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Get Everyone On Board

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Hilton Head's Engine 1 company using Truck 6 in training.

Hilton Head's Engine 1 company using Truck 6 in training.

There comes a point in every organization where evaluation must be made of the over-arching vision and determination made if that is the direction that is desired, or if not, does it need to be recalibrated.  While that recalibration is really incumbent on the legally controlling entity (city or county council, commissions, or boards), it is the issue of recalibrating the organizational culture that I wanted to discuss today.  Because regardless of your organization, you are going to have personnel who are resistant to change, and while the troops may or may not decide to go willingly, it is a requirement that your officers or supervisors are.  If your small unit leaders aren’t on board, don’t count on the personnel they supervise joining in to resist them.  It will be much easier on those troops if they can get along with their misdirected officer than if they embrace the change, so you can count on the message not getting through when it is most needed.

If you have officers who are unwilling to evolve, they must make a decision (as do you) as to whether their personal contribution (or lack thereof) to the mission is causing a bigger problem. People are going to disagree on issues for a number of different reasons.  They may disagree on how the overall vision is met.  But if both the supervisor and the subordinate can work to capitalize on their personal views and collaborate (or develop by consensus) on solutions that take us to that goal, then that is positive and constructive.  If you simply don’t agree as to the mission, or you can’t work with others to develop solutions, then maybe that’s your signal to start looking elsewhere.

There will also be those who just won’t let the past go.  That total distrust in authority can be chalked up to a lack of maturity.  It’s easy to hold on to fear, it’s hard to make that leap again and trust.  But for some, it’s a game.  It’s cool to be the rebel.  It’s easy to make fun of what you yourself are incapable of creating.  If you are rebelling for a just cause, that commendable.  If you are rebelling to make fun and to be “cool”, you’re a tool.

Vision must be shared to make it effective.  If you ask your team what their vision of team success is, if you get an answer other than what you desire, you have conflicting vision.  Teams all the time make assumptions that their individual visions are one.  That’s all fine on issues where concessions can be made, but if these decisions affect the core values of individuals, you will find irreconcilable differences.  If these issues become counter to your values, this is where the team will break apart or survive.  These are your true watershed moments.

It is important that vision is shared.  Otherwise, the desired result will not be what comes out.  You can have the most charismatic leader in the world out in front, but when you reach that waypoint where visions are divergent, there will be a strong oppositional pull.  Several things can happen: They will go one way or another, or they will split the team, or there will be such a struggle for control that we go nowhere, or the team will go off on a path no one wants, or people will pull together and reach for a common goal.  When those power struggles occur, these are the points where a leadership vacuum occurs.  Like it or not, when it does, something will fill that, sometimes to the detriment of the team’s overall goal.

If you are the legitimate leader and it really is your position to say, “THIS vision is your reality”, then you need to do so.  If others don’t (or won’t) share that vision, they need to get on board or get off.  You can’t deal with incompatible vision.  Conflict management and resolution is imperative.  You must either accept their way, convince them of your way, or accept a compromise- which may make everyone upset.

Each of these waypoints are periods to stop and evaluate our direction and reconfirm that we are doing what is important to us, as well as that this is the direction in which we want to go.  This provides people a place to jump off if they aren’t comfortable with the direction.

While not all of us can be inspiring, we can at least strive to be transformational.  We can know what qualities that entails, we can identify and point people toward those resources, we can listen and empower our people.  We can be open to others’ ideas, permit change when change is needed, and especially when others are strong in talent, encourage their strengths and passions to benefit the whole team.  When you can do this, it permits others to trust you.  When people have been burned so many times, you have to earn that trust and it won’t happen overnight.  You have to keep doing it and keep reinforcing it, even when it is frustrating.

Breaking News: Huge Earthquake Hits Chile

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SCTF1 Personnel performing search training at SCFA US&R site in Columbia, SC

SCTF1 Personnel performing search training at SCFA US&R site in Columbia, SC

I reported to work this morning and caught this news as I walked in the door.  This quake was reported as being an 8.8 and is also the cause of a tsunami that is expected to strike various nations in the Pacific basin.  I’m sure we’ll be hearing more about this over the next few days and since I’m not a “news” blog, I’d suggest keeping an eye on this from our other FireEMSblog partners who are.  Here’s the article from Reuters.

While I have been hearing reports that Chile’s infrastructure is significantly more robust than Haiti’s was prior to the quake, an 8.8 magnitude quake can’t be good for anything requiring stability, so once daylight hits there, I’m sure we’ll hear a lot more.  As far as US&R assets, I’m sure we’ll also be hearing about requests for those although just like before, I think Haiti was an anomaly in the deployment of any American teams other than the ones who are contracted through USAID (so if you are a FEMA or State team not on that very short roster, I wouldn’t be packing my bags quite yet).  However, I felt pretty stupid the last time when I said, “oh, no, only teams assigned through USAID go to disasters out of country”, and a day later all kinds of teams were getting put on standby.  Never say never, I guess; Just goes to show you there really aren’t any experts in emergency service management.

Keep these folks in our prayers.  They’ll need them.

Focus on Success

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SC-TF1 BoO in Chalmette, 2005

SC-TF1 BoO in Chalmette, 2005

If you want success, look hard at what it is you want to be good at and learn how to add value to it.  A positive attitude will help you be successful; While God gives you talent, your mentor can teach you how to use it, but it is up to you to have the positive attitude to propel it forward.  Focus on commitment and excellence by looking at what matters NOW.  As I heard the legendary Coach Lou Holtz say once, “Analyze the past, focus on the future, but do your best now.  Don’t look back.”

I hear from people often enough about how this obstacle is in their path or that obstacle is blocking their success, but when I look at people with real, live, seemingly insurmountable hurdles, I find it personally difficult to imagine that there is anything that can keep me from achieving success if I really desire it.  I can come up with story after story about real people who have been successful despite the walls obstructing their path.  When faced with these odds, think about people who you find inspiring and let the thought of their own success help lighten your load.

When all seems to be unwinnable, however, remember that many challenges you are faced with are simply one battle in a total war.  You may be losing today, but if you can use that loss to rebound and develop an overall winning strategy, you can make it.  If the Spartan forces simply threw up their hands and gave up after losing at Thermopylae, the Greeks might well have been speaking Persian from that point forward (of course, the Spartans delivered a serious ass-kicking in the process, but I digress).  Instead they used that heroic stand as a motivating agent to carry the fight to the Persians and to defeat Xerxes.

How can we appeal to our colleagues that we need to develop a culture of success; a culture of innovation; of professionalism; of overwhelming customer care- not just to the taxpayers but to each other.  If we in emergency services focus on what extra value we can provide to our colleagues, they will also see that this is the way to be.  I’d suggest that as much as possible, to be helpful; we have the choice to challenge ourselves within reason to do whatever it takes to work together, to solve problems, to serve, and to make others feel important.  Do a little extra.

As a leader, it is easy to become frustrated or weary when things don’t go according to plan.  While there are some events that might prove to be especially daunting, remember that no real success ever came easily.  If winning were easy, everyone would be doing it.  Instead, when things aren’t the best, take the time to walk away from things for a little while, take some time to relax, and see if you can gain a different perspective on things.  You might find that by doing so you find a different or more ingenious solution to your needs and come out ahead in the long run.  Persevere, don’t perish.

Capitalize on Your Strengths

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DC Ed is not happy.  I didn't break it and don't ask me to fix it either.

DC Ed is not happy. I didn't break it and don't ask me to fix it either.

I was watching a gentleman installing some cabinets in our laundry room the other day. A few months ago, one of the cabinets fell off the wall; luckily, we saw it was going before it did and got the items out before it literally came down. The man was looking over the remnants of the previous installation (I wasn’t the installer) and made some comments about how to properly put cabinets up. I sheepishly informed him that I had no clue. While I’m pretty confident in the belief that if your community is in a total disaster, I’m probably one of the first people you should call.  If you need a cabinet put up, I’d go elsewhere.  Quickly.

I can put up a raker shore, but it isn’t going to win any awards for precision cuts and edges. If you need to dig someone out of a building, or lead a company into a fire, or command a major incident, I’m your guy.  If you want it done right, you can forget anything involving auto repair, carpentry, or the finer points of heating and air conditioner installation.  Asking me to wire something is probably not wise (or safe) either.

We all have our strengths; each of us are good at some things and may be horrible at others. Instead, there are managers who try to fit the proverbial square peg into a round hole. Most of the people I work with can patch something together (see The Fixers), but the attempt is very much something not up to any standard.   When they are showing off their “handiwork” to me, I usually end up saying, “Well, it will hold until someone can get here to fix it better”.   Usually I end that with a little smile to acknowledge their efforts, knowing that I’m certainly not criticizing: if I had done it, it would probably look worse.

When we put together teams, to develop effective teams requires thought as to what is needed by the organization, but failing to consider the small team dynamics and assume everything is going to go swimmingly, is simply nonsense.  We used to have a chief whose idea of improving small team (i.e.; company) effectiveness was to put one good guy into a team of poor performers. That way we could “spread the wealth”. Ultimately, this would result in my look in return (me rolling my eyes heavenward, knowing what was going to happen) and a muttered, “We’ll see.”

No surprise then, when months later the recently transferred good performers were  looking for jobs elsewhere while the poor performers were laughing about how they “ran off another one”. If you really DO want to get rid of your best people, keep feeding them to the sharks. It’s usually not a matter of IF they bail, but WHEN.

Building a good team requires strong leadership. For those of you who are aspiring officers, this is your opportunity to shine. If your officer has some areas where they would like to improve, this is your chance to offer assistance in what he or she lacks (subtly, I’d suggest). Are they poor at documentation? Offer to help with reports. Are they better at medical than fire training? Offer to help with the former or the latter, whichever would help them. I had officers who wouldn’t know a decent knot if it hit them on top of the head; I was ultimately the go-to person anytime someone needed a good ropes and knots class.  The experience you will get in leading will pay dividends later.

If you are an officer, it is wise to be self-aware of your abilities.  Build on your strengths and surround yourself with those who can help you with your weaknesses. I would suggest informing your crew of how they can help you and ask for suggestions to improve. If done correctly, they will appreciate your candor, they will get a chance to show their particular expertise (and impress you), and put together with each other member of the team, fill an important role.

If you are building a home, you wouldn’t  have the framers do the electric and the roofers do the plumbing, would you? If it doesn’t make sense to do that with something as trivial as putting together a building (said tongue-in-cheek, I hope you realize), why would to take that same chance when building an effective fire and emergency response team?  Be smart and seek the people out to best fill the important roles on your team. You all will be that much happier with the end result.

Almost Good Enough

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Pseudoladder.  Could pass as a truck company in some places.

Pseudoladder. Could pass as a truck company in some places.

What does it mean to be “good enough”? Is being good enough sufficient to meet the needs of our customers? Is it good enough to meet safety requirements? Is being “good enough” good enough to keep civilians from being killed, much less firefighters?

When we establish a standard, the document is a minimum definition of what is “good enough”.  While standards may prove irksome to people, those standards keep what is featured in the attached picture from being termed a “truck company” in some communities.  When we have standards it keeps the old “five bubbas, a pound hound and a pickup truck” example that I like to use from time to time from being called an “urban search and rescue task force”.

As an officer, and more accurately, a leader, what is “good enough” for you to proclaim that title?  Is it a minimum standard of education and experience?  Or was it that you had the lowest social security number?  Or even worse, was it because you are a “nice guy”?  That would be the ol’ elected standard, in some places.

In most businesses, unless you are related to the boss by blood or marriage, there are certain standards required for achieving the pinnacle of success in your company.  It may very well have been that you were the person who lasted the longest, but chances are that you had some kind of a spark of leadership somewhere if someone decided to put you in charge.  Fogging a mirror might not be the only criteria, but if you fogged it the best, maybe that was the deciding factor.

As a leader in emergency services, “good enough” gets personnel injured or killed.  ”Good enough” costs the public millions of dollars in waste.  ”Good enough” is the price for an annual fire loss that leads all industrialized nations.  So long as we continue to settle for the status quo, “good enough” is good enough.

If you fail to recognize that just being good enough isn’t, take this as a call to achieve more than that.  By establishing vision, promoting core values, declaring a mission and goals, and doing something to tie all those things together, you take your team from existing to succeeding.   By seeking innovation and more effective practices, we strive for excellence.  By observing the mistakes of others and instead of ridiculing those people, learning constructively from their experience, we avoid having to make the hard (and painful) mistakes ourselves.

No one reading this probably feels like “good enough” is the answer to anything; by reading this, it shows you are probably interested in motivating yourself and your team and are looking for answers.  If anything, be reassured, “good enough” has killed and injured more of us than any one factor, by way of heart attacks, falls, drownings, vehicle accidents, and any other number of causes of firefighter deaths.  It shows itself in complacency and in acceptance that what the current situation is cannot be altered.  I challenge you to look into your soul and wonder if by standing around and doing nothing, you were leading, or simply accepting your role in the line.

Be excellent and strive for being the best.  It will keep you and your crew alive and it will better serve the public you are charged with protecting.

Get Your Facts Straight

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DSC00043As usual, Dave Statter is hard at work getting us News from the Beltway, where there always seems like something is going on (it’s a happening place).  In this case, crews were on scene preparing to extricate a patient declared deceased when it was determined that the victim was in fact, alive.  While I was not there, nor are all the facts out there for examination yet, it makes for a very graphic illustration of today’s discussion: What facts may seem to be in evidence right now may not always be accurate, thus the need for continual re-evaluation of your situation.

I’m not advocating continual monitoring of the “pre-hospital dead”, although I would hope that this is a good case for the medically affiliated that we need to insure pulslessness and apnea, and confirm asystole in three leads (and print it).  That is called triangulating your facts and documenting them in the hopes things don’t change later (like the person is actually alive).

No, what I want to discuss is that in all kinds of places where we need to make a decision, even though something appears to be true right now, it might not be in a few minutes, a few hours, or a few days.  Conditions change and regardless of the origin of the facts you hold dear, they might not always be accurate facts.  The response to this ever-changing environment isn’t to throw up your hands in frustration (like my children and firefighters seem to do sometimes), but to re-evaluate your situation and to flex with the new conditions.  There’s a quote attributed to Whitey Ford I heard years ago (and of course, I can’t find my source now) and I have to paraphrase it because I don’t remember it exactly: “Don’t make up your mind about something until the moment you absolutely have to; it may be that by the time for coming to a conclusion occurs, the conditions may have changed.”

People who worked with me closely before I made Chief probably recall my frustration with schedule changes, personnel changes, equipment and apparatus changes that occurred over the course of a shift, often with no warning.  Now as a Chief Officer, I have a different perspective on the situation because I now have to step back and look at “the whole forest”.  I now understand how and why some of those “course changes” have come about and I also see why frustration with those changes is counterproductive.

As firefighters, we deal with changing conditions on scene without too much drama.  We know Murphy is a constant companion and if anything, we are surprised if everything goes RIGHT on a scene.  No incident is “textbook”.  But because we are good at our jobs, we flex with the new situation, understand it, and make whatever we have work.  Why we can’t do that in our daily operations, I guess, is my question.

If there’s anything I know about myself, it’s that I know I am not a patient man.  In fact, I’m probably one of the least patient people I know.  I also know I don’t have a lot of tolerance for less-than-excellent performance.  But part of maturing and growing involves experience, and experience shows us that there are many changing elements that occur over the course of a day, and a life, and reacting to them rather than soaking them in and understanding them (and then solving the problem) isn’t productive.  In fact, it is stressful and irritating to those who we have to live with.

I have a lot of personal growth and understanding to continue working toward and I wish some of this stuff would have been shared with me when I was a firefighter and a young officer, but it wasn’t.  I now have that benefit of experience, though, and it is my responsibility to share it with you all.  Take the time to understand the situation and instead of criticizing, find benefit in the lessons we learn and resolve not to let mistakes happen again, or at least in the environment we personally control.

Get facts before making critical decisions and don’t dwell on them too long, because in many cases, the facts will change before you even get a chance to decide on them.  Take decisive action when necessary, and when not, take considered action, and always, always, continue to re-evaluate the situation. By understanding your surroundings, you will be safer and your life richer for it.

Trust Is The Mortar

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My Grandfather "Smokey", my sister, and Smokey Bear.

My Grandfather "Smokey", my sister Colleen, and Smokey Bear. Unknown which cousin is in Grandpop's arm.

Trust is the mortar, the bond between power and responsibility.  Without empowerment, people are unable to act on their vision.  Give someone power and they are free to create all kinds of possibilities.  And in turn, if you give someone power and they squander those opportunities, those with power are reluctant to share it again.

There are several reasons why “leaders” fail to empower others, some of which involve the hesitancy to trust others to use the power wisely.  There may have been a precipitating event to foster this mistrust, or a cumulative effect may have occurred.  There are those who distrust others based on perception.

Take, for example, those who mistrust others because of outward appearances.  If you come into my place of business to get a job and don’t look professional, if I’m trying hard to convey a professional appearance, then you shouldn’t be surprised if it requires me a moment to trust in you.  Dressing the part goes a long way toward opening doors; in fact, it opens more doors than closes them.  But this is just the beginning: speaking my language- not just English, but using intellect and knowing the jargon- permits me to believe I can trust in you that you know what I know.  Using logic permits me to believe that you are mature and understanding of the options, and thus, maybe trustworthy.  None of this in and of itself should establish your credibility; you may dress like a slob and be a genius.  You may not have good English skills and yet have an amazing amount of information to share.  You may be one of those crazy artists who isn’t very logical, but has an excellent abstract way of looking at a problem.  But each of these things allows me a good feeling that I can take as: this person understands that what I think is important, they think is important.

Now while you can dress the part and talk the talk, that doesn’t make you trustworthy.  That’s the realm of the con man.  That gets you in the door.  The essential element is that once I allow you to open the door, you prove that the small amount of trust I hand over to you is nurtured and used appropriately.  Furthermore, if I permit you this trust, if something goes wrong, instead of stepping away from the situation, you own it and work to resolve it, I’m more willing to at least extend you a certain amount of trust again.

It’s completely give and take and it requires a certain amount of credit and repayment.  But given that transactional experience, a partnership between people is formed and the bond increases, just as mortar cures over time.

Right now in Haiti, for the survival of their nation, true leaders must come to the forefront.  They have an opportunity to rebuild their nation and make it strong.  There was a lot of work to be done before the disaster and the squandered trust between the “leadership” and the people is certainly a problem.  But when I know for fact that a lot of work is needed to restore their infrastructure, that indicates to me many opportunities for people to shine, to show others their devotion to hard work, to innovation, and to creativity.  If the leaders really desire change for the better, they need to foster a new generation of Haitians with power to improve their economy and their standard of life.  And while the disaster is only a week or so old, and the devastation so close at hand, it makes it difficult to focus on the future, but the future is there and waiting.  Once the fog lifts, enlightened leaders should seek those who desire a strong nation and employ them to rebuild it.

In this nation as well, there are those of us who are sick and tired of the two party system, the system that seems to be all about itself and not about us, and desire leaders who don’t give in to the rhetoric of the ultra-left or ultra-right.  There are those of us who simply desire to do right by each other, to look out for one another and not see things in the extremes but in shades of gray, because we all have value, and we should all be able to engage our dreams, but not at the expense of others’ dreams.

In your particular environment, insure that those around you are given the trust they need to succeed, and if you are in the position that someone entrusts you, make the most of it.  Insure you give back what you receive, and share that power as well, and create opportunities for others, and work together to make each other stronger.  Together we are greater than the sum of our parts.  That’s what synergy is all about.  Given the right amount of trust and taking responsibility for our actions (or our failures), we can grow and we can achieve excellence.

Report From Haiti

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n15296902663_9822Today through the SUSAR network received a report from friends on the Puerto Rican US&R team, reporting that their team arrived in Haiti on January 15th just after midnight.   They reported that their Base of Operations (BoO) is located at the Port-au-Prince Airport and that United Nations personnel are in charge of the SAR Operations.

The information went on by telling  us that “they divided the city in 25 sectors across the most affected area. Search Operations runs during day time only due to Security issues. Rescue Operations continue during the night when and only when live victims are found”.  The UN sounds like they are handling much of the logistical coordination as well, which makes sense because they already had a presence there.  Transportation to missions are provided by United Nations vehicles and the UN provides force protection with Military Police for the teams.

From this report, it sounds like New York TF 1, Florida TFs 1 and 2, Virginia 1, California 2, and Colorado 1 are working in country, as well as teams from Jamaica, Costa Rica, Salvador, Peru, Ecuador, Nicaragua, Luxemburg, Canada, Russia, Spain, China, France, Iceland, St. Domingo, Mexico, Netherlands, the UK and Colombia.

US&R in Haiti: Wishing vs. Planning

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SC-TF1 US&R working in St. Tammany Parish, LA after Katrina.

SC-TF1 US&R working in St. Tammany Parish, LA after Katrina.

I’m sure everyone out there continues to keep an eye on Haiti.  I’m not easily shocked, yet even I have been amazed at some of the scenes from down there.  Every time I see another bit of news, I want to go hug my children and remind myself how fortunate we are.

When friends and family see the situation there, not knowing how US&R deployments really work, I get asked if SC-TF1 is going.  Each time, I have taken that opportunity to explain the workings (and separation) between the USAID/DART assets and domestic response (FEMA US&R and State US&R assets) and how “task forces just aren’t sent to international disasters through FEMA”.  Of course, by saying “never”, something I NEVER thought I’d see in all of my years working in this business is occurring: the cooperation and coordination of FEMA with EMAC for the possibility (note I said, “possibility”, not “probability”) of State US&R Task Forces being deployed along with FEMA-sanctioned assets to an international disaster.

But all that being said, in watching the events unfolding, I continue to try to get my head around the response and it frankly has been a challenge.  With any disaster, there needs to be an attack plan, but in most cases, these plans hinge on some basic tenets of organization, none of these which seem to apply in Haiti.  Having been hit by several prior disasters recently, the country was already in extremis and the current situation obviously doesn’t improve things.

I have already heard from my sources that the teams that are there are working under heavy force protection.  Any of us that thought operating in New Orleans post-Katrina was sketchy, one look at the situation in Haiti makes us understand that at least we had the force of law SOMEWHERE on our side.  Reports have indicated that aside from the overwhelming number of missions and dangerous conditions, another part of the reason that engaging missions is problematic is because there simply isn’t any way to get the equipment from the airport to the disaster: roads were bad to begin with, there’s only one active runway at the airport, and there’s no machinery to off-load equipment and supplies.  Once the materials do happen to get onto the ground, no matter what conventions you try to apply for allocating the resources, there isn’t any guarantee the locals will comply with it anyway.

So for this disaster, there are other “sub-disasters” that make it much more dire, and even the media isn’t astute enough to understand it.  This situation is going to get MUCH worse before it gets better, because there’s no way to effectively get the help to where it needs to go, and if it did get there, there’s no guarantee that it will be applied to the right area anyway (unless you count “at gunpoint” as an effective means of allocating resources).

While equipment and supplies are arriving, we could just send everything we have to the area, but without the people who know how to work it, the equipment is useless.  While one friend of mine said to this, “If you gave me a concrete cutting saw, I could probably figure it out”; I mentioned to him that if you didn’t know water was an important part in making the saw blade cut more effectively, failing to do something as simple as that might mean the difference between extricating someone with one blade or a half-dozen blades.  It occurs to me that there are nuances of working with our US&R tools that are completely lost on the uninitiated.  I said this the other day: “It’s the definition between an organized US&R resource and ‘mobs with shovels’”.

My point is, after all this rambling, is that this is very much a teachable moment for everyone, just as I hoped Katrina and other disaster have been.  Even for some of my non-emergency service readers out there, there is an extremely important lesson to be learned: Every community must understand its vulnerabilities and the potential for disaster, and plan accordingly.

The caveat to this is, that despite the presence of a written plan, you can have every contingency covered and discussed, if you don’t understand and practice the plan, it isn’t worth the paper it is written on (Anybody remember Katrina?).

It is imperative that elected officials along with those of us who serve the public safety sector of our respective communities (AND the citizens living in those communities) understand what likely scenarios can occur, know where the vulnerable populations exist, and understand what resources are needed.

For responders: If those resources aren’t readily available, it is then incumbent upon us all to know where to get those resources, how to legally obtain and use them, and even more important, when and how to call them.

For the elected officials: It requires insistence on development of these plans as well as FUNDING to support the plans.

For non-responder citizens: Maybe you should understand that you have a part in this as well, to insure you are prepared to go it alone for at least 72 hours and maybe have some ability to rely on your own preparedness and not look to government for the total solution.  Try checking out the recommendations here at the FEMA website.

So without too much further delay, maybe this is a moment for all of you (elected officials, responders, and citizens) to dig out your volumes of plans and look through them and begin to understand not only what is in them, but at least what your part in that plan will be if, God forbid, you have to utilize them.   While we here in the United States are subject to the same disasters as other nations, at least here, there is the force of law to keep this type of situation from getting out of hand (note the sarcasm).  My suggestion: have a plan, support it, practice it, and if things go badly, USE IT.

Stay safe and let’s keep the responders as well as the citizens of Haiti in our prayers.

Urban Search and Rescue – Rockbreaking 101

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SC-TF1, GA, and MD-TF2 working with St. Bernard, LA at Katrina

SC-TF1, GA, and MD-TF2 working with St. Bernard, LA at Katrina

Since there seems to be a huge lean forward from people who want to know more about US&R, and since US&R is (and has been) one of my main projects for over twenty years, I figure I’ll take the opportunity to point you all in some directions for information, as well as provide some useful links other than the standard FEMA sites.  I’ll start off with one or two and add some more as time permits.

Also, if I have missed a good link (or source), please add it, because any errors or omissions are likely just my failure to remember someone while sitting here for a moment, rather than deliberate exclusion.

I’ll start of course with my baby: the South Carolina US&R Task Force, which is a state-sponsored NIMS Type 1 equivalent US&R Task Force.  Our deployment to St. Tammany and St. Bernard Parishes during Hurricane Katrina established us on the map as a viable response asset.  While I am no longer the Director of this organization but serve as Deputy Director in an advisory role, it is still my pride and joy.

There is another US&R project of which I am very fond: the State Urban Search and Rescue Alliance, better known by its acronym, “SUSAR”.  This began as a consortium of 19 states, including Puerto Rico, meeting for the first time in July 2005 at the South Carolina Fire Academy in Columbia, SC.  Now it has representatives from over 41 states and we have earned the consideration by many other affiliated organizations as we help to advocate for these state teams which previously had no voice.

One Firefighter Nation there are several US&R “social” groups: Urban Search and Rescue, of course; USAR/FEMA; and USAR.  You can join into the discussions there and say your piece, or at least get to meet other like-minded individuals.  There is also the Cancel The Engine site on there, which has a lot of rockbreakers hanging out looking for something to tear up.

I’ll take the time to add some more later, but if you have a link near and dear to you, feel free to add it on a comment, and if it is appropriate, I’ll add it in.

Vigilance and Haiti

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South Carolina US&R Task Force at Vigilant Guard

South Carolina US&R Task Force at Vigilant Guard

As is always the case in times like these, fire and emergency service providers stand ready to send whatever relief is necessary to aid the survivors of disasters.   While we continue to keep the residents and visitors to Haiti in our thoughts and prayers, an open letter to the fire and emergency service community from FEMA Deputy Administrator Richard Serino reminds the response community that self-deployment to the disaster areas is not advisable.  For a number of reasons, there needs to be a coordinated response so that well-meaning people and resources don’t ultimately overwhelm what is already bedlam.

While it may seem counterintuitive to some not to send EVERYTHING to the region, I’m reminded of the scenario that presents itself in football when the defensive end is told repeatedly, “Seal the ends and don’t let anyone out” and after being told that twenty times (and having no backs running around the end), he decides to “get involved” and leaves his assigned area, only to be left in the dust by a screen or a reverse.  His job was to protect the flanks from just such a move, and failing that, this weakness was not only recognized by the offense, but exploited.

It is imperative that we take this opportunity to recognize that these disasters also affect our own communities, and this is the time when increased education of your customers is important: what to do if something like this happens here, who will respond, what your capabilities are and how you plan to address your needs in a disaster, and so on.  This is the time when you contact your representatives and reinforce to them that we have emergency operation plans in place and resources, and educate local responders what to do and how to obtain these resources.

Most importantly, someone needs to be watching the outside, anticipating that at any time, events can also happen at home.  In that event, teams selected to move into the Caribbean to aid Haiti may need reinforcement back in their home jurisdictions and we should be ready to help in those situations as well.

Everyone has a part on the team.  Take this unfortunate situation and at least turn it into a “teachable moment”.  If you fail to do this while it is fresh in the minds of the public, I can reassure you, look at past disasters and see how fast those moments faded from view.  We can prevent death and injury often by educating people as to what we do and how to get us when they need us.  But in order to do all of this, we need support, not just during the disasters, but in the times in between.

Keep our fellow US&R teams in your prayers as well as the citizens and other responders in this most distressing of situations and make sure we are ready if anything else goes down on our watch.

Taking The Plunge

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webIMG_2005Happy New Year!

Recently I was on my way to work and marveling at the sunrise (I get a good shot of it going over the Cross Island bridge on the way to my station) and got to remembering one call where a person dove off that very same bridge.  I was thinking, if you’re going to pick someplace to move on from, that’s a pretty scenic spot to do so.  It also brought up to me the dichotomy of risk vs. reward.

While the individual I was remembering had a reputation for making daring but risky decisions, you have to understand the motivator for someone like that.  If you can pull it off, you’re a God.  A stunt like that makes for a lot of interesting conversation later in life.  The downside, however, is when you fail, you fail catastrophically.

When we choose to forgo a risk/benefit analysis, we do just that.  In fire/rescue, the risk we take also involves death-defying heroism if you can pull it off, or grave consequences if you don’t.  While diving off a bridge seems to be the start of interesting cocktail party conversation, failing to appreciate the impact when you hit the water (literally) or the swiftness of the current below indicates a lack of total understanding of the problem.  When we plunge headlong into a fire with no idea of the conditions or into a rescue without considering the hazards that exist, we aren’t being professional.  We are choosing bravado over intellect.

I’ll keep it short because I’m juggling a few projects, but appropriate risk/benefit analysis requires a total understanding of the situation.  Failing that, at least a brief contemplation of the major risk involved is required.  There are people in our business who don’t even think when they go into harm’s way.  How many times in a media interview with “the hero” have you heard someone say, “I didn’t even think about it”.  I’d be curious to know if we were able to interview those who didn’t make it; would they say the same thing?

Understand your situation and make intelligent decisions, not irrational ones. It’s the difference between the steadfast and respected commander and the impulsive private.  If you want to be a leader, act like a leader.

Command Presents

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Hilton Head Island Fire Station 7

Hilton Head Island Fire Station 7

It’s that time of the year that we hear the word “presents” often enough to make your ears bleed, so I was wondering if my misuse of the word “presents” got your attention. Apparently it did, or you wouldn’t be reading this now.  Or maybe you didn’t notice.   If you didn’t notice, go and look again: when we speak of “command presence”, we speak of the characteristics of the person in charge to lead from a strong, visible, and decisive point of view, not “presents” like a gift.  Having strong leader-like characteristics  as part of your daily personality could be a “present”, if your job is to be a leader.  It also could be very annoying to the people around you.

According to my family and friends, acquaintances, and the Myers-Briggs (and every other psych profile I’ve ever gone through), I exhibit decisive, directive behavior as part of my normal personality.  More often than I care to, my “command presence” comes out when I’m talking with my wife (she doesn’t like it), my kids (they’re not crazy about it either), or my colleagues (they probably think I’m insufferable anyway).  This just goes to show you there is a time and place for everything.  Explaining to your daughter the intricacies of math, for one, is probably not a good time to be strong, visible and decisive.

Likewise, when you are leading firefighters into emergency situations, it is not a time to be easy-going, reserved, and willing to compromise.  There are those out there who are; they are also the ones with crews free-lancing, poor accountability, mixed commands, and poor coordination.  These are also the ones who get people hurt and killed.

While you don’t have to be the second coming of Field Marshal Rommel, you should understand that the fireground or rescue scene is the place where only one person can be in charge.  Coupled with the observation that leadership abhors a vacuum, you can probably understand that if you fail to establish a clear picture of who is in charge, someone else will.  It’s not the act of having a fist fight to decide who that is; the only person who can be in charge is the legally responsible incident commander.  How that decision is made is pertinent to the laws of your jurisdiction, but if you have someone who can’t command, they probably shouldn’t be in that position.

All too often, I see failure in company officers who are “best buds” with their troops on a daily basis, and then can’t understand why there’s so much chaos on their incident scene.  It is simply because those people don’t necessarily see you as the “alpha dog”.  To them, you are just another “member of the pack”.  Other members of the pack don’t call the shots, the alpha dog does.  And like I said, if you aren’t filling that role, someone else is.  That person will also be the one that when things go south, everyone turns toward for the answers.

In this time of giving, give your subordinates a lesson in leadership.  Your leadership should set a positive example, a role model, if you will, for your aspiring officers.  Command and control is important on the emergency scene and failing to work with that does not instill confidence in the abilities of the IC.  It is essential that not only do your charges see you as a leader on the scene, but in the station as well, for if they do not, on the scene is a bad place for them to convince them of that.  Make it a “present” to the people you are responsible for teaching and watching over.  Give them the tools to lead others, and they will hopefully show you that they trust your leadership, and when the time comes, they will walk on that path as well.

The Source of “IT”

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webDSC01964I think I may have found the source of “IT”.  It is a passion, a desire to elevate whatever you do to art form.  A few weekends ago I got to see it first-hand; in the form of a fourth-generation Iranian American rug importer, a sixty-year old rock musician, and a business owner/mother of three.

A few years ago, I was paid one of the highest compliments I ever experienced from a fellow fire service professional.  I was first beginning to blog and this professional said that he wanted to get to know me better because ANOTHER fire service professional who had read my posts told him that I was “someone who gets IT”.  I was pleased to hear this, but it piqued my curiosity as to what was truly “IT”.

So what is “IT” with a capital I-T?  In my opinion, IT is the headwaters, the origin, the core.  The first chapter of the Tao Te Ching describes IT as being the “unnamable source”:

The tao that can be told is not the eternal Tao

The name that can be named is not the eternal name

The unnamable is the eternally real.

Naming is the origin of all particular things.

Free from desire, you realize the mystery.

Caught in desire, you only see the ramifications.

Yet mystery and manifestations arise from the same source.

This source is called darkness.

Darkness within darkness.

The gateway to all understanding.

I was honored to visit with an importer of fine rugs, rugs that transcend flooring; rugs that are truly art form.  As we sat together on stacks of his family’s recent creations, I interviewed him about the origins of 200-plus year old rugs that surrounded us, accompanied by pictures of great-grandfathers and grandfathers gone by.  The rugs on his walls said more about the craftsmanship and artistry of a century of skilled designers than the many awards, in fact, the most in the industry, gracing his foyer.

I happened to attend a concert by a musician who, even after his 60thbirthday, refuses to mail it in.  I have seen thirteen of his performances over 10 years and I have never seen him take a five minute break while playing over three hour sets and jumping, sliding, running, cheering, etc.  His work ethic, he has said, can be directly attributed to his love for what he does and the examples of his working class parents.  He knew from early on he wanted to be a rock musician.  In fact, in his autobiography by Dave Marsh, he is credited with knowing as early as high school what exactly it was he wanted to do, how he committed his efforts to learning his craft.  His mother, knowing how much he wanted this, bought him a guitar when he was sixteen, which was a major sacrifice on her part.  Talk about return on investment.

A woman who, undeterred by others with less vision, put together a company to reflect her exacting eye for detail and has been considered a leader not only in her industry, but in her community as well.  Despite the lack of effort put in by others around her, she would stay at work until eight or nine in the evening trying to keep the company afloat.  She did this not out of necessity (other than keeping her job, as she had no financial stake in the company), but out of loyalty and a desire to help her colleagues remain employed.  When it was just painfully obvious that no matter what her effort, the owner would not regard her with the respect he gave to yes-men and poor performers, she left with no protection and established her own enterprise.  She is now employing others and giving to others through her efforts and her company is considered to be a standard of excellence.

Although I know only the stage persona of the musician and the rug importer has been an acquaintance for years, I know the woman as my wife, Kathleen.  In watching and somewhat studying each, I find that there are some constants in their success; those of an incredible work ethic, a devotion to what they do as art form, and a dedication to doing what is good and right in contrast to those who only do for themselves.  They also have high standards for themselves and hold themselves and the others around them to that ideal, and in doing so, elevate everyone close to them.

People become good at what they do as a result of passion.  They choose to learn all about that part of their lives and focus on learning about what is considered good and right in their profession and they know to avoid the things that are not.  They don’t associate with the things that are considered amateurish or petty, but live in the now and they note what is new and innovative, and they reject that which is not, or they weave it into something revolutionary.

When you chose this thing, firefighting, as a calling, be it career or volunteer, did it seem to be something to pass the time or was it something to invest in – and by investing, mean your time, your patience, and your passion?  Do you find yourself now in the ranks of the unconsciously competent, doing the job so well that you are on a whole other playing field than others? If so, maybe you have finally reached the unknowable, but if you are like me, you probably find yourself a lifetime student of the game.

“IT” is the unknowable, the unreachable, but it is the usefulness of the darkness.  It wants to be filled and even like in a cave, where you shine in a light, that light only illuminates what you happen to be looking at.  Yet there is the whole rest of the cave, the outer reaches unable to be covered by the light, and even with more light, there will continue to be the areas covered in shadow.  To completely illuminate the cave and to see everything is going to require an entirely amazing amount of light that we probably can’t even imagine, and even then, there will be dark places.

When you get “IT”, you understand that.  You know that there will always be more to learn and no matter what amount of light you bring in, there will still be more to learn and different sources to learn it from.  There is a certain amount of humility in someone who understands this, because they know that even in the least likely places, they might find more to comprehend.  Continue to remain open to all and you might begin to see anew.

The Thanks of a Nation

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webDSC01875Author’s Note: I updated this post from the original due to what looked like, in hindsight, to be mostly whining.  My apologies to those of you subjected to the original garbage.

Maybe it’s the observation that many of the politicians who are quick to take credit for the nation’s preparedness are slow to ever visit a fire station, or maybe it’s my expectation that instead of having to beg for the table scraps that our law enforcement brethren leave for us, we might also get a seat at the main table, but I just don’t see the fire service gaining the amount of respect that we deserve for the sacrifices we make.  And if you’ve been following this blog for any period of time, you’ll know that I am fully cognizant of the reason why.

We have friends in high places that can help us.  Despite your individual politics, Vice-President Joe Biden has long proven his support of the fire service, and there are others out there who are as well.  If you don’t want the fire service to continually get what’s left over; if you are tired of watching FIRE and SAFER grants get thinner and thinner; if you expect that the fire service should be considered for a bigger piece of the decision-making that goes on in our homeland defense, I’d suggest you get involved.  Learn what legislation is pending that affects the fire service, what is beneficial and what is detrimental, and call your Representatives and Senators.  Join the Congressional Fire Services Institute and support our efforts to get help from the government in furthering our mission.  Participate at the National Fire Academy and make sure your elected officials know how valuable it is to us.

While we speak here on Firehouse Zen about change and progress, tradition is good when it comes down to the meaningful things, like our history and our preservation of the courage and sacrifice of our brothers who have gone before us.  One of the beautiful traditions of our service is the recognition of a job well done and award of something meaningful to most of us.  I knew this method of conveying our certificate upon us was going to happen, so it wasn’t a surprise.  And regardless, the best thing I honestly took away from this experience was the friendship and the sharing with some of the finest people I will ever know, which in and of itself is one of the best traditions of our job.  But over the last ten years, the current method of awarding you your certificate says to me that our government thinks so much of our efforts that they wad up a certificate in a cardboard tube and ship it off.

What do we need to do to end this and other shots at the fire service?  Get involved and show them we are here.  We need to work together and stop shooting ourselves in our collective feet in order to agree on some basic principles and move forward.  We need to agree on at least some things, and put them out there, and not pull everything off the table when our pet project doesn’t get funded.  We need to work together as a team, and get our government to understand that we will not be going away anytime soon.

An Atmosphere of Trust

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webMen of Iron BW 2

You want that hole WHERE?

Having worked my normal 24 hour shift, I got up at 0530 and went to the station’s kitchen to make a pot of coffee.  As I stood there, filling the pot with water, I realized that the crew’s dinner kitty was still sitting there on the counter.  Although it wasn’t much, it made me think about the trust that you find (or don’t find) in some firehouses.  It contrasted with a discussion I overheard about one shift raiding the other shift’s fridge just the day before.  Now while most of our stations are “hardened” facilities and require an ID card for entry, I remember when we could leave the place wide open and never have to worry about anything being touched.  In this day and age, not only do we need to worry about some mutt walking in while we were on a call and stealing a laptop (it happened to one of our guys), we have to worry about the criminal elements who want our ID, uniforms, or even a vehicle, so they can pose as a firefighter.

Trust, however, is a pretty interesting concept of its own.  As a leader, you have to earn the trust of the troops.  And as I pointed out, twenty years of being their buddy can go right out the window if you hose them on one thing.  I’ve found that it’s better to be circumspect than to lie to another firefighter.  If you just can’t talk about it, you might as well lead off by saying that, because if you try to act like you are bringing them in on “the scoop” but you can’t tell them the full details, your credibility is shot.

I look at the way my crews trust me in differing degrees.  Do they trust me to command them going into a burning building or to guide them at a building collapse or a confined space incident?  I’d guess most of them do since I’ve never had them second-guess me on a scene.  Do they trust me on most things?  I’d guess they do.  Do they trust that I’ll get the roster right in the morning.  I’d bet much less so (I’m notorious for having to re-send everyone the “amended” roster).  But whatever you do, you had best build credibility in the areas you want them to find you credible in, because if you don’t, your word is crap.

I know company officers (and chief officers) who simply aren’t trusted.  The guys may like them, they may have a beer with them, but get them aside and they’ll tell you, “This officer isn’t trustworthy”.  They may feel like the officer has got their back on daily things but just can’t trust them to make the right decision on the fireground.  And on the fireground, when people have the possibility of being injured or killed, you’d better bet that if you are leading a crew, a section, or the entire incident, you’d better have some credibility.  Because do you know what happens when you don’t have credibility?  No one will listen to you.

When elements of mistrust exist on a regular basis between the troops and the brass, those factors simply add to frustration levels that always exist anyway between these two dynamics.  If you are an officer trying to increase team morale and trying to slow down the rampant rumor mill, you’ll find that deep at the seat of these sentiments lies that mistrust.  Be it that the previous leaders were untrustworthy, or that others have continued to fuel the conspiracy theories for their own amusement, in any case, so long as your people fail to trust you, no amount of money, new trucks, etc. will stop the train.  It requires making that leap to show them that you can be trusted.  In exhibiting your faith in them, hopefully they can begin to have some faith in you.

Maintaining this kind of relationship requires a lot of work.  From first-hand knowledge, it can often be frustrating.  I am a “firefighter’s firefighter” (or at least I hope that’s how my people see me) and I still walk the walk as much as talk the talk.  Yet when I pinned on those chief’s bugles, it didn’t matter that some of these individuals have known me and what I am about for decades: I’m a chief now.  The whole element of trust seemed to have to begin from scratch and work its way back to the same level it was at when I was a Captain, I guess.

The problem is that for as much as you try to show these people that you are only interested in doing the right thing, because of years of mistrusting anyone in a white helmet, they don’t feel comfortable putting their trust in you.  Firefighters pride themselves in being a cynical bunch; show me one firefighter worth his or her salt and I’ll show you that they have a skeptical eye about pretty much any subject that presents itself.  It’s a survival mechanism.  While others pride themselves in seeing a half-full glass, we fully expect that the glass is half-full alright: with an unknown toxic.  Firefighters require everyone and every incident to prove it is safe to trust first, and only then will they dip their toes into the pool.  So an understanding of that culture requires actually living it because the lack of “street cred” automatically targets you as being an outsider and unable to be trusted.

We as leaders must work hard to develop a space of trust.  Of all of the qualities of a leader, trust is most important.  Frankly, no one is going to follow you if they don’t trust that you’re going to take them someplace they want to go.  While you may have all kinds of degrees and certificates, there’s nothing other than setting an example for your troops that is going to teach them that they can follow you and that they can trust that they’ll survive the experience.  If you are trying to change your organizational culture and continually meeting resistance, chances are that your either personnel aren’t mature enough to appreciate that individuals are different and new  leadership isn’t automatically to be distrusted (until you’ve done something to break that trust already), or because no one has ever given them a reason in the past to let go of their fears and follow you.  In both cases, it’s going to require you to stand in front and establish that relationship or understand that you need to develop a thick skin, because the sniping will never end.  Standing up and setting an example seems to be the most productive means of accomplishing the mission.

Use of Faith-Based NGOs As Disaster Response Partners

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tfcc_pano1For some of the new readers here, not only is Firehouse Zen about enlightened leadership, it is about management issues and creative solutions to ongoing problems in the emergency service industry.  If you are a long-time reader, you may recall our discussions in the past regarding disaster response and credentialing, and in an effort to dip back into some of the issues of disaster management, I’d like to point you all toward the excellent website of the Natural Hazards Research Center at the University of Colorado – Boulder.

In their latest issue of Disaster Research, there is an article regarding government response and recovery and the increase in governmental partnerships with faith- and community-based organizations to assist in cleaning up catastrophes.  In the recent past, we have seen ineffective response from certain portions of government that have assumed responsibility for this service at the local, state and federal levels.  I don’t think anyone who works in our field and  is taken seriously about their views on the subject feels like “government” alone can deliver an entire package of assistance to a disaster-stricken community.  However, there is plenty of debate about how to most effectively coordinate assistance in the wake of a calamity.

Of all things in our industry, our frustration with failure of some politicians to continue to apply heat (and funding) to the problem BEFORE disaster strikes is only compounded by the political “outrage” when disaster occurs and we are accused with not properly preparing in advance (still with limited or no budget or legislative action on our behalf).

In an answer to some of these challenges, some state and local governments are forming coalitions that guide organizations providing emergency response. Missouri, Florida, Texas, and a few others have, according to a recent article in the St. Louis Post-Dispatch, begun to develop alliances between emergency managers and NGOs.

There are many discussions regarding the potential for blurred church and state separation which can’t even begin to be adequately addressed in a short blog post.  However, those issues aside, NGOs over the past decade have been efficiently providing disaster recovery assistance and have been successful in finding resources that governmental bodies can’t seem to scare up.

This discussion doesn’t also begin to factor in the entire over-reliance on “outside” help in the event of disaster.  This was a point made by Alan Kirschenbaum in earlier works referring to the growth of the disaster response community that seem to be related to the decline in perception of individual responsibility for preparedness.

While this all has some serious discussion ahead of it, I have less of a problem with this type of assistance than I do with pseudo-qualified responders self deploying to events with little or no capability or self-sufficiency.  I think there are plenty of avenues for a person with altruistic motives to get involved with an organized response; it’s the poseurs and con-men I’m interested in keeping away.

I’m open to some observations on the subject.  I think if managed correctly, these NGOs have access to resources currently limited to those of us charged with response, and we should take advantage of creative partnerships, as the organizations I am affliliated have already done.  Look around your community and identify capability that lies outside of the conventional response.  You’ll be surprised by the resources that lie out there and I think you’ll find that instead of spending essential funds on assets that already exist, you can find better uses for that money in areas that are currently underserved.

Distance Separates Us

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ladder talk webDistance separates us.  Of course it does, you are probably thinking.  That’s not that much of a revelation.  But distance separates us all the more so because by being distant, or more so, by not being alike, it also indicates a schism between you and I.  The fire and emergency services are united in our history, but at some point we evolved into many different representations of the same idea: service to others.  As to whether that space can be broached or not is the big question.  While we can all claim brotherhood and a desire to do this job, whether we are career or not; whether we are urban or not; whether we provide EMS or not; and a whole host of other differences keep us from effectively saying “We Are One”.

Over the past decade, the efforts Dave Iannone and Chris Hebert have put together brought a lot of us old crusties to the digital age.  These innovative experiences took firefighters (and non-firefighters) from around the world and brought us closer together.   But while this has been a good thing because I now know and can better understand the perspectives of a volunteer firefighter in Moosejaw, AK as well as a firie in New South Wales, Australia, it is saddening because I see some of what I had hoped not to see.

Although I was first promoted to officer rank in 1985, I’m afraid I wasn’t a very good officer.  Sure I could run tactics and make sure people were doing their jobs, but I lacked maturity and looking back on it, depth.   In 1988, my eyes were opened.  During a weekend seminar on Fire Service Leadership, Chief Harry Diezel (Ret, Virginia Beach Fire Department) opened my eyes and put me on the path that I have since continued along.  Twenty years ago, this guy said that networking was one of the single most important elements of leading. Yes, twenty years ago.

I quickly found out what firefighting was and was not about.  In that one class, I realized that there was firefighting, there was being a fire officer, and there was fire service leadership.  While I never had the opportunity to work with Chief Diezel, his words have never left me.  Although some of his ideas still are met with resistance from some of our colleagues and did that weekend from people in the class, the ideas have only been confirmed over the years to me as his concept of emergency service delivery made Virginia Beach one of the model departments of the Eighties.  Over the years, people like Howard Cross, a legendary instructor at the National Fire Academy, have also reinforced those concepts to me.

Like these individuals did for me, I have always wanted to do for others.  Firehouse Zen is part of that legacy.  I want others to look at this job with renewed perspective, to comprehend, rather than simply demonstrate knowledge.  To understand, rather than to just repeat memorized information.  To seek alternatives, to improve, and to be about positive change rather than to be about the status quo.

FireEMSBlogs.com is just a natural evolution of sharing this body of knowledge.  Dave and Chris have done a tremendous job to bring us together and to allow us to share experiences, to bond, and to better appreciate the situation each of us must face daily.  We have, however, light years ahead of us and so long as we refuse to acknowledge that our differences are actually a good thing, we will never be united.

To effect change, we must seek to understand.  To understand, we have to be presented with knowledge and that knowledge comes from others.  As the internet bridges the miles and brings our world closer together, we are finding that we share a lot more than we thought we had in common, and yet we also find ourselves unwilling to accept the views of others and even assault those who happen to share a contrarian view.  In order to grow, it is imperative that we open our minds and take the tools we are given, and use them to the best advantage.  Do us all a favor this year; point a colleague toward some of the networking opportunities out there, especially the one afforded by FireEMSBlogs.com, and tell them that there’s no time like the present to start working toward tomorrow.

Science Is Your Friend

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While taking Honora to school a few days ago, Bob Edwards was speaking on NPR Radio with Chris Mooney and Sheril Kirshenbaum, the authors of the book, “Unscientific America”.  While the book apparently discusses “scientific illiteracy”, some of the commentary seemed applicable to what we currently endure in the fire service; clinging to tradition for tradition’s sake and the global ignorance of scientific findings that can improve our efficiency and safety.

The authors, in discussing their premise, suggested that the general populace isn’t stupid when it comes to science, they’re just disengaged.  The idea that they put forth is essentially that science needs to discover a way to get people to re-engage on the issues, which is not as easy as it might seem.  While the scientific community as a whole might not necessarily agree upon the ways to communicate their issues, for scientists and supporters of science to simply dismiss the “emotional side” (my quote) of others when it comes to scientific issues is turning their back on the problem.

In the early to middle parts of the last century, scientists were looked at as heroes.  Science brought us protection against disease; it brought us innovative fabrics and materials.  Science ushered in a nuclear age and took us to the Moon.  Science, however became pedestrian or became background noise.  Although Mooney and Kirshenbaum didn’t suggest it, I suggest that maybe we all began to take these accomplishments for granted.  Consider that every other time I upgrade my computer it becomes a third smaller and four times faster (and I seem to have to upgrade these bad boys about every two or three years).  While the laptop I am typing this on has 500 GB of storage, my first work computer back in 1988 had MAYBE a 120 megabyte hard drive.  Since I wasn’t so computer literate back then, I couldn’t even begin to tell you how much RAM it had.

While these technological miracles happen almost daily, maybe they’ve become a little too commonplace.  And of course, the unintentional wall established between science and the rest of us (maybe I’m a bad example) doesn’t afford any converts.  In fact, the authors discussed that Carl Sagan suffered considerable stigma from the scientific community because of his efforts to put science in a context others could understand.  The result was that he was considered to have “populist” (their quote) views and was somehow, not worthy of inclusion into the supporters of science.

What has happened is that science just isn’t as popular a subject.  Mooney stated that if you read the newspaper, “Science doesn’t beat the horoscope or the sports pages” among most people.  Along with the theory that your political view influences your perspective on science (I’d agree with that), especially in this day of deeply divided emotions about our nation and the people who run it, I’d bet that the thought of discussing some of these scientific endeavors (stem cell research, evolution, etc.) with some of your friends or family probably makes you uncomfortable, regardless of where you stand.  So it’s no question that science in many circles, isn’t exactly a hot topic of conversation.  In fact, unless you are surrounded by a bunch of like-thinkers, you might well avoid scientific discussion altogether.

So just as goes science as a discussion for us all, so goes the fire service for those of us within it.  Go to any firehouse and you’ll see some strong feelings on certain fire service topics.  For any of us to discuss deeply held beliefs about our fire service brings up some pretty raw emotion.  Depending where you sit on many of these issues, sometimes it is better to sit it out and watch the fighting than it is to engage.  Why is that?  Well, I know personally, while I don’t shy away from conflict, I am not interested in engaging in an all-out battle with anyone who just can’t see any side of the issues except the one they are on.  If I choose to remain open-minded and civil, so must you.  That doesn’t seem to prevent people from acting like assholes though (yeah, I said it).

Blogging and posting is a little unique.  The anonymity of being online seems to permit some of the less enlightened individuals to pipe up when they should probably just stick a sock in it and slink back to their corner.  Especially when I’m being lectured by some moron who has two or three years under his (or her) belt and all of a sudden, they are the subject matter expert du jour.  Since the privacy of the internet protects cowards and psychos from getting popped in the mouth if they cross the line, I’d just as soon focus on positive discussion, but it doesn’t seem to stop some of them.

The emergency service industry, as does the scientific community, must remain objective while considering the deeply held beliefs and traditions of those who came before us.  While it seems that logic should overturn any voodoo, the scientific community can’t be dismissive of the emotion attached to these beliefs, because they can be equally as powerful, and no scientist has really been able to explain that.

I’ve said before that I love the traditions of the fire service.  I come from four generations of firefighters and I am proud of that heritage.  But just as my grandfather and my father were renegades and agitating for change and improvement, so do I.  I’m happy to keep a roto-ray on the front of my engine, but I’m not so keen on rushing so quickly to a fire alarm that I flip a rig.  I guess that’s a tradition that seemed to occur a lot in the past that I’d just as soon leave behind.  And yes, there are some who still think that this is acceptable behavior, as do those who think risk/benefit analysis is for sissies.

If we really want change, we have to understand that it scares some people.  Being dismissive of their fears or their preconceived beliefs doesn’t bring them to us in harmony, it creates division.  Understanding how and why things do the things they do is just as important as understanding who we are and where we came from and how we got here.  Since most of you reading this already get “IT”, I’m probably preaching to the choir, but perhaps we can do a better job of reaching out to the dinosaurs and conveying our respect for the way things were done, as well as educating them on safe and effective practices.

Understand that although scientific exploration may bear out an idea and that idea is as right as rain, that same idea will remain locked up in your head somewhere if you’re unable or unwilling to frame the idea into something everyone can understand and eventually, embrace.  If I had the universal answer to all of our problems, I wouldn’t be sitting here asking you open-ended questions.  But it seems that the questions keep getting asked and we aren’t hitting on the answers.

As a brotherhood, we need to band together and discover what others have found before us.  That together we can work toward improving public safety while striving for our own safety as well.  That tradition is important, but it doesn’t supplant common sense.  And that science, in reaching out to find answers to our questions, has achieved a method of achieving logical approaches to many problems, but we have to sometimes choke back emotion and realize that improvement sometimes means walking away from the treasured, but flawed, reasoning of our past.

Turtles, Circumstances, and Change

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Hilton Head Engine 7Just this week, not only on our relatively quiet haven of Hilton Head Island, but right here in the community in which I live (Palmetto Dunes), comes a story which has become national news.  Before I knew it would be on CNN and everywhere else, I read in our Island Packet this article on a romantic proposal gone wrong, and the subsequent death of sea turtles.  Now while I never really thought I might read in the same article anywhere, the words “sea turtle”, “romance”, and “death”, you really might be wondering, “What does this have to do with the fire service?”  I can reassure you that it does. 

 

How it does is that it clearly illustrates the law of unintended circumstances.  I’d be willing to bet you that no one involved in this story desired to kill off 60 turtles and had no idea that their simple luminary tribute to the sanctity of marriage would touch off what ended up on the AP news feed.  But as a result of something they did, or might also be the case in our situation in fire and emergency services, didn’t do, there was heartache, conflict, and even injury and death.

 

Actions are taken in our fire stations and on emergency scenes on a daily basis that sometimes go badly, and I would venture to guess that 99.9% of actions that resulted in poor outcomes were purely unintentional.  However unintentional these actions (or inactions) are, though, our actions may have wide-ranging impact on our entire organization.  Our actions or inactions may not even be noticed today, or could end up as front page news.  We must constantly be vigilant of the actions we take and how they affect our current situation, and even more importantly, our team, our agency, and our customers.  What may seem insignificant to us may end up costing someone their life later.

 

Working together as a team, we have to have the courage and the ability to say, “Hey, that doesn’t look right” to our colleagues, and they should also be able to say it to us.  It’s a basic tenet of crew resource management.  Fostering this attitude in your team requires cultural and social change, especially in our traditional paramilitary hierarchy.  Our most important role in this concept is awareness of the things we do and importantly enough, to do things right, as well as to be open to the suggestion from others that we should be doing something differently.

 

Being in the position of a transformational leader requires more than being right, it requires us to be open to the idea that we might not be.  As part of a team, when we make a mistake, we must strive to understand what occurred and what the results were, so that we and others don’t repeat that mistake.  When we mistakenly lay off blame we don’t really learn from the mistake. 

 

I had a driver once who had a minor accident with the apparatus we were assigned to.  It was obviously a result of a failure for someone else to do their job.  But he owned that situation and every time he pulled out of the station from then on out, I noticed him looking to insure it never happened again.  It is imperative for us to understand our shortcomings (hey, I have many), own them, and resolve to do better next time. 

 

I’d say that if that couple ever does decide to re-visit our Island again, they’ll never forget to blow out the candles when leaving the beach.  It’s called a watershed moment,  In our lives, it is one thing, but when we have one of these events occur while operating as part of a team we are tasked with leading, it is a requirement that we critique it, learn from it, and resolve to not let it happen again.

Ambition

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At Mass today there was a reading from the Letter of St. James that got me thinking: “Where jealousy and selfish ambition exist, there is disorder and every foul practice.”  It goes on to say, “Where do the conflicts among you come from?  Is it not from passions that make war within your members?”

It reminded me of several passages from the Tao Te Ching, one of which says: “Those on tiptoe don’t stand up, those who take long strides do not walk; those who see themselves are not perceptive, those who assert themselves are not illustrious.”

These are some teachings that have lasted centuries and what, exactly have we taken from them?  When I was younger, I wanted it all.  When I grew up and could have it all, it was hard at first for me to understand, but I realized that it wasn’t altogether worth it.  Power comes from within and can’t be seized.  If you let it come to you, it will.

Conflict comes from people wanting something.  The amusing part of that is those who have power will say all day long, “If you really want it, you have to let it come to you.”  I’ve found that to not exactly be true.  That concept relies on enlightened leaders seeking people who are also enlightened, and not on surrounding oneself with “yes-men” and deceivers.  Had I waited my whole life for people to come to me and ask for my help, I’d probably still be waiting.

Thus the neverending struggle between seizing opportunities and creating them;  I have put a significant amount of research into what it would take for me to get from Point “A” to Point “B” and in some cases, made it happen.  I’m happy to say, however, that a lot of what I have accomplished has actually come about because I didn’t walk up the backs of others to get where I am at.

Ambition is not necessarily a bad thing; being deceptive, manipulative, and doing things contrary to the good of the team and the public we serve is.  What we individually have as a vision of our organization is proper if it involves service to the people we are charged to protect and assist, and not if it involves the “benefits” of public service.  By those, I mean the “perks” of having a badge, importance in the community, and the ability to lord over others and speak down to people.

There is such a thing as being an advocate for those who have no power, for standing up and doing the right thing, even when the right thing requires going out of our way to do so.  The other day I was driving down the road in my chief’s wagon and saw a family broken down on the side of the road.  I also saw several other official vehicles (not ours, thank God) pass these people by.  Had I been going somewhere in a hurry, would I have stopped?  Maybe those other official vehicles had places to go and people to see.  I stopped and helped them out.  They were grateful but I didn’t do it for their gratitude, I did it because it was the right thing to do.

As leaders, are we interested in the chase for power?  Or what we can do with the power once we have it?  I was talking about money with my oldest daughter today and explained to her, what good is money if you already have what you need and you are more interested in accumulating “stuff”?  Wouldn’t it be a better idea to help others who are in need, or at least taking the time to do something nice for others?  Once we hit the mark we desired, as a company officer, or a chief officer, what will we do with that newly found power?  Will we share it with others and empower them?  Or will we use it to beat others down and tell them what to do and where to go?

Tribes

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I’ve been pretty busy lately so I haven’t been able to post.  Something about the end of summer, doing deliveries and computer stuff for my wife’s company, doing the initial planning and contacts for our annual Down Syndrome Buddy Walk, and of course, getting the kids back to school.  With all of that, something really important is also this weekend, the beginning of football season.

When I met my wife almost 20 years ago, I’ll admit, I was not as much of a college football fan as I was of the NFL.  But my very subtle leanings toward the Notre Dame Fighting Irish became pretty intense as a result of my wife’s having attended the University, as well as much of her family.  It was in becoming part of the Powers clan that I learned much more about the University of  ”Our Mother” and really more than what I saw on TV that I liked.  I learned more about what the University means to the alums (and to us “subway alumni”) because of their adherence to higher standards, standards that may not have recently evolved into winning on the football field, but standards that have resulted in producing people of integrity, faith, and dedication.

But this isn’t a blog about that.  This blog is about tribes.  The “tribe” that I am a member of, those of Notre Dame fans, is so because of what the University means to me.  It’s not because the number of games in the win column (although that’s nice), it’s because of what they stand for.  There aren’t names on the backs of their shirts because it’s not about the individual, it’s about the team.  The student-athletes at the Univeristy of Notre Dame are expected to graduate; they’re not just taking up a scholarship for the purpose of winning.  When I wear a shirt identifying me as a supporter of Notre Dame, it’s because of my pride in the school and the product it turns out; from the people I have met, those would be educated, compassionate, involved people.  I am proud of my association with the University, even if it is only as a supporter and not an alumni.

Why do people wear shirts or hats or anything with a logo on it?  Generally, it’s because they identify with the group or product that the logo represents.  People wear logos or get tattoos often because they are trying to send a subtle (or not so subtle) message; “I relate to this advertisement”.  People put stickers on their cars for the same reasons.  They are trying to say, more often than not, “I like what this represents”.

Why do we wear firefighter logos or tats?  Why do we sport “colors” even when we don’t have to?  I live in a resort community and often I’ll be shopping at the supermarket and see someone wearing a t-shirt with a FD logo on it.  I always ask- “You on the job?”  Surprisingly enough, some of them are not.

We identify with our fire service identity because it is meaningful to us.  If it were not, we would certainly not advertise it.  If we worked with the “Loser Fire Department”, something tells me we wouldn’t wear their shirt when we were off duty.  We’d probably wear someone else’s.  Or maybe we wear the shirt of another department simply because we identify with them as brother firefighters.  I have a shirt that is one of my most prized possessions, the shirt a Capitan Miguel of “Cuerpos de Bomberos y Rescate, Cancun, Quintana Roo” told a firefighter to take off and give to me when his own shirt didn’t fit me.  I can’t even imagine that happening here in the States and interestingly enough, the same thing happened to my brother in Dublin, Ireland.

So the short version of this is, if we are so proud to associate with each other as brother firefighters, why is it that we continue to battle each other over trivial items and fail to band together to achieve greatness?  Even when we realize that we have more in common than we don’t, we continue to bicker and we fail to get together to realize gains in important issues, like sprinkler legislation, fire prevention, embracing accountability and incident management strategies, and especially in firefighter safety.

Then, what makes things even worse, is when we have people who bring disgrace to what we value.  People who represent themselves as members of our brotherhood who do things contrary to our mission, by setting fires or calling in false alarms, because they are “bored”.  People who steal from their brother firefighters, and people who say they are something when they are not, and in doing so, short-change those who HAVE earned the right to wear the badge or the patch.  And of course, people who wear the colors but don’t train and don’t work toward betterment of of their team, people who are just filling a spot.

Although I never went to Notre Dame, I realize that when I am wearing a logo on my shirt that says I support Notre Dame, that in some small way, I do represent what that stands for, even though anyone with a few bucks can go down the street and buy one easily enough.  But when I am in a crowd and I see someone wearing something with an “ND” on it, I yell, “GO IRISH!” to them and in a lot of cases, the person ends up stopping and talking to me about the University, or this year’s team, or the last time they were on campus.  We have an immediate friendship because of our common interest and of course, our view as to what is good about our “team” is often something we share.

When you are wearing your colors, your fire department colors, are you saying something good about your organization?  Are you trying to tell others that you are proud to be associated with that group? Or worse, are you ashamed to be wearing anything identifying you as part of your organization because of what they are and what they stand for?  if so, perhaps you should consider associating yourself with a different team.  I think if you wear the colors, but constantly bad-mouth the organization, then you probably should look really hard at what it is that you think the team is about and ask yourself if you really do want to continue being associated with that group.  Maybe it’s a message to move on.

We don’t wear items that associate us with things we detest.  We may not be completely in love with whatever it is that we happen to be wearing, but I can reassure you, no one wants to wear ANYTHING that has any identification with something they hate.  So if you like it enough to wear it, and that patch happens to be the trademark of the organization you are a part of, shouldn’t you be doing whatever it is that YOU can do to make that team better, or at least showing that you endorse what that group is all about?

When I put on a blue t-shirt that happens to come from your organization, I can reassure you, I wear it because I have a lot of pride in the fire service, enough pride that when someone says to me, “You on the job?”, I say back, “Yeah, I’m a firefighter”.  How many other jobs are out there where people do that?

Elvis, Urban Legends, Grapevines and The Firehouse

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Hilton Head Island Medics

Hilton Head Island Medics

Elvis has left the building, in the literal sense.  Elvis Presley came to mind today because of the Facebook vote we are taking for a colleague as to whether or not he and his fiancee should elope to Vegas and get married by an Elvis impersonator.  But as happens with many ideas of mine, coffee, and driving home from work, Elvis was soon replaced to musings on the life of urban legends and likewise, those musings to the issue of the “Firehouse Grapevine”. 

Of course, this then led to further examination of the term, “grapevine” and my wondering if it had some sinister Latin origin like maybe Caesar heard Brutus planning through a grapevine or something (by the way, the word “sinister” has it’s origin from the Latin, “left”, as in your left hand, and I am a lefty but not sinister. But I digress…). 

Of course, the origin of the phrase is nowhere near as sinister (or left-like).  The origin of the phrase, according to the website, The Phrase Finder, comes from, well, read it for yourself:

The first practical public demonstration of the telegraph was given in 1844, when Samuel Morse sent a message from Washington to Baltimore. The invention was widely welcomed as a means of rapidly communicating news. It soon became clear though that close communities already had effective word-of-mouth communications. Soon after the telegraph was invented the term ‘grapevine telegraph’ was coined – first recorded in a US dictionary in 1852. This distinguished the new direct ‘down-the-wire’ telegraph from the earlier method, which was likened to the coiling tendrils of a vine. It’s clear that the allusion was to interactions amongst people who could be expected to be found amongst grapevines, i.e. the rural poor. 

In 1876, The Reno Evening Gazette ran an article about a bumper corn and grape crop. They commented on the fact that the people who were then called Indians and Negroes seemed to be already aware of it (hardly a surprise you might think as it would have been they who had harvested the crops):

“It would seem that the Indians have some mysterious means of conveying the news, like the famous grapevine telegraph of the negroes in the [American Civil] war. The Pioneer Press and Tribune says that, while the first telegraphic news of Custer’s death reached them at midnight, the Indians loafing about town were inquiring about it at noon.”

 The term ‘bush telegraph’ originated in Australia, probably influenced by ‘grapevine telegraph’. That referred to the informal network that passed information about police movements to convicts who were hiding in the bush. It was recorded in 1878 by an Australian author called Morris: ”The police are baffled by the number and activity of the bush telegraphs.”

 In the UK it was the ‘jungle telegraph’ – referring to communications in outposts of the British Empire around the same period.

 Of course ‘heard it through the grapevine’ is best known to us as the Motown song, recorded by Gladys Knight & the Pips in 1967 and by Marvin Gaye in 1968. It’s salutary that, whilst the telegraph is long gone, the person-to-person communication that preceded it is still going strong.

 So by now I’m sure you are asking, “Where are you going with this, anyway?”  Here’s where I am going: Is there an emergency service organization (or any organization, for that matter) anywhere in which a certain amount of information, often incorrect or incomplete, isn’t passed around from day to day, affecting the morale of the personnel?  I know of none.  People, by their nature, are curious.  Any lack of information creating a vacuum in their field of knowledge will rapidly be replaced by something; if that something is the guy or girl at the station who likes to gossip and/or stir things up, you can guarantee that THIS information is what will be disseminated, not the truth.

So what created this vacuum in the first place?  A lack of information.  We used to joke in our organization that if we wanted to know something about our department, we needed to read the local newspaper.  The flow of information from ‘The West Wing” as we call that section of our Headquarters, was notably absent.  Was it an issue of trust?  Was it an issue of neglect?  Who knows, and it’s old history anyway.  The point is that in an absence of information, someone will gladly fill that spot up for you.  So do you want it to be the correct information, or the rumors?

Our organization, in this administration, has gone forward with an agreement that we should be as transparent as possible.  Short of personnel issues and issues that require a certain amount of timing, we have been very open about our plans and have gone to extraordinary lengths (sometimes, admittedly, frustratingly extraordinary) to include others in the process of running a world-class emergency service.  But the efforts are paying off.

With some isolated exceptions, most of our personnel seem to understand more about the nuances of our operation and they seem to appreciate the candor of our chief.  A key phrase that is used, especially in this time of uncertainty: “I don’t know”.  When you don’t know something, you should say so, because people, and more specifically, firefighters, can spot BS a mile off.  But the effort to find out, or to at least explain the reason why we actually don’t know, is imperative for building the trust of the people who work with you.  If you don’t know because of ignorance, shame on you; but if you don’t know because of ambiguity or fluctuating conditions, well, be frank with people and educate them so they too can help solve your challenges.

While the best way to kill off the grapevine is to cut it off at the root, in my limited viticultural experience (none) I have been led to believe that the root stock, with proper care, can be regrown.  In similar fashion, although you may fire the “pot stirrers”, it is likely that the core issues that caused that grapevine to prosper will soon be right back at work, disrupting your team.  Furthermore, although we may not agree with their methods, if you listen to what those annoying and often counterproductive individuals are saying, you might find a shred of truth.

So while I can’t attest to the current status of Elvis, and I can spot what seems like an urban legend and check it out, the closest I have come to solving the riddle of the firehouse grapevine is to insure my people are informed and involved.  And if you dig to the heart of any well-regarded organization, you’ll find those characteristics are shared among all of them.  My advice to you: Be the same.  Listen to your people, let them listen to you, share the knowledge, and build consensus and collaboration.  May the fruits of your labor be productive and many.

Cellular Dependency

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Hilton Head Island Engine 7 at truck fire

Hilton Head Island Engine 7 at truck fire

It wasn’t really by design, but the last time I was in Atlanta, I found that I had some problems getting my e-mail on my fancy smart phone.  Likewise, on this occasion when I spent a few days in “The City Too Busy To Hate”, my “missing” status this week evolved into a few days of real time with my family.  As far as being away went, other than a boneheaded move in leaving my wife’s laptop unattended on top of luggage (while my 3-year-old daughter lurked nearby- things didn’t end well), it was a beautiful weekend with my wife and children.  The weather in Atlanta was amazing, the hotel and staff excellent, and best of all, the smart phone silent.

Interestingly enough, the homilist at Mass on Sunday reflected on the same thing: Even Jesus needed a break.  You know the story: Jesus asks His entourage to go ahead after a hard day’s work and prepare a place away from the huddled masses where He could rest, only to find someone leaked the plan and when Jesus arrived, there were plenty there waiting.  Of course, Jesus goes on to have pity on these “sheep without a shepherd” and goes back to work.

While I’m certainly not even in the slightest comparing my situation to Jesus’ situation, the point is that even the most important people in the world need to step away from time to time, so really, who am I to believe that the world will come apart if I shut off the phone for a while?

There’s a certain amount of imbalance in our lives, especially for those of you who like me, are always picking up a new thing they want to share and work with.  The problem is that in our doing so, we forget that we need an opportunity to recharge and step back for a while.  If anything, you can chalk it up to needing fresh perspective.

So you’ll have to accept my apology when I keep this one short, as my daughter wants me to teach her how to make fried chicken.  After that, I’ll check the e-mail.

The Argument for Credentialing – Moving On

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crimson-060aNow that we have discussed the four major players in the argument against credentialing, lets talk about the argument for it.

A credential is only as good as the standard by which it is issued.  The point of having a credential should be to identify an individual or other resource as a certain type and kind.  If there is no standard, you might as well tell the carrier of a credential, “just stand over there until I can find something you can’t screw up.”

A worthwhile credential should also have some security associated with it.  After all, if anyone could get one, what good would it be?  So there are issues of validation involved as well.

In disaster after disaster, free-deploying individuals and “organizations” (and I use that term very loosely) go to “help” and in many cases, put a drain on an already over-taxed system and cause the diversion of legitimate resources from going to areas in need.  And while there is obviously some merit in the use of bystanders for certain aspects of disaster response, that has to be weighed seriously against the risk of their involvement, including the risk to themselves and the affected community, as well as the risk to rescuers, who ultimately must rescue the well-meaning if things don’t go according to plan.

There is no way to eliminate the truly altruistic in their quest to render aid.  Nor should there be.  But likewise, the civilians must understand implicitly that there comes a point when they must be diverted from the scene so the professionals can take over, especially when it comes to the extremely hazardous parts.

The standards in themselves seem to be quite the sticking point with some.  Standards utilized for the purpose of credentialing should be consensus standards and all keyholders included in the development of those standards, versus the exclusivity of some of the currently suggested drafts.  But once these are done, ratified, and chosen to be the driving force in identification of the qualified, there needs to be the embracing of the concept.  If organizations can’t agree on and use a standard that has meaning, then the credential is useless.

Like anything else, the change in this concept might be painful for some.  There are departments out there who are struggling with the unfunded mandates.  I can also sympathize with the organizations who want to become part of a greater plan like a National Mutual Aid Box Alarm System but don’t seem to know where to start or how to get involved.  I guess my first order of business, then, is to tell you how to get involved.  If there’s anything I can do, it’s point you in a direction toward activism.

Change will only come about if we work together to make it happen.  If you won’t stand for change, you don’t stand a chance to change.  Our industry is going through some important times but as you might notice (as I do all too well, sometimes), these initiatives take off for a while then they lose momentum.  Of course, that’s just until the next disaster.

Let’s work together to make something move.  In the next post, I’ll talk about opportunities to get involved.