tried to look this up to see if I could find if that were true, but did not see it anywhere.  However, it isn't surprising to me that it, like so much of our government these days, is about whether you are a Republican or a Democrat.

Likewise, if you want to run for anything more than a local council seat these days, you need to be either a Republican or a Democrat, or plan on coming up with the money yourself.  While that might sound like an okay idea, these days, the support for a run at political office requires funding that is grossly out of control.  Media gets their cut, through advertising. There are consultants and poll interpreters, and people are needed to print signs and to make phone calls and to chat voters up on the Internet.  Since that money has to come from somewhere, there is a certain amount of leverage that donors can exert in order to help a candidate get elected, and anyone who suggests that to be anything else but true is simply delusional.

And if that isn't enough, We, the People, aren't represented by people like us anymore.  We are represented by career politicians, ones who have no idea what the cost of a gallon of milk is, or have never had to sweat out their bills themselves.  They have people to do these things for them.  The amazing healthcare and retirement benefits these federally elected officials get are way out of our league, which is ironic, because these are the same people who have been voting down insurance reform and banking reform.  And who is getting stuck in the long run? Us.

Emma pointed out to me a big problem: "Dad," she asked, "So why won't they do the right thing and try to work together?"  And I indicated that if they did, they'd likely alienate the people who voted them in there in the first place, and when they went up for re-election they would likely lose.  She thought about that a while and said, "I thought you told me that leaders are supposed to make hard decisions sometimes, even if people don't like them afterwards.  I thought you told me that leaders have to be brave and try to do what is right for everyone, even if it means that they have to sacrifice?"

I smiled a little, but since I'm not trying to raise a cynic, I explained to her that sometimes people get sidetracked, and even though they may have the best intents, sometimes the decisions are very, very hard.  And I told her we need to pray that our leaders make decisions not based on what they gain out of the decision, but based on what is good for the Nation.  But I also reminded her that we don't always know what is best, so we have to hope we remain open-minded and willing to work cooperatively, rather than to fight with everyone.

She seemed to like that answer and she was quiet for a while. But while I was putting on a brave face, inside I was wondering, what has become of our government?  Why would supposedly mature individuals choose to take our nation to the brink of insolvency, then once done, stand around and point fingers at one another instead of working harder to try to fix this mess?  I heard conservative political heads talking this morning about how this situation is President Obama's fault, and I remember (I guess that is a long time ago and hard to remember) that the recession started when President Bush was in office.  Back when we had all the problems with the banks and insurance companies, I heard lots of blame going around, but my memory is that the fat cats have been getting fatter for not one, not two, not three, but at least four presidents ago when so much of the financial industry was deregulated.  And likewise, there is plenty of pork going around and plenty of waste, but the things that get threatened for cuts are programs like Medicare and Social Security, but I don't hear suggestions like "stop funding for other countries, especially ones who hate us", or "cut funding to try to win the hearts and minds of those who would rather see us dead".  Or maybe, "stop providing corporate welfare and get the big businesses to pay their taxes just like small businesses have to".  

Our priorities have gone out the window.  We, the People, are more interested in who wins "American Idol" than who our elected officials are going to be.  The public is so under-informed about what our elected officials actually stand for and they could care less.  It's too much trouble to click on individuals than to vote a straight party line because really, what difference is my one vote?  If any of you can't see where we are going, we can go ahead and put it into perspective for you.  Take the time to write your elected officials and make a suggestion for something you think is important, or in support of legislation that you think will improve our country.  The test is actually that I'd be willing to bet that a significant percentage don't even know who their elected officials are.

If you REALLY are a patriot and REALLY care about this country, skip flying the flag on your car and do something really meaningful.  Get to know your elected officials and make sure they are actually representing YOU, whatever political party or preference you happen to be.  And by know them, I mean, be a total pain in their ass until they realize that they don't represent Acme Chemicals or whomever is hosting that huge fundraiser this weekend, but you, your spouse, and your kids.  And call them and e-mail them frequently.  If enough people do this, perhaps, just maybe, our officials will finally understand what their jobs are: to act like adults and work together to keep our Nation the greatest in the world.

Posted by on August 9, 2011 • Filed under: administration-leadership, change, leadership, politics, rebellion • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #18

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I'm afraid I don't know as much about Islam as I should, so I was doing some reading, as this is the time of Ramadan.  According to what I have read, Ramadan is a time for practicing self-restraint.  Some of the rules I found interesting were that practitioners are called upon to observe "piety and sobriety with less pleasures of flesh than ordinarily enjoyed." 

According to the website Albawaba, Ramadan is a time for patience, humility and spiritual cleansing. "Even when tested by others one should abstain from ill-temper & impatience."  Taking a break from our normal lives to be more civil, less intemperate, or more willing to consider other perspectives sounds like a good one to me.  In fact, it sounds a lot like what our Lenten observances should also pursue (I'm aware that we should be doing this; just utilizing a little facetiousness).

Perhaps the commenters on some of my colleagues' blogs and websites should consider these practices, not just now, but always, when engaging with others.  Today we may feel like we can do no wrong, but I can reassure you, at some point, you will really be desiring mercy and forgiveness.  At that point, maybe its a good time to reflect on the mercy and forgiveness we have given to others as well.

Posted by on August 8, 2011 • Filed under: administration-leadership, change, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #17

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When a combatant chooses to fight intelligently, the best method is to yield to the superior force and overcome it by its own momentum.   By doing so, the one who acts first creates the momentum for their own destruction. To do this requires intelligence, understanding the adversary, and your own strengths and limitations.

Every serious engagement with others should be treated as if you are in battle.  Negotiate, propose, further an agenda of good by always considering the stance of others, understanding their needs, and working to achieve what is the best for the people you serve. Whether the individual you face is in a truly adversarial role with you is immaterial.  Combatants win because they consider the positions of the enemy they are about to engage, respect their positions, and work to use those positions to leverage the best advantage.

Posted by on August 7, 2011 • Filed under: administration-leadership, change, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Not Lovin’ It

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Believe it or not, this post started out a lot longer, but I radically chopped it up and got to the point.  And lest you think this blog has gone to the evaluation of restaurants, this is actually a discussion on customer service. So just keep reading and you can catch up later.  

By the way, as a quick aside, this photo is of a "Gino's Giant".  That has no bearing on the article except that Gino's isn't either of the two Fast Food Joints discussed here.  And, of course, as a matter of disclosure, I worked for the Gino's corporation back in high school.  But I digress… 

There's this giant megacorporation I'll call Fast Food Joint "M". There's another Fast Food Joint we'll refer to as "C".  Last week I went into "M"; Between eight people on duty, not a single one, not even the cashier, even acknowledged my existence.  They made eye contact, but there was no effort to recognize that a customer was waiting alone at the counter.  Ultimately, the cashier shuffled over to the register and looked up; not a "Thanks for coming, what's your order?" or even a grunt.  Made my order, which required repeating twice.  Then upon getting the order, of course, it was wrong.  Returning to the counter, there was one person ahead of me.  They were also getting the same treatment, but it was taking even longer.  I stood there with my bag, hoping that just one of all of these people would realize, "Hey, we must have made a mistake, let me see what is going on", nope, nothing.

At "C",  the place was packed; yet there are five employees.  Everyone is hustling, taking orders and turning orders around.  The manager is even involved and as customers come up to ask for refills, she is also covering those as well.  I am spoken to by several of the employees, asked about my order, and thanked when the order is processed.  But it takes a little longer than expected, as it appears they are training one of the people in back.  The bag comes and it is correct, but I get an apology anyway.

Fast food management doesn't seem to encounter anything like this level of service at any "M" I have ever been to.  At almost every "C" I have visited, however, I sense that they have a higher purpose and they pride themselves on what is turned out.  At "M", there is plenty of hype from the corporate HQ and there are expensive promos and new restaurant styles.  At "C", the store is nice enough, but the focus is on polite manners, courteous service, and good food.  Personally, the experience at "C" is much more enjoyable.

I have gone to visit fire stations and when I walked in, other firefighters have stared at me like I was from Mars, but none ever took the time to ask me what they could help me with, or why I was there, or even to just say "Hi".  I have been in some memorable houses where I have been given gold plated tours of the facilities, coffee, offered dinner, and all before I even identified myself as a firefighter.  I realize that this last situation is pretty unreasonable, but I don't even expect that; I just ask that you address my being there, ask if there is anything you can help me with, and engage me if I happen to show an interest or have a question.

The "M" experience is not one I would ever tolerate in any of my stations.  The "C" experience is more like it.  The last time I checked the news, we, that is, the collective fire service, have a problem with getting the things we need to do our jobs.  Our staffs are being cut, stations and companies are being closed, and funding chopped.  Actually, the only thing that seems to be increasing for municipal fire departments is taxpayer frustration at what is considered an overfunded concept, coupled with what is perceived as having no tangible benefit.

Based on my consumer comparison between "M" and "C", if these were fire departments, which of these do you think I might choose to fund?  The surly, uncooperative, and overstaffed "M"? Or the pleasant, courteous, and efficient "C"?  You can polish your image all day long with fancy marketing and spiffy stores, but ultimately, if your own people don't get the concept, you are wasting your time and effort.  As leaders, we need to focus on improving the attitude of our people.  The culture of your organization, if you want to survive these lean times, should be focused on improving attitudes and making "service with a smile" the norm, not the exception. 

Posted by on August 6, 2011 • Filed under: administration-leadership, change, Command & Leadership, Funding & Staffing, leadership, Training & Development • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #16

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"The perfect way", Sosan said, "is not difficult. Just drop discrimination. Clear and bright is the world when we neither hate nor love."  

Our world is filled with commentary on politics, ethics and social conduct. Society is fixated on "What is best?" "What is worst?"  "What is right?" "What is wrong?" "What is new and improved?" Our lives are spent trying to compete and climb our way to the top, wherever that is. Ego and pride continue to be evident in the poor decisions made by politicians, celebrities, the wealthy, and "leaders" in general. Self is placed above the needs of others on a daily basis and the world is much harsher as a result.

To correct this we must increase human compassion. Society revels in the advances made in science and technology, yet remains blind to our responsibility to our fellow man.  While there are those who continue to grab more and more, there are increasing numbers of those who have less and less. Instead of engaging in the race for greatness, we should be willing to work for goodness.

Posted by on August 5, 2011 • Filed under: administration-leadership, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #15

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A great warrior decided to attack the enemy although he had only a fraction of the number of men the opposition commanded. He knew that he would win, but his soldiers were in doubt.  On the way to battle, he stopped at a shrine and told his men: "After I visit the shrine I will toss a coin. If it is heads, we will win; if tails, we will lose."

The warrior entered the shrine and offered a prayer, then came forth and tossed a coin. Heads appeared, and his soldiers were so eager to fight that they won their battle easily.  "No one can change the hand of destiny," his attendant told him after the battle.

"Indeed not," said the warrior, showing a double headed coin. "The battle was already won in our minds. We simply required action to fulfill that destiny."

Half the battle, in many cases, requires looking past potential failure and being present to create change.

Posted by on August 4, 2011 • Filed under: administration-leadership, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

The Middle Way

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"Reforming public education, cutting property taxes, fixing adult and child protective services and funding our budget can all occur when Democrats and Republicans engage in consensus and cooperation – not cynicism and combat."  - Gov. Rick Perry

I never thought I'd find myself quoting Gov. Perry, but it reflects the idea of The Middle Way, especially in this time of conflict and anger.  There are many ideas that we can all agree upon and that we all hold sacred; ideas that should bond us, unite us, and cause us to realize that while we are individuals, we are also one people, and we should be working together to promote peace and prosperity, not for ourselves alone, but for all. 

Finding consensus does not call upon us to abandon our values and our beliefs, but to see the issues as affecting more than just our own little world and working together to coexist.  I observe with little humor the anger with zealots and terrorists in this world, finding it contradictory that our own leaders can't see that zealotry in their own positions.  The unwillingness by many to consider alternative views on the world's problems are simply hypocritical.  I have written many times before about the need for understanding, and even appreciation, of the culture of the adversary. This isn't a call for leaders to embrace the ideas of the opposition.  It is a call for leaders to be willing to understand that their approach to solving the problems of today may not be the only approach, nor might that approach be what is best for society as a whole.

Understanding that our personal values are not exclusive to the needs of the many is an important step toward making grown-up decisions and not simply drawing a line in the sand and saying "I've got mine".  Even when dealing with something that some people hold as unapproachable, like religious beliefs, must be qualified by realizing that at some point in our existence, perhaps before our own lives, but certainly in the history of Mankind, our own beliefs were likely considered heresy or blasphemy.  We must realize that at some point, our beliefs were cause for persecution somewhere on this globe.  And somehow, somewhere, we or our ancestors had to make hard decisions about standing for what was right and what was wrong, and learning how to live with others to continue forward.  Learning how to live with others requires the decision to accept what we can and cannot change, and create equalibrium so we can tolerate that existence, or begin to find a way to create separation so that our existence is tolerable. 

Unless you have all the power to force change in the hearts and minds of others (and you don't), you will have to understand that consensus and acceptance is necessary for peace.  That understanding is required for both sides of every issue, unless the issue is incompatible with existence, such as at the point of a gun.  In that case, you may see outward expressions of acceptance, but don't be surprised when the pot boils over later.

Understanding consensus is an important part of leading.  If you can't help others to understand that and to bring them together on serious issues, and you continue to refuse any efforts toward working together, you can reassure your position to be under attack the moment you let your guard down.  As any good tactician will point out for you, while you may not immediately have the resources to combat your opposition, when the center of gravity changes and the opportunity presents itself, to not attack is folly. So to be a leader who thinks that he was able to shove change down someone's throat and to not expect retaliation is to be entirely delusional.

If you really want peace and understanding, work toward those efforts and help to educate those who oppose you, while understanding their beliefs and appreciating those values as well.  We may not always agree, but we can be respectful and we can work toward living together and sharing the things we do hold important together.

Posted by on August 3, 2011 • Filed under: administration-leadership, change, Command & Leadership, EMS Topics, Fire Rescue Topics, leadership, Training & Development • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , ,

Zen Zone #14

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“We are what we think. All that we are arises with our thoughts, with our thoughts we make the world.” – Buddha

As leaders, we need to consider the result of our thoughts on what becomes the product.  What we say and do, and what we fail to say and do, not only impacts our own existence, but the existence of others as their worlds bump up against our own.

We are not alone in this existence.  We should approach every action with mindful consideration, realizing that every action also has a reaction. These actions and reactions are even more profound when they are directed at others.  Thus, positive leadership defines not only our own world, but creates positivity in the worlds of those who surround us.  Remember that positivity can cascade to others and so can negativity as well.  If you desire positivity, create a force of positive action and the result will be positive reaction. 

Posted by on August 2, 2011 • Filed under: administration-leadership, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

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.

Posted by on July 28, 2011 • Filed under: administration-leadership, change, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

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."

Posted by on July 27, 2011 • Filed under: administration-leadership, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

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.”

Posted by on July 24, 2011 • Filed under: administration-leadership, change, Command & Leadership, leadership • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,