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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.

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.

Values

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Hilton Head and Bluffton Firefighters practicing FLAG drills.

Hilton Head and Bluffton Firefighters practicing FLAG drills.

In the wake of the Toyota recall disaster (that’s about the best description for that event), it brings us around to thinking about the values you might have in your organization, especially when having to make tough decisions.  The author and motivational speaker Bud Bilanich has said about values:

“Values ground an organization- providing direction for people who find themselves in ambiguous situations.  They are guides for decision making.”

If your organization doesn’t have agreed-upon values, it’s a good time to get your people together and discuss some.  Even if your organization fails to enact some, the team you control should put together a value statement that provides direction to those who have to make a watershed decision at some point with little guidance otherwise.

While remaining true to your core values aren’t always easy.  It may even cost you at some point, like the instance in which Johnson & Johnson had to pull Tylenol off the shelves in the wake of a cyanide poisoning scandal.  The decision cost them hundreds of millions of dollars, but ultimately, the company prospered because of the ultimate consumer confidence that sprang from sticking to their values: “…our first responsibility is…to mothers and fathers and all others who use our products.”

As an emergency response organization, your core values may involve treating the people who call you for assistance with compassion and dignity.  I’ve been in the situation before where that has been difficult, for whatever reason (like when they are abusing you verbally at 0400 hours) but ultimately, the decisions you must make in serving that citizen (or visitor, in our case) should be based on that value and subsequently, those values will protect you in the event that things get nasty.  Like when they decide to call a councilman or make a media event out of their situation.

While there are those out there who struggle with calling the people who call for our services “customers”, that shouldn’t preclude you from believing that these people are the reason for your existence, whatever you choose to call them, and they should be treated with dignity, respect, and empathy.  Just because you don’t perceive them as having a choice in who provides their service, it doesn’t keep them from raising a royal stink over the attitude you present, regardless of “who started it”.  You’ll still look like the bad guy in the media.

It is imperative that not only does your organization recruit and retain people who embrace your values, but that the culture holds those values dear, that people are rewarded for upholding those values, and that deviation from those values are redirected.  When the going gets tough, those values will carry your organization through the tough scrutiny of a media frenzy and by standing close to those values, it will keep you all together though the storm.

Prove Yourself

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a federal qDon’t waste your time thinking that opportunity is going to come find you.  The value of your network is extremely important.  Many jobs in the private sector get awarded to people who know someone within the company.  Referrals are worth their weight in gold.  But this also goes toward obtaining opportunities to prove yourself.

The chief of department, when he has a sexy project, isn’t going to come hunting you down unless he is familiar with your track record.  If you are some firefighter toiling away in obscurity at your designated “vacation station”, no matter how clever and innovative you think you are, the choice projects aren’t going to you.  Why should they?  The chief knows there’s a dozen guys who will kill for this opportunity; why search someone out and reward them with the plum assignment?

If you want those good assignments, you are going to have to sniff out and handle some unpopular ones first.  If you can prove your worth on one of those, the next time a less-horrible project comes up, you could possibly end up on the list for that.  If you handle THAT one well, expect a bump up on the list.  This is called developing political capital.  It spends, just like money.  As you gain this capital, what is really happening is that you are building a relationship between you and the chief, and the relationship is evidenced in the trust he has that you will be the right one for that challenging, but rewarding position.

I don’t care who you are, how long you have worked here, or how smart you think you are, if you can’t handle a small assignment, why should I stake my reputation on whether or not you are reliable, and the only way I can know that is by having some evidence in my pocket.

Can’t get the powers that be to feed you even the most lousy of projects?  Go out in the community and make yourself valuable.  By that, I mean, find some non-profit or civic group and join up.  These guys are ALWAYS looking for able bodied people, especially those who want to help for free.  For FREE? That’s what I said.  This, however, is an investment you are making.

The experience you gain from managing projects in the community will pay you back multi-fold, and in addition, you build up people in your network, people that later in your career you will be comfortable calling up directly on the phone and having a conversation with them.  A genuine conversation, not, “Hi, remember me?  Can I get you to give me a reference…?”

When opportunity comes knocking, if you aren’t prepared by being qualified to be the one to take it, don’t expect everyone to be knocking down your door to appoint you the next best thing since sliced bread.

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.

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.

As 2009 Ends

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Hilton Head Island Engine 1I took some time to be with my family over the holiday so I have a little catching up to do.  I hope everyone had a very Merry Christmas and now we continue to ready ourselves for a New Year.  Since this might be my last post for 2009, I thought I’d leave you with some thoughts toward something we all seem to do at the end of the year; that is, set goals for the upcoming year.

While we may not necessarily care for the structure of a goal-driven life, our lives demand some organization in order to achieve the things we desire.  If we wanted to get to a destination, we would reasonably choose the best route to get there depending upon what it is we hope to achieve.  If we wanted to get there in the fastest, most expeditious route possible, we should choose a straight route with little to distract us.  If we wanted to take a scenic route and experience the drive, we could look to see what way might provide a view of the scenery.  In either case, the route is of your choosing, but regardless, it still exists as a route to get from Point “A” to Point “B”.

Having no course is a choice we make sometimes as well, but the goal might just be to relax a little while, which is a goal in itself.  Just letting things happen and striking out on the road, in my much younger days, was something I’d do with a few days off.  I’d just get on the ol’ Suzuki GS750E (she was a beautiful bike) and just drive.  But to say there is absolutely NO goal would not be very accurate.  At some point I had to return home and go to work (thus, the goal would be to have fun until I had to go back to work).  I guess if I had no job, no home, and no family or friends, I could go aimlessly anywhere, but short of pushing around a shopping cart with my life’s possessions in it, I think you can understand that in order to have the things you want in life, at some point, a goal will be required.  Even then, the goal is to survive.  You may choose to simply exist (in which your goal might be relatively easy to fulfill, if say, someone was supporting you), but even if you chose to do nothing and die, it’s still something you are in pursuit of and as a result, is the target to which you aspire.

Since most of us have a computer on which we are reading this, and a requirement to pay the power bill to keep it running, or at least have to buy the coffee at the free internet cafe, you probably need to help others achieve their goals as part of a job.  While personally, you can choose the route that fits your needs, your goals must also fit the needs of those who are around you (spouse, family, friends, employer, community) .  If your spouse has a need (like replacing the car, or taking courses to advance their career, or anything, really) and sets goals to achieve that need, and you continually undermine those goals, I can reassure you that it won’t be a matter of “if”, but “when” your spouse ditches you.  Likewise, your team has needs as well, and those needs must be factored in whenever setting our personal goals.

Wandering aimlessly through the highways of America may be romantic and very appealing to you, but at some point, someone is going to have to put gas in the bike, lest we end up back at the shopping cart scenario again (And, yes, shopping carts require no fuel, so it’s a very achievable goal).  This all is meant to reinforce to each of you that while you may have personal goals, those around you have goals that involve you as well, and require you achieving your part of the puzzle for them to finish theirs.

Being part of a team defines you as being someone who is part of a group with some common goals.  How you get there from here may not be the same as your teammates, but your goals should not interfere with the achievement of their own goals; that’s called being selfish.  If you can’t mutually agree on how to get to the destination, then someone needs to get out, but it is always an act of assessment, negotiation, understanding, and cooperation, ending with commitment.

As part of a team, we expect you to want to do what you need to do to make your life fulfilling and we understand that as individuals, you have your own way of getting there.  But in setting goals for 2010, you each must consider strongly what it is you want in life, how you expect to achieve it, and how these decisions affect those who surround you.  Just as you need others to fulfill your goals, others depend on your reciprocal efforts as well.  In fire and emergency services, those team goals should revolve around committing to a willingness to serve others, as well as showing compassion for the people we serve.  There are many ways for us all to achieve that.  More importantly, however, as a leader, you should demonstrate to your team that the best way to get there is to always seek to do the right thing, to maintain dignity for our personnel as well as for our customers, and to excel at what we do.

All of us in the emergency service community should agree that it is never okay to just mail it in; we must agree to be THE BEST at doing our jobs.  Not only do the lives of our customers depend on our excellence, our own lives do as well.  I hear so often among our brotherhood a desire for the profession of “firefighter” to regain the trust and respect of the community that we had in the “old days”, but there must be a return to the values we held dearly then in order to regain that feeling.  So long as we allow immature and irresponsible individuals to continue to join our ranks (and be the visible face of our profession), WE CAN’T EXPECT A RETURN TO THAT SENTIMENT.

So the short form of it is this: we can all expect that we will be setting goals in our lives, in one fashion or another, so why not evaluate your needs and formalize those goals so you have a concrete vision of what it is you care to achieve in a month, a year, or five years.  After doing so, look at the people whose lives you touch, and determine whether your goals help them to meet their own goals as well. Then, set a goal of helping others, not just your families and friends and employers, but our entire profession, in an effort to bring honor and pride to our ranks again, through cooperative and meaningful pursuit of excellence.  If doing so means that you just stay out of trouble for a year, or if doing so means that you come up with a new way to fight fires, in either case, our mutual efforts toward keeping the good name of our brotherhood just that, will make us all the better.

It is my most earnest hope that each of you have a successful and blessed New Year, with health and happiness to all of your friends and family.  In any case, I hope we can all work together and re-establish our profession as one which takes the little bit that we get and uses our ingenuity and work ethic to solve the problems of our neighbors.  But we need everyone on board to be, well, on board.  Have a safe New Year.

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.

The Fixers

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How can we help you today?

Are you a fire department or are you an EMS service?  Do you do both?  The knee-jerk reaction I sometimes get was one coined by a previous chief, “We are an EMS agency providing fire service”.  In fact, it sounds so clever that there are a vocal few who like to throw that out there time and time again, like they were the ones who originally came up with the concept (they’re paramedics, so they’re a little biased, I’m sure).

Something I said in a much earlier blog bears repeating:  customer relations are essential for any department operating in this day and age.  There are those who continue to disagree with the use of the word “customer” when referring to those who use our service.  Respectfully, I also continue to insist that just because they don’t walk into your shop and buy something doesn’t mean they don’t have a choice in using your service.  Taxpayers may not be able to change providers, but with enough votes, they can radically change your organization.

The world can change overnight.  If you think the current model of how we provide service is going to last another 200 years, think again.  As our customers become more educated and expect more innovation from government, look for them to insist on ways we can do things better.  We need to continuously and constantly evaluate our direction and possibly even reinvent  our concepts in order to stay out front.  Good customer service revolves around recognizing the needs of our customers and using our skills, abilities and past experience to improve service quality and to provide excellent service.

As has happened over really the last thirty years, our industry has evolved into one that defies definition, one that more and more reflects all-hazard response.  I’m going to go on record to say that I’m even confused as to what to call us anymore.  There’s a famous paragraph in Report From Engine 82 (Dennis Smith) that I’ll paraphrase, because I can’t remember it exactly.

In this city, when you turn on a wall switch, you may or may not get a light.  When you turn a faucet, you may or may not get water.  If you pick up a phone, you may or may not get a dial tone.  But everybody knows that if you pull the handle on that red box, you WILL get a fire truck.

The purpose of my poorly remembered paraphrasing of that statement was to illustrate that times have not changed from when the book was published in 1972; just substitute “call 9-1-1″ for “pull the handle on that red box”.  But what we have become has, as we become EMTs and HAZMAT Technicians and Water Rescue Technicians and etc., etc.  I read “Report” cover to cover when it first came out (I was eight- I’m a good reader) and the context of that paragraph has stuck with me forever.  Dennis Smith points out in his story how the fire department was used to handle plumbing issues, to handle overdoses, and to handle pretty much anything up to and including, things that happen to be burning.

So back to customer service; what is our mission?  Why do we exist?  If your answer is, “To protect people from fire” or “To help the sick and injured”, I’d suggest that maybe you should reconsider all of those calls that don’t meet that definition as distracting you from that mission.  If you’re anything like me and the organization I work for, I’d say that not handling those calls is probably counter to the needs of your community.  And what your mission should really be, is defined by those needs.

When someone dials 9-1-1 (or whatever they dial in your community), they do so because they have a problem they can’t handle themselves (or should I say they don’t know how to handle), they don’t have the resources to handle the problem, and they don’t have anywhere to turn for an answer.  Obviously, you are saying, “Well, if my pipes are leaking, why wouldn’t I call the plumber?”  Again, think about the ENTIRE situation.  Maybe they can’t afford a plumber.  Maybe they can’t find a plumber to come out.  Maybe they are totally freaked out by the situation and not thinking clearly.  There are many answers to the question, but the long and short of it is, they trust YOU to help them solve the problem and YOU are the people they call.

So what I’m telling you is that our job REALLY is to respond to a request for help, gather facts about the problem, analyze the options, apply a solution, and ultimately, stabilize the situation.  We may not FIX the problem, but when we leave, things should at least be stable.  We really don’t need doctor-wannabes or adrenaline junkies for our job, what we need are people who can look at any situation and understand the situation, then apply creativity using the resources at hand (either on site or on that BRT you brought) to stabilize their situation.  And further along that line, we’re not asking these individuals to rebuild the house, we’re asking them to stop the forward progress of the damaging element (or disease process or whatever it is) and return some means of order to chaos.  We’re not building a piano here, we’re improvising and hopefully we’ll come out with something that can at least pass for a musical instrument of some sort.

What should our business be called?  What is it that we do?  How can we possibly have meaning in our life if we don’t have a label or title for our life’s ambition?  When I hear of the trash guy being called a “Sanitation Technician”  or a dog-walker a “Pet Care Specialist”, I wonder what title really defines what it is we do.  What it really comes down to is that everyone recognizes the title for your job more than you could ever know.  When someone asks me what I do for a living, I answer, “I’m a Firefighter”.  The knowing look on their faces and the subsequent questions about my job, my worst call, my most stupid call, etc. confirm for me that most everyone understands what our job is really all about.  Now the bigger goal is to get those of us who do it to understand that as well.

You

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Be Yourself.

Be Yourself.

A friend of mine posted this quote from Eckhart Tolle on Facebook the other day and it seemed appropriate for the times:

“The most common ego identifications have to do with possessions, the work you do, social status and recognition, knowledge and education, physical appearance, special abilities, relationships, person and family history, belief systems, and often also political, nationalistic, racial, religious, and other collective identifications. None of these is you.”

I know of officers who seem like they have to go overboard in order to satisfy their ego.  Then in thinking about it, is it ego or insecurity?  Do they feel like they need to compensate for their lack or knowledge, their fears, or their timidity?  Is it a gender or race issue?

I tell my children all the time: “Be yourself”. It’s the one thing that is genuine and no one can take it away from you unless you give them permission to.

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.

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?

Innovation Distinguishes Between Leaders and Followers

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Safely chocking those wheels.

Safely chocking those wheels.

If you didn’t know, that’s a quote from Steve Jobs (I didn’t).  I was sitting in the office of our Deputy Chief/Ops, reading a magazine while he finished up a meeting, and I saw that quote.  I liked it a lot and wanted to share it with you.

The quote was being used by David White, the editor of Industrial Fire World, in this month’s editorial, where he is discussing “evolution vs. intelligent design”.  His point was that while it is fantastic we have these newfangled radios and all, they’re really not worth anything if we can’t talk to anyone on them because they’re too complicated to use. What’s more, while we have been wrestling with interoperable communications for eons (I mean, look at the Tower of Babel and all), we have another situation that merits a technological solution: tracking firefighter location inside a burning structure.

While some of this stuff is a little out of my immediate reach, there are tools used daily around us that don’t get used to their full efficiency.  Take for example, that little bundle of software you probably have on your computer right there in front of you.  If you’re like me, you have some sort of office pack with a word processing application, a spreadsheet application, and a database application.  In most total office packages, I would surmise that they are interoperable between each other.  I’d be willing to bet you that most fire stations these days have computer workstations and in each of those you also have some sort of interoperable office pack.

How many of you are proficient at using these programs, not just as stand-alone applications, but in concert with one another?  Can you create a table in Excel and transfer it to Word?  Can you create an Access database and then query it to get information, then export it to Excel to create graphs and tables for presentations?

I was at a “presentation” the other day, and the person was trying to influence a governmental body into giving their project funding.  While the speaker was disorganized, what was more appalling is that in this day and age, there weren’t any supporting slides or visuals to reinforce their points.  There’s that whole theory of how much you retain by hearing and seeing something in comparison to just hearing it or just seeing it that you learned in Instructor I (one more reason for requiring this kind of a course as a pre-requisite for Fire Officer I: it teaches you how to communicate to an audience).  You’d think that by now someone might have retained that information themselves.  If you care enough about your project that you’re willing to get up in front of a whole bunch of people to discuss it, why wouldn’t you try to SELL it?

If you want to be a leader, it’s not just about surviving, it’s about EXPERIENCING.  You have to stretch and pull, not push.  You don’t see the lead climber at the back of the pack, do you?  They’re the one forging the way, finding the path, and establishing the precedence.  You have to get out ahead of people to lead them and the way to do that in places other than on the battlefield is to be innovative and thinking about new ways to do things, and learning and finding out the better way up, not by taking the same path everyone else takes.

To be a real leader requires creativity and more than anything, the ability to manage in a dynamic environment.  If you are willing to be flexible and change with the conditions that present themselves, people will look to you for the answers when they don’t have them.  This isn’t just from your subordinates, either, this will very likely come from your superiors as well.

There’s a question I once heard on The West Wing, “Would you rather be ‘The Man’, or ‘The Man that The Man Goes To’?”  If you are a subordinate who desires to be considered a leader (or wishes to have real influence), consider that premise.  I hear from people all the time who complain that they wish their boss was a better leader and I always say, “Why don’t you fill that spot?”  Leadership abhors a vacuum.  If the appointed or legitimate leader fails to lead, someone will.  If that place is filled by you, insure that you cement your value to the boss and the rest of the crew by being a positive, motivated, seeker of truth and knowledge.

If you care enough about your job that you want to lead, you should consider that leading requires more effort than following. A lot of that effort is learning how to be ahead of everyone else in the pack, especially when it comes to improving your condition and by employing creativity to do a safer and more effective job.  Be proactive and be the best at what you do.  if you do that, I can reassure you, with a good attitude, people will come knocking on your door for the answers.

Reserving Our Scorn for the Deserving

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Hot Day on the Training Ground

Hot Day on the Training Ground

I know that I am one of the chief purveyors of snarkiness as a means of combating the less-than-professional element in our midst.  I guess that just because I have a personal vision of what I’d like to see the fire service evolve into, there are those out there who also have a vision of well-lit POVs and thumping bass stereo in their engines as what is considered to be worthy of discussion.  However, just as many other red-blooded males of the species, I’m okay with crushing my enemies, seeing them driven before me, and hearing the lamentations of their women.  To each his own, I suppose.

So the dilemma, I guess, is which battles need to be fought and to what degree.  This then relates to what level of sarcasm should be employed when you are trying to point out that someone is discussing what we consider to be bizarre or to the extreme and we are trying to point out that yes, they are an idiot.  As I have found out over the years(and especially recently), the degree of snarkiness should probably be limited when dealing with the less fortunate, the disadvantaged, and the criminally insane.

As to why we blog or write, there are different reasons, of course.  I am not interested in blogging for the interest of stirring up hate and discontent, except as it goes to encourage spirited but civil debate over subjects that require deeper thought.  So for me, my reason for writing and expecting feedback is to ask questions to challenge the minds of others, in an effort to learn more and to grow. 

Some people blog and posts to hear themselves speak.  Just as when we must tolerate the gas from a nearby infant, what comes out of the mouths of some of these people may stink, but just as we wouldn’t flame a child for passing an offensive cloud in our direction, we must consider the source of some of these scratchings (”writings” would be pretty charitable for some) and be relatively tolerant. 

Likewise, no amount of clever rhetoric is going to get you back the thousands you’ll have to spend defending a frivolous lawsuit.  What it really all comes down to is that we must decide for ourselves what is harmless and what is dangerous, and go after the dangerous and ill-advised.  All other discussion is probably wasted because with some of these individuals, no amount of logic will sway them from their misdirected viewpoint.

I guess my measurement on deciding which individuals should be dealt with would be that there are those whose views are derived either because of laziness (and reluctance to change because it would require them to do something other than to take up space), those who are as a result of ego or greed guarding their domain (and reluctant to change because it would cost them their position in our “society”), those who are defrauding others (for whatever reason, again as a result of ego or greed, aware that change would cause people to analyze their claims), and the malicious.

Believe it or not, I don’t find too many people in our business that fit into the category of deserving of a flame attack.  In most of the cases I have found where I am dealing with someone who gets my temper to flare up, after a few moments of deep breathing I have found that they fit into the category of the misinformed.  The question then is, are they receptive to education, or is it me who needs to be educated?  After all, maybe I’m the one who was misinformed or misunderstood the issue.  The key, I have found, is that both parties need to be open to civil discourse and willing to appreciate the viewpoint of their counterpart.  It is in this area where I find many of us, including myself, to need improvement.

By checking our emotions at the door and getting to the point of the discussion, figuring out the difference between factual information and rhetoric, we achieve enlightenment.  Let me paraphrase something from the Tao Te Ching; the useful part of a jar isn’t the jar, it is the empty space within the jar.  Unless we are willing and able to understand someone else’s position on a subject, no matter how right or wrong, we will not be able to teach someone the truth, or appreciate the truth ourselves.  In understanding how someone comes to a conclusion, we can then effectively show the way, if that is what is necessary, or we can be shown the way.

I may have lost some of you with that, but it is in this that you can probably see the point better.  When was the last time you were completely convinced that something was the truth, only to find out after time that you were wrong?  So in that interim, did you find yourself defending that “truth” to the point of being uncivil to another?  How did you feel then about what you said or did that may have been to defend your position, only to find out now that you were wrong?  Did you regret your actions?

There is an eastern tradition that the victorious should be be magnanimous in victory and as much as possible, allow the defeated to save face.  In doing so, you secure allies and you earn respect.  If you trot around like T.O. after a touchdown after winning your point, be reassured that if you are ever wrong, it will be rubbed in your face (like I wish someone would do to T.O.).  When you are convincing someone of your point, you’ll find it to be a good move to win them over rather than to point out their folly and subsequently, you’ll find that you gain trust and respect as well.

It may feel good to be snarky and rub someone’s face in their ignorance (I enjoy it), but after a while, you’ll find it to be a hollow victory.   I’m sure we can all agree we should never attack the unarmed, and in a battle of wits, that is the root cause of much of the problem. So instead of being smug about our victory, maybe we should celebrate together that we have another convert to our cause.  That seems to be a more appropriate celebration anyway.

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.

Hypocrisy

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When a man will condemn others but will not subject himself to the same ethical standards, that, my friends, is a hypocrite.   We talk about people living in glass houses and the logic for their not throwing stones, but we often fail to hold people to their statements that they made to get them to where they are today.

When a man will say that a project is a waste of time, yet take credit for it when the project is being hailed by the media, that, my friends, is a hypocrite.  Likewise, there are “leaders” in this world who like to trumpet their budget cuts and their saving of taxpayer funds, despite being warned that their efforts could prove dangerous, but when things do go badly, they slip free of any blame, and those people are also hypocrites.

When a man will make claims that he has accomplished something spectacular, but won’t permit scrutiny of his claims, is that man a hypocrite?  Shouldn’t we, if we have indeed done an amazing deed, be willing to permit people to look into our claims, to see just what it is that we have done and how we can replicate that “success”?  Hypocrisy is claiming you are all about something, when really you are not; so if you make claims of expertise, shouldn’t you expect critical review of your work?  If it is truly what it is, it will stand up to the examination.

When people go around pretending to be leaders by making claims of their honesty, they should in fact be honest.  If they are about being a good steward of taxpayer funds, they too, should be actually doing just that.  If they think that their cost-cutting efforts are actually beneficial to the community and they prove to be wrong, they should be willing to take that heat.  And when we say we are professionals in what we do, we should permit others to review our works and determine if they hold up to a critical examination of the content.

Change freightens the entrenched and the hypocritical; the entrenched because of their anticipation of loss and the hypocrites, because they will be exposed for what they are when the light of truth shines in.  If you are one who embraces change, it’s probably because you know you don’t have anything to lose.  If you are what you are and you do what you do, and you practiced your art and you learned from the masters, you have nothing to lose and everything to gain from change.

Update to the Series – Spontaneous Bystanders Unite

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I guess I had an idea ahead of its time, even if it was only 48 hours ahead.:

There are indeed a few challenges with this kind of emergent response, problems that if resolved, would go a long way toward goodwill with the community in general (it seems like everyone’s got some kind of beef with FEMA in every disaster, despite their extraordinary efforts to educate people that they need to be more self-sufficient and less reliant on the government), and provide resources to the jurisdictionally responsible agencies that seem to be strapped for bodies when the big one rolls around to their neighborhood.

What am I talking about?  This announcement, from FEMA’s Craig Fugate, which came out in today’s Washington Post, advocates the idea that the public could effectively be used.  What a concept.

The Case for Credentialing

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Side of an OFFICIAL SC-TF1 vehicle in Louisiana during Katrina.

Side of an OFFICIAL SC-TF1 vehicle in Louisiana during Katrina.

I’m about to launch into a multi-part blog to discuss the merits of credentialing.  Right now I am aware of some opposing arguments to the requirement that disaster response personnel have credentials, particularly when it comes to those who routinely offer their services after a disaster but are not necessarily part of a response entity.

At this time I am dealing with the multiple phone calls for information on a group calling themselves “Urban Search and Rescue“, located right here in my own community.  From what I have been able to tell, they were featured on a local television interview the other day and managed to get a request for assistance out there, but failed to provide a working telephone number, as well as having bad links on their webpage.  When people found they could not reach this entity, I’m guessing they “googled” the terms “Hilton Head Island Urban Search Rescue” and believe it or not, that gets a few hits for me and my phone number.

When I say there’s some confusion, you bet.  When I tell the bewildered caller that, yes, I’m the Deputy Director of the South Carolina Urban Search and Rescue program and the Vice-Chairman of the State Urban Search and Rescue Alliance, but I have no idea who ”USARK9″ is or what their credentials are, you can imagine the rest of the conversation.  After all, they have seen their official looking vehicles, I have heard they walk around town in official looking uniforms, and apparently, according to their website and some discussion from the media, they’re doing a good job of self-deploying all up and down the coast, but I don’t know who they are.  I must be an idiot.

But this isn’t a discussion about them; this is a discussion about how when we don’t know who you are or how you got here, it makes it a little problematic when we are trying to put you to work, or eventually, trying to feed and shelter you (because invariably, these “assets” don’t come with the support they need), a la Hurricanes Andrew, Floyd, Katrina, et al, the World Trade Center, and any number of disasters that happen on a fairly regular basis.  It is a problem when we can’t account for you, it is a problem when you can’t work within a command structure, and it is a problem when we think you have one capability and it turns out that you do not.  It is also a problem when uninvited guests show up and get hurt, then want compensation.

The blog will discuss my perception of the problem, opposing viewpoints as they have been made know to me, considerations and existing knowledge, and hopefully incite some discussion.  As you may or may not realize, I have a pretty open mind.  So don’t be surprised that I agree that there is a need for spontaneous bystander rescue (although it makes me a little uneasy) and I agree that there are genuinely altruistic people and agencies out there who desire to help and have problems fitting into the picture. 

Anyway, as usual, I have a lot going on, but I’ll lay out the discussion further and ask you to chime in if you have something you’d like to say, and I’d expect to add the next blog in a day or so.  Rome wasn’t built in one blog, after all.

The Past Will Continue To Haunt Us

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I’m supposed to be working on my final Executive Fire Officer paper but in doing some literature review, I came across a voice from the past.  I happened upon a copy of “The Fire Chief’s Handbook” from 1978.  Now to someone like me, 1978 doesn’t sound like too long ago.  But putting it into perspective, there were no CD or DVD players then.  As a matter of fact, the Walkman hadn’t even been out yet. 

1978 was 31 years ago. That’s a long time for a lot of things, my friends, much less for a book. But here I am, three decades later, reading this paragraph:

It is not difficult to convince a community that attention should be given to certain technical aspects of fire extinguishment.  It is much more difficult, however, to convince a municipality that increased knowledge and skill in management have now become necessary to insure the most efficient use of resources invested in protecting life and property against fire.

The discussion goes on to say that “until recently, fire protection in most of our communities had been a relatively simple and catch-as-catch can affair”.  Wow- so thirty years ago, you’re saying there was actually some discussion about increasing requirements and demands?  Sounds like a familiar argument.

So I guess when I hear someone balking at the needs for higher education and a new approach because our industry is evolving into a more complex environment, I guess we’re still talking about things we were talking about, well, when disco was popular.

I think I’ll make this short and sweet because I’ve got a lot to do, but isn’t it odd that what was considered the seminal book on fire service management was pointing out then what we still haven’t accepted now?  I’ve said several times before, that the fire service will go into the 21st Century, like it or not, kicking and screaming even, but as our world evolves around us and things change, if we continue to resist change, we ourselves will become an anachronism. As long as organizations and leaders think that the fire service will go on without turmoil by just sticking your head in the sand and hoping it will all go away, it won’t.  When you come up, the world will be telling you that if you don’t evolve, you may not survive.

Growth

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red-forklift1If you aren’t making mistakes, you aren’t reaching far enough. Of course, when we are talking about something like making a decision on dinner, it’s one thing, but when it is something where your career is on the line, it’s a whole other ballgame.

The problem is though, that sometimes we have to reach out of that comfort zone and stretch, or else we aren’t going to have any new experiences, and new experiences are what it takes to truly learn.  From each new experience, other opportunities open up and provide us again another chance to learn.  It’s a never ending cycle if done right.

If you bring a potted plant home and leave it in the pot, it’ll grow for a while, but ultimately, it will only grow as big as the root system can manage, and in the confines of a small pot, that’s not likely to be far.  But put that plant in the ground, give it the right amount of care, and it will do well and thrive.  Likewise, though, transplant it into the ground and abandon it, and likely it won’t.

Personal growth is necessary for success.  It goes without saying that no one is simply born a success, unless your parents happen to grace the tabloid pages regularly, and it should go without saying, that’s not success.  Success and fame aren’t necessarily the same; success requires achievement, and achievement requires effort. 

But even the most effort in the wrong place or at the wrong time can be wasted.  If you took that same plant, and transplanted it into the ground in say, Antarctica, all the hard work, fertilizer, and love isn’t going to keep that plant alive.  You have to seek opportunities to put your efforts into, do them with passion, and if the time is right and the conditions right, success will bloom.

When you give everything your best and things don’t go right, consider that sometimes the timing isn’t right or perhaps you needed another factor to work that you hadn’t considered.  But even the most talented gardener will tell you, you can’t just give up because one of your projects went bad.  You have to look hard at what went wrong, learn from it, and make the changes to improve for the next time.

Thoughts While Sitting in Traffic

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Sorry for not being around lately. I’ve had family in town and lots of stuff to do with the wife and girls. However, as I returned home from work the other day (this is at about 0645 in the morning), I was riding side-by-side with a vehicle best described as a “vintage beater”. As we approached a traffic light from a little way out, it changed to yellow. I knew that even speeding up I wouldn’t catch it, but the beater didn’t even bother and ran the red from so far out that I was shocked he hadn’t hit anyone.

In my recent attempts to not be angry (what good would it do?), I instead got to thinking about what would have happened had he actually hit someone, and what, at that time in the morning, was so important that he might risk his and and the lives of others in order to save a few seconds. I even caught up with him at the next light and I was driving the speed limit.

Later that afternoon, however, I WAS in a hurry to go somewhere. I was driving along and had the very same scenario presented to me. As tempted as I was to just fly through the intersection, since I was late to an appointment, I didn’t, and was a little frustrated as I sat there and waited for the light.

It occurred to me that doing the right thing may be inconvenient at times, but in some cases, the risks you take are certainly not worth the end result. It also occurred to me that even though you may feel like you are saving time by taking a short-cut, it doesn’t always work out that way and in fact, it might even be detrimental to the outcome.

How many times have you been working on a project and felt that taking the easy way out was warranted, only to have to go back and re-do things because you didn’t do things right the first time? When thinking about it from a safety perspective, how many times have you felt compelled to leave out a step (packing up, using gloves, etc.) because you felt like time was of the essence? How much longer would it have taken to complete that important mission had you gotten injured or killed because you took that short-cut?

Sometimes the shortest path between two points isn’t a straight line. Take the time to do things right and more often than not, you’ll be rewarded in the long run.