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Capitalize on Your Strengths

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

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

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

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

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

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

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

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

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

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

Almost Good Enough

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

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

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

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

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

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

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

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

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

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

Get Your Facts Straight

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

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

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

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

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

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

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

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

Trust Is The Mortar

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

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

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

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

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

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

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

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

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

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

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.

Use of Faith-Based NGOs As Disaster Response Partners

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

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

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

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

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

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

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

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

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.

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.

I Wanna Be A Libertarian

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mod abf slidell (7)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”. 

Socially, I guess, I’m pretty Democratic.  While I want people off of welfare eventually, I’m also realistic in that there are people who really need help.  I also believe that just because I believe in certain things, others do not.  Just as soon as I would never force anything down your throat, though, I’d just as soon you didn’t force me to either.  So I’m all in favor of saying “One country, under God” and courthouse lawn manger scenes, in season, of course.

Our government should help when it can and stay out of our business when it can not. But when public safety is involved, time and time again the public has shown it can’t be trusted to do what is right for their neighbors, so there are times when the government should really step in and set things straight.

What am I talking about?  Well, in Breckenridge, Colorado, an ordinance was passed to create a defensible space between properties.  While some people see this as a sane thing to do, others think that it infringes upon their rights.  As I see it, it is the right to have highly combustible timber and brush leading right to your home (or your neighbors), and then, I guess, your right to bitch about it when it catches on fire and the fire department is overwhelmed trying to help all the other Libertarians in your neighborhood.

Now, I don’t for a minute think all these people are Libertarians (nor do I care, and the same for any other political affiliation, just bear with me), but there really does come a time when the common good trumps that of your personal rights.  Call it a slippery slope, but you know, as much as I embrace your religious rights, I don’t see a problem with being able to see your face when you enter a public building.  And I as much as I believe in my First Amendment rights, I think race-baiting and hate speech should be banned, because it is apparent some people lack a certain amount of civility.

When we in emergency services make proposals for public safety, we should always consider the effect we have on individual rights.  The decisions we make really do affect those rights, but so long as we are using good logic in doing so, the public has to understand that we need a LITTLE HELP sometimes.  If you choose to exercise your right to build right up to the interface, you are going to have to give us a little break when we ask you to cut back the forest from your house a little.  When we tell you that you need to leave your home because the fire is heading in your direction, trust me, if I could leave you in place, I would, because frankly, you’re just going to get out there and tie up the highway and gawk and get in my way instead of evacuating anyway, so I’d just as soon leave you there.  I do, however, realize that leaving you to burn up in your property, regardless of your individual rights, is going to land me in court because I left you to do what you wanted anyway.

How do we take into consideration individual rights versus the right to protect people from themselves?  By educating people, and sometimes that requires bold and candid speech.  It is this exact kind of speech that politicians hate, because it shakes up the status quo.  So long as the populace is happy, the politicians are happy and it’s a lot less work.  When we make decisions to cut back trees or not to respond to calls for help at a certain windspeed during a hurricane, or to evacuate people from harms way, it certainly upsets people and they take that moment to complain.

We have to make the grown-up decisions, though; it’s why we exist.  Sometimes it’s best to leave things be, but sometimes you need to point out to people that their decisions could very well result in injuries and fatalities.  If people can’t see their way through those choices, then maybe we should just restrict our response to help them when all Hell breaks loose.  After all, we wouldn’t want the government to interfere with your life, would we?

I Had A Vision

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IMG_0631I 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.

I was thinking about the use of RFID, or “radio frequency identification” for you non-geeks out there.  Now while we have discussed the use of RFID for personnel accountability (which you could embed in your credential we have been beating on about over the last month and I have decided to let rest for a bit), where as you pass through a checkpoint at an incident, the RFID chip would log you in, plus pertinent data, and make it much easier to manage the locations of your valuable assets (that would be your people).

But another application that private industry and the military have used RFID for is for logistics management.  For a while I have gone on in our department about the use of bar coding to produce a reliable determination of asset location (if you can’t scan the code, the item is obviously not there).  But in the case of RFID, what I was thinking is that you could have a portal- like at the bay doors- that would scan your vehicle, with all of the RFID-chipped tools and assorted equipment, and tell you what was there and what wasn’t.  While you were at it, you could actually tell WHICH item it was; for example, the generator on your engine is Acme Fire Department Generator #3.  Well, Generator #3 is due for maintenance.  Or Generator #3 was swapped out at your last preventative maintenance cycle and you actually have Generator #21.  And your Maintenance/Logistics folks just happen to be looking for Generator #21 because it has to have a whatsit retrofitted.  You see where I’m going with this?  You could actually know if Engine 1 went out the door with everything on it or not.

If your department is anything like my department, and your firefighters anything like my firefighters, you are asking, “isn’t this going to be expensive to replace when we break the chip?”  You all know that if you put a firefighter in an empty locked room with two ball bearings he will break one and lose the other.  Well, if this stuff is ruggedized enough for the military, it’s likely that it will last at least a week in a fire station.

The sad part is, like I said, this is stuff that has been out there for a while.  But do YOU know about it?  Can you advocate for change and improvement if you don’t know what kind of change and improvement we are capable of?  What other ideas do you see being used in everyday life that have an application to our jobs?

The Case for Credentialing – Opportunists and Profiteers

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SC-TF1 in Chalmette, LA during Katrina ops.

SC-TF1 in Chalmette, LA during Katrina ops.

And then, there are the profiteers.  My intent with Firehouse Zen is not to use it as a place to vent, but as a place to enlighten.  Venting may be entertaining for some, but for the most part, productive it isn’t.

So let’s talk about why opportunists would be against credentialing, which should probably be obvious.  The reason is because for most of them, it would require them to validate their claims of expertise, and thus exposed as not having the skills or knowledge, would blunt their mercenary motives for financial reward. 

These are not “buffs” or “whackers”.  I have heard some of my colleagues use the term “buff” when referring to these groups, but I feel that this gives the real fire buff community a bad name, since there are so many out there who genuinely have a deep interest in the fire service but are unable for whatever reason to gain membership, (or just don’t care to be IN the fire service) and many really do contribute in their own way either by helping operationally, or contributing to the body of knowledge about the history of the fire service.  And although I wonder if those who choose to call themselves “whackers” really get that we aren’t laughing with them, we are laughing at them, the “whacker” mindset might be annoying and mostly about self-esteem issues; they act on more of an emotional reward for their ego, and still don’t come close to the opportunists I am referring to.

Opportunists are those who profit financially from being associated with response to a disaster.  How does this work?  Those who attempt to profit by defrauding the response community do so either by direct effect or by diverting attention from legitimate organizations. 

Profiteering also comes in the form of using the event to establish credibility, despite the individuals questionable contribution toward the outcome (and again, detracting from the actual attempts to mitigate the event), which also often comes through self-deployment to an event.  In doing so, these groups divert attention from the real responders.  While they were taking short-cuts, the ones who did all the hard work of meeting requirements and responsibilities given to them by their legal authority were not able to get the legitimate message out.  Likewise, these individuals and groups intentionally or unintentionally siphon off donations and community support from groups that legitimately could use that support.

In one way or another, these opportunists find ways to profit from their involvement in the disaster, be it reinforcing their claims for injury or from “credibility”, despite their lack of official involvement.  It should really go without saying that credentialing will help keep these people away; if forced to produce a recognized credential, most of these people would have been stopped at the door.  In the case of others, it would allow us to at least force them to affiliate themselves with a legally authorized responder, hopefully requiring them to undergo some background check and examination of their reason for obtaining credentials (”Why do you want to be a disaster responder?”). But by requiring the credential it also causes them to be placed in a group of some sort for accountability and would keep them from wandering off to do their own thing.

I wrote an article in 2002 for withthecommand.com discussing even back then, accountability in regard to disaster resource management.  Accountability doesn’t stop at causing you to know where people are, as you know, it keeps people from freelancing and doing things outside of the operational plan, as well as eliminating the unauthorized from accessing the scene.  Control and command of an incident requires that you isolate and deny entry to anybody that doesn’t have the authority to be in that hot zone.  These types of people clearly have no business being where they are and the negative things they bring to this type of incident don’t even begin to scratch the surface against requiring credentials, in fact, they reinforce the argument. 

In the next installment, we’ll talk about the final area of concern with credentialing, which really isn’t a valid argument against credentialing, but the concern of who determines who gets credentials and how they go about measuring the KSAs of people who genuinely desire to help.  After that, we’ll talk about the pros and cons and discuss other initiatives that also benefit from credentialing.

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 – The Argument

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SC-TF1 in Chalmette, September 2005

SC-TF1 in Chalmette, September 2005

As discussed in the last post, there are those who are against credentialing, for their own reasons.  Because I have had plenty of discussions about the subject, I think I have the discussions channeled into four groups (and if you have a different argument, let me know, because I don’t want to miss anything on the subject).  I plan to talk about each of these in a little more depth, but I wanted to at least put the parameters of the argument out there.

First, we have the genuine thing, the spontaneous bystander, who sees a need for action, then does something about it.  The discussion I have heard so far from this camp is that there should be nothing that would stand in the way of people who just have a desire to help their neighbors and do the right thing.  Quarantelli discusses the social aspects of emergent response from spontaneous bystanders in Katrina, but also in the Guadalajara gasoline spill and fire.  Plain ol’ people like every other neighbor you ever had saved lives, and were not agents of the government, had no training, and only did so in the effort to help others.  There’s something very beautiful in that, but call me skeptical, I see a lot of response from people who claim that is their motive, but I’m not seeing that altruism coming out when they’re out operating the video camera or taking souvenirs, rather than manning a sand-bag line.  More about THAT kind of person later.

We also have the disaffected group/person I call the “outsider”.  Having been one on a few occasions, I can certainly empathize with their cause, but I don’t necessarily sympathize with their way of handling things all the time.  Often, these are people who have a lot of training, or maybe come from somewhere where they had a lot of training and experience, and the place they are now in life won’t make room to allow them in.  There are dozens of reasons we will discuss, but there are also some issues regarding the credentialing side of things that would STRENGTHEN their position if they were in fact, truly qualified but being marginalized.

Then there are those who are currently the jurisdictional responder but are afraid the light of truth will expose that their organization/agency is not following industry standards, or that they are not ready, or are failing in any number of reasons.  These people really don’t have much sympathy from me in regard to their argument against credentialing.  However, there might be some discussion that merits a look.  I’ll reserve my judgement for now.

And finally, there are the thrill and glory seekers.  They might be there for the attention, they might be there for the notch in their gun, or they may be there to profit by defrauding the response community.  So as of now, this is where I stand and these are the arguments I want to discuss at first.  There are in some, compelling ideas.  There are in the others, no possible way you’ll be able to get me to support their theory.  But we’ll talk about them and I’d love to get your thoughts on the subject.  See you in a few.

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.

Multiplicity of Command

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2005-10111How 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?

As evidenced by disaster after disaster, when jurisdictions experiencing wide-spread disaster fail to work together to coordinate, their problems become exacerbated.

I know there are plenty of responders out there who have their own little bit of heartburn over NIMS.  Sometimes it is a little too clunky, and the feelings have been documented by researchers like Buck, Trainor and Aguirre.  Decision-making in disasters has been a problem for long before we began to study disaster management.  An interesting paper by Thomas Drabek in the 1983 International Journal of Mass Emergencies and Disasters, “Alternative  Patterns of Decisionmaking in Emergent Disasters“, indicated several qualities found in disasters that influenced decision-making.  The disasters were multi-organizational in that they exceeded the capabilities of locals and thus required outside assistance.  The disasters had a diverse array of resources needed, therefore there was much in the way of technical understanding that needed expert overview.  There were “loose couplings”, in that the players often had little to no interaction prior to the event taking place, therefore unfamiliarity with personalities and capabilities.  The organization that emerged from the disaster grew over time, often overwhelming the initial responders.  Finally, the disasters still retained much in the way of local control and for whatever reason, the AHJ maintained that control even when faced with being overwhelmed by the incident.

I found the last point to be an interesting one; while in my opinion it is important that the AHJ retain control over an incident, the incident commander must have the courage and the intelligence to determine when and at what point the incident is overwhelming his/her ability to manage the incident, and to not be afraid of developing a unified command.  With rare exception, local managers are generally lacking in the experience of confronting a managerial problem of this complexity, and instead of riding it out and insisting everything is “just fine”, they need to reach out to the assistance being offered from regional and state (and federal authorities, if indicated) to provide advice and resources to bring the suffering of their community to bear.  Failing to do so is tantamount to abandoning your community.

The basics of NIMS are sound; the principal tenets revolving around division of labor and the unity of command are borne out on a daily basis on firegrounds and every other kind of emergency we can think of.  Multiple “commands” at a large, wide-area incident, absent the coordination of a local emergency operations center and a more centralized command structure, will only end up in the waste of valuable resources, time, and patience.  One unified incident command managing several Area Commands works.  Doing so will minimize the confusion and add to the  proper allocation of resources, and insure that the overall incident is managed.

When you don’t play the game, you are saying that it is your world, and we’re all just living in it.  I realize the intense pressure of having to deal with a rapidly deteriorating condition and the inability, sometimes, to just get your hands around it.  When I have had this happen, I have found that sometimes its best to take a step back, look over the situation, and take it one bite at a time.  But when you have entrenched yourself and refuse to plan in advance for disasters, thinking that you are going to handle everything yourself and that your community doesn’t need help from the outside, well, you are setting yourself up for a fall.  And when you stray from the basics of incident management, something will eventually give.

Don’t be afraid to let others help, especially in areas where you may not be as experienced.  If you have resources being offered to you to help manage things, consider them a tool to use, not a crutch.  And realize that in the face of a major disaster, it’s not just about you; your community has neighbors and they too may need assistance. It’s a good idea to work with them ahead of time so you know where everyone is coming from.  Realize that all resources are limited and that’s a good reason to be talking with everyone involved, because each of these stakeholders have a lot to contribute, but as stakeholders, they also have a lot to lose.  A unified command at a major incident is definitely the way to go.

The Importance of Being Earnest

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2005-281For 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.

When reflecting on both of these teachers, I realize did not comply with what they considered to be the norm. I am not defending my behavior in any stretch of the imagination- I was certainly wrong, but instead of providing early remediation and corrective feedback, both of these teachers continued to allow the problem to fester until the end of each marking period, in which case they lowered the boom with a failing grade.  It’s not like I was even failing in either of their classes because of my inability to grasp what they were teaching.  In each of these cases, my answers were nearly perfect on each quiz and examination- but it was a case of not following their specific rules, which in each case, trumped those of knowing the subject matter.  It should have been a lesson to me each time; when someone has absolute power and insists on your absolute adherence to the rules, the SMART thing to do is to comply (leaving the situation isn’t an option at that age, but it is in your career).  But like many people at that rebellious stage in our lives, I resisted those efforts twice and was twice rewarded with a round of summer school.

The whole point of that, however, was that had I realized what I was doing wrong was going to cause me circumstances I certainly did not desire, I would have likely changed my course of action.  How many times have you had an employee, at evaluation time, say to you, “I didn’t know you had a problem with that” when giving them a less than satisfactory score on a subject?  Why didn’t they know it?  If the answer is, because I didn’t say anything to them all year, then you are doing them and yourself a big disfavor.

Later in my life, I have seen officers that turn their heads when people do something wrong, then are upset later when things don’t work out between them and the subordinate.  Did you somehow reinforce that their behavior was acceptable by failing to address the problem directly and immediately? You bet.

Especially in this time of intergenerational conflict, as the young officers of tomorrow are learning their trade and those of us who have been around for years are planning for retirement, it is imperative that we establish our expectations and are clear with each other as to the specifics and the timelines in which we consider the job done acceptably, or unacceptably.

Don’t find yourself wishing you had been more candid with your charges when evaluation time comes around.  Take a moment to have a discussion with your people about what your vision is and how you choose to see it implemented.  Avoid all the wailing and gnashing of teeth with a little chat now, and it will pay dividends multifold later.

Missed Opportunities

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p1010075As 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.

Ancticipating  that at some point, an opportunity will occur to implement your vision or educate others, good leaders plan for that moment, and await the timing to be right.  If you present a great idea before the time is ripe, the message can get lost and your efforts will be in vain.  It goes right back to my analogy of the home fire where taking that “educational moment” where the idea is fresh in everyones’ minds to discuss smoke detectors is beneficial; on any other day, the public just tunes it out and adds the message in with the other things going on that day.

I read a pretty good deal on military strategy as a way of gaining insight into leadership.  One of my favorite books is “Mastering the Art of War” by Thomas Cleary.  A great passage in this text is in “The Way of the General”, regarding the formation of opportunity.  In it, Cleary translates from Zhuge Liang:

There are three avenues of opportunity: events, trends, and conditions.  When opportunities occur through events but you are unable to respond, you are not smart.  When opportunities become active through a trend and yet you can not make plans, you are not wise.  When opportunities emerge through conditions but you cannot act on them, you are not bold.  Those skilled in generalship always achieve their victories by taking advantage of opportunities.

As a leader, there are ideas that you may have that may be courageous or bold, but others consider a little “out there”.  That comes with the territory of having vision, believe me.  But there is a great deal to be learned in this passage in regard to knowing what message you want to deliver, having it prepared, and shooting it out there when the timing is right.  It’s called effective communication.

Know that as a leader, you will be challenged with making changes that may not be popular or easy.  But in light of that, if you have the chance to insure the timing is right, a skilled leader will make their presentation while people are emotionally engaged with the issue. 

Don’t forsake your opportunity to make beneficial change to your organization or you community by missing out when the stars are aligned.  Be prepared in advance, know your subject, and sock it to them when the door opens. It might be your shining moment, and you certainly don’t want to be left in the dust when the moment occurs.

Customer Education

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img_0408Every 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.”

When you hear people refer to SCBA as our “oxygen tanks”, does it make you cringe?  When you see multiple sprinkler head activations for a burning trash can on TV, do you just say, “Thanks, Hollywood”?

It all brings me to the question, is our education of the public sufficiently adequate to convey our message?  If they don’t even understand the basic issues of a sprinkler head activation, how can we get them to grasp the necessity of sprinkler system installations?

When you have teachable moments in your community, it is imperative that you capitalize on them, while of course, being tactful.  Although I think most communities would squirm if we led a group of gawking civilians through a fire fatality scene, this is still the best time to point out the importance of smoke detectors, of having a home exit plan, and of residential sprinklers.  Strike while the iron is hot, right?

If your department doesn’t have a good connection with the media, it is very important to establish one.  This person should be good about getting the media out to scenes and taking that opportunity to point out the things that could save the lives and property of others.  Reporters have a lot on their plate as it is, with having to cover multiple stories, and serving up a good story to them is like offering a picnic basket to a hungry bear.  If it’s a public service announcement on detector maintenance, that’s one thing, but if you can tie it to that teachable moment, THAT is a story.

Make your job easier by making the people you serve a little more smart about the things you do.  You’ll find that they appreciate your efforts more in the long run, and who knows, they might even be inclined to take up your cause for you when you need a little helping hand (like at budget time).  It’s always hard to say “no” to someone you are on a first name basis with.  When you are out there educating them, you are exactly that person.

Planning for US&R Teams

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mod-abt-recon-34I 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 Developing a Strategic Plan for the South Carolina Urban Search and Rescue Program.

It is a pretty lengthy read (115 pages) but if you are looking into development of US&R (or other special teams), it might provide you a little direction given that our program (SC-TF1) seems like it has done pretty well.  I attribute that success to people like Ken Bell, Tom Webb, and Don Headrick, as well as a host of others (our first Director, Ray Wilkinson, and the chiefs of our Firefighter Mobilization Oversight Committee).  The foundation that was laid for the program came at a price for many of us; between the many trips back and forth to Columbia, spending countless hours away from our families, burning up our personal cell phone minutes (no unlimited long distance in those days), and our cashing every political chip we had (and then some).

 The Task Force and the state response program is these days in the very capable hands of Ken and our new Director, Dan McManus, as well as Tom, Jason Walters, Steve Drozd, and Travis Carricato, but it all requires a good plan and a little momentum.

So look it over (hey, it got me through my third year EFO) and let me know if it is useful and if you have something you’d like to share.  A wise man (Bob McKee, from TX-TF1) once told me that he was indebted to those who shared with him in his early days, and he was a great resource to me when we were devleoping our program as well.  I hope to pay that kindness forward as well.