
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.





As usual, Dave Statter is hard at work getting us News from the Beltway, where there always seems like something is going on (it’s a happening place). In this case, crews were on scene preparing to 
I 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.
For some of the new readers here, not only is Firehouse Zen about enlightened leadership, it is about management issues and creative solutions to ongoing problems in the emergency service industry. If you are a long-time reader, you may recall our discussions in the past regarding 
For the most part, I consider myself a Libertarian in that I’d just as soon the government not tell me what to do. In some aspects, I guess, I’m pretty conservative in my values, so I’m a little Republican, and I like the idea of people on welfare getting off of it someday, especially since I had to eat a lot of PBJs and continue to drive a car with 100k+ miles on it to afford the house we live in (but that’s called choosing your priorities). And although I’m all for funding the arts, I’m pretty sure I don’t want to fund anything called “Piss Christ”.
I woke up this morning with an idea for emergency services that is already a reality. It’s funny about technology in our business; innovation driven by the private sector and the military is implemented and has probably run through four or five revisions, then we look at it and say, “Wow, this is amazing technology!” while the others have likely moved on.

How many more times does disaster have to strike before responders finally learn the lesson of the need for unified command? How many times do agencies need to experience a tug-of-war over resources, slow response to needs due to poor inter-agency communication, and lousy coordination all because the “powers that be” refuse to put their egos aside and agree to play nicely together?
For some reason today I was reflecting on two of the worst teachers I had when I was in school (back around the Ice Age) and just why they were such terrible teachers. I suppose that other than their lousy personalities, it would have had to be their passive-aggressive nature when it came to the enforcement of rules. Since I know a few officers who run their crews with this same kind of behavior (passive-aggressive behavior, that is), I thought it might be a good issue to discuss.
As a follow-up to my post from the other day about “striking while the iron is hot” in regard to educating others, I wanted to discuss a little bit about opportunity.
Every time I hear someone use the term “fireproof”, it makes me think of something my dad (a retired Fire Marshal) used to say: “Nothing is fireproof; a cinderblock at the bottom of the ocean will burn if you can get it to the right temperature.”
I was sharing some information with a colleague tonight and I realized that perhaps some of you reading might like access to this research as well. This is my paper on 














































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