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Stuck In The Past

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The definition of something “world-class” years ago led me to consider what we mean in the fire service when we say “world-class” in the same breath as “progressive” and “professional”.  The use of these terms is truly in the eye of the beholder.  Given the evidence that continues to mount in the Charleston incident, many people in that community are struggling through the nightmare of believing their fire department was the definition of excellence only to find that the leadership mentality was still operating in the past.

I guess its all in how you frame your reference as to what is acceptable versus what is “excellent”.  It certainly sounds as if that culture is evolving into a better place with Chief Carr at the helm.  But across the entire fire service, while exposed to so many ideas, we continue visit the same problems within our own organizations that other organizations have been experiencing for years.

Professionalism or progressiveness isn’t defined by experiencing the same problems over and over again. Being effective doesn’t include repeating mistakes that others have made, got the t-shirt for, and moved on from. If learning isn’t occurring from all of the rhetoric, then what use is it?  When your organization is experiencing such dysfunction that it is obvious even to the newest recruit, then how clueless are you to insist that everything is coming up roses?

The sad part is that this lesson has to come on the backs of dedicated firefighters and the deaths of our brothers.  While it appears our friends in Charleston are moving forward, we continue to read story after story around the rest of the nation of lessons that continue to be learned the hard way.  After all, how many unbelted firefighter LODDs need we read about before deciding once and for all that using our seatbelt is a smart idea?

Instead of reading the news and saying, “Wow, that’s incredible”, perhaps we should be saying, “Wow, how do I make sure that doesn’t happen here?”  Be an agent of productive and progressive change.  Set the positive example and show others what the real definition of progressive and professional is and be a real leader.

Posted by truck6alpha on August 3, 2010 • Filed under: "accident prevention", Administration & Leadership, Command & Leadership, Fire Rescue Topics, Firefighter Nation, Fires, LODD, Mass Casualty Incident, News, Training & Development, change, command, education, government, leadership, motivation, planning, professionalism, rebellion, revolution, safety • Tagged: , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , , ,

Here’s To Freethinkers

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A long time ago, a bunch of guys weren’t happy with the status quo.  They felt like the current situation was unfair, they didn’t have any say in the way things were going, and the ultimate authority was some guy who was appointed to his position and wasn’t necessarily the most qualified individual.

So, since there really wasn’t an existing model for what they desired, they developed a vision.  They committed the vision to paper, they sent it around for buy-in and enough people found their option to be better than the current one, so they chose to follow that dream.

After that, enough of them were so committed to that vision that they literally laid their lives down to move the cause forward.  When all was said and done, they prevailed, then had the chance to stop, look around, and then say, “Now what?”  We still ask that question today, 234 years later.  It’s a long running experiment, and its come a long way, but we have a long way still to go.  God Bless the United States of America.  Happy Birthday, Feliz Compleanos, and all that other stuff.  We love you and we’re glad we could be here to celebrate it with you.  Sometimes we’re a mess, but when the day is done, we’re still Americans and damn proud of it.  God Bless you, we wouldn’t have it any other way.

Posted by truck6alpha on July 4, 2010 • Filed under: change, government, rebellion, revolution • Tagged: , , , , ,

Character vs. Characters

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Fire_52I hate to dump on my “B” Shift brothers, but I led a merry band of these guys for a period of time, so I have earned the right to state my piece.  Obviously, this isn’t an indictment of “B” Shift specifically, but as Bruno observed years ago, and we all continue to share today, “B” Shift seems to be an assembled band of technically competent but disciplinarily challenged individuals who are not above putting saran wrap on the station toilets or cribbing  your car at least three courses too high to leave the parking lot in the morning.

What struck me, however, as I watched the ongoing saga of the University of Oregon football players on ESPN, was that although our “B” Shifters may be characters, they (most of them, at least) have character.   And while there are enough stories going around professional football and baseball to keep us busy for months, don’t even get me started on the overpriced, overindulged, thug mentality of some of our most talented pro basketball players.

There is no reason to bring people into our team who lack character.  When we employ people who are talented, but lack control, ethics, or substance, we are sacrificing our core beliefs in order to get people who we consider will put us ahead of the game, unless of course you meet that description yourself.  At some point, however, regardless of talent, people who lack these qualities fail, and often they fail catastrophically.  They either succumb to the temptations of success, they feel entitled, or they can’t keep up on their own.

I think about the fact that in college football, there is a term for when a program gets like this.  It’s called a “lack of institutional control”.  There are entire fire departments out there who sound like they are experiencing this lack of institutional control and honestly, these people continue to give us all a black eye.  Juniors breaking into department warehouses to steal bunkers and tools, arsonists in the fire service, firefighter medics failing to transport critical patients, and tawdry affairs being aired out by the media (although I will personally vote for the picture on Fire Daily as the Best Double Entendre of the Year) all reveal to us that we have a number of people who sincerely lack character in our midst.

When we need to write a paper to ask ourselves if we have allowed our personnel expectations to injure the reputation we have fostered, we should be aware we have a problem.  Has the bar gotten so low that we’re willing to bring in anyone, so long as they can fog a mirror?  I know staffing is tight right now, but if the personnel on my team can’t be trusted to do the right thing when no one is looking, what reason should I have to trust them when the going gets tough?

If finding people who are willing to serve is that difficult, do we instead have a bigger societal issue?  At what point should the fire service begin to cut losses and say, “Hey, it’s not worth the hit we keep taking to maintain rosters with juvenile delinquents, slackers, and criminals just to keep companies on the road.”

I don’t suggest that finding people with a strong work ethic or character is easy, and frankly, it is getting harder every day.  Any more, it’s more about “me” and not about “us”.  There is a huge lack of consideration for others, especially when helping someone happens to inconvenience me for a moment (After all, I’m an important person).  But we need to be willing to be objective about individuals and determine if they are able to do our job with integrity, or or they unable/unwilling to sacrifice for the greater good.  If it is always about me, you will find out soon enough when that person is challenged with a choice between me and the team as to which way their loyalties lie.

I would venture to say that we should be digging deep and not keeping all the silt in the hopes there’s a diamond in there, but instead taking the time to test and filter out the undesirable elements, regardless of how many times we are required to let someone go because they “just don’t get it”.  We emergency service leaders must look beyond our borders and seek people who have strong character and can be trained to do the job.  We can’t afford to keep people who are just going to continue the cycle, we need to engage young people who want to be molded into leaders, and instead of running off the eager and enthusiastic ones, teach them and reward them, and mentor them.

The “Black Sheep” of B Shift that I used to work with were a little hard-bitten, a little cynical, but genuinely good guys who didn’t take crap from anyone.  They were disciplined on the fireground, but they were not the ones you could count on to be cheerleaders.  They required you to earn their respect, and when you got that from them, you knew you had made it.  If you were a leader with any credibility, you could get them to move mountains.  If you were a poseur, you would be quickly exposed.  While the guys who worked with me were sometimes hard to convince about a new policy or outlook, if they were convinced of the benefit to the team, they would follow you wherever you led them.

Our industry needs to understand that the people who are worth anything aren’t going to keep coming around when they get treated badly, they aren’t going to take “because I said so, Rookie” as an answer to “why?” and they aren’t going to choose time away from their families to be given all the scut duties while the vets sit around and watch.  I know of a few officers who think it is funny to make the probies go get their coffee for them, or to stand around and watch under protection while their personnel are working in the sun or the rain.  When good people say, “I don’t want to work for you anymore”, take that as a wake-up call that your management style sucks.

Take the time to encourage your personnel.  Treat them with respect and understand their needs.  Never exploit them, but when a challenge comes up that requires a little extra motivation, get out there with them and show them you’re not too good to do the task with them.  Don’t be their buddy, be their mentor.  If you do these things, the troops will willingly follow you anywhere.  Surround yourself with good people and if you do the right things, you and your team will enjoy success.  But most of all, be secure enough in yourself and your organization that when someone doesn’t stack up to the higher expectations of the fire service, that for the good of all of us, we encourage them to consider another profession, like professional basketball.  At least they’ll make better money.

Posted by truck6alpha on March 16, 2010 • Filed under: Administration & Leadership, Command & Leadership, Funding & Staffing, Training & Development, leadership, professionalism, rebellion • Tagged: , , , , , , , , , , , , ,

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.

Posted by truck6alpha on February 28, 2010 • Filed under: Administration & Leadership, Command & Leadership, EMS Topics, Fire Rescue Topics, Firefighter Nation, Training & Development, change, customer service, leadership, motivation, officership, professionalism, rebellion, revolution • Tagged: , , , , , , , , , , , , , , ,

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.

Posted by truck6alpha on November 28, 2009 • Filed under: Administration & Leadership, Command & Leadership, Fire Rescue Topics, Firefighter Nation, Training & Development, change, leadership, motivation, politics, professionalism, rebellion • Tagged: , , , , , , , , , ,

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.

Posted by truck6alpha on October 1, 2009 • Filed under: Firefighter Nation, change, command, customer service, education, fire service, firefighting, leadership, motivation, officership, planning, politics, professionalism, rebellion, revolution, technology • Tagged: , , , , , , , , , , , , , , , , ,

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.

Posted by truck6alpha on July 6, 2009 • Filed under: DHS, FEMA, NIMS, SAR, US&R, USAR, change, command, credentialing, government, leadership, motivation, officership, politics, professionalism, rebellion, rescue, revolution • Tagged: , , , , , , ,

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.

Posted by truck6alpha on May 25, 2009 • Filed under: change, customer service, fire service, leadership, motivation, planning, professionalism, rebellion, revolution, technology • Tagged: , , , , ,

Rebel or Revolutionary – You Choose

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As posted from my blog at FirefighterNation.com with some updates:

With all of the change going on in the atmosphere, I was contemplating the difference between being a rebel and a revolutionary. It seems to me that there are plenty of firefighters who are a little mixed up and don’t understand the difference. The problem is that while revolutionaries effect change in a situation, rebels simply refuse to obey.

Why should that matter? When we are agitating for change in our current situation, being a revolutionary suggests turning or moving, which is hopefully a positive thing. Rebelling doesn’t suggest anything positive at all. I know firefighters who think that their rebellious actions suggest something courageuous or heroic, where I am suggesting that those individuals aren’t any of that at all. In fact, many of the “rebels” I have encountered are resisting change for good because it upsets their version of the status quo.

If you are pushing against the status quo in order to make positive change, you are sure to meet with resistance from those who are comfortable in that little rut they have dug. Anything you may do to move them from it is going to be perceived as threatening to their happiness and they may lash out at you. They are not going to understand your motives or they may not want to understand. Things may even get dangerous, for your career or for you personally.

The winds of change are blowing and we can either flex with them and survive, or resist them and be broken off at the trunk. We in emergency services need to understand our entire environment and be revolutionaries, to think about things in ways we never thought of them before, for the good of our profession.

Posted by truck6alpha on November 26, 2008 • Filed under: change, firefighting, leadership, motivation, officership, rebellion, revolution