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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.

Dedication to Customer Service

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How dedicated to serving your public are you? We seem to pay a certain amount of lip service to “serving the public, 24/7, 365″ in our mission statements. I always hear how proud we are to “serve”, but do we draw the line at putting out fires? Carting them to a medical facility? Or are you in an organization who will put someone back in bed or stop a leak until a plumber can get there?

I hear about all-hazards response all the time, but do we draw the line at “hazards”, or do we raise the bar a little? While I don’t advocate anyone in our jurisdiction calling 9-1-1 because they need help completing their tax return, if a situation really does affect our customer that they had to dial that number, aren’t we charged with understanding how this is perceived as an emergency before saying we won’t help?

My wife owns a flooring company. While a floor product delivery may not constitute an emergency issue to you, to her company, when a customer needs a product someplace at sometime, if it isn’t there, it creates issues that may effectively stop the completion of the project, be it a remodel or new construction.  This week, a delivery had to go from the manufacturer directly to the project location in another state.  To the trucking company, excellent customer service was a non-issue: After neglecting to send the materials in a truck with a lift gate, they decided, “Oh well, you’ll just have to wait until we can get a truck to do that later.”  Later being three days later.

They had a pretty blase attitude about the whole thing, despite the fact that they were contracted to deliver something, they had an obligation to deliver it at a certain time and place, and being the subject matter experts on shipping, should have probably realized that they weren’t going to just hand-carry 3900 pounds of product off the truck (especially since they had to use a fork-lift to get it on there). Then to compound the issue, they weren’t very careful about how the product was loaded and they damaged some of the pieces. Again, “Oh, well…”

Dedication to customer service requires a “can do” attitude; it might seem to be outside your scope of practice, but depending on what your marketing strategy happens to be – and make no mistake about it, your mission statement and vision is your marketing strategy when you are fighting for ever-dwindling tax funds or donations – your organization will be faced with very specific situations in which you will have to stretch your resources to “make it happen”.  In our case, we rented a truck, picked up the material from the trucking company and delivered it ourselves.  The customer was completely thrilled.

In my wife’s company, we hope our efforts will be recognized in customer loyalty and a willingness to pass the word on. In emergency services, we hope that the care we take with each challenge is shared loudly when budget time or the annual fundraiser comes around.  You can draw the line where you choose, but in these times of limited funds, can you afford to ignore the added value of extraordinary customer service? It is extra effort that will distance you from the rest of the pack.  When a decision must be made between funding an analysis of the migratory path of earthworms in your community and cutting firefighters, that’s ammo you can’t afford to ignore. The next time you are drooling over your wish list and realizing you can’t afford things, remember the choices you made as to where you drew that customer service line.

In Any Change, Timing Is Essential

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According to Musashi in The Book of Five Rings, timing is the core principle in strategy.  You must adapt your strategy to coordinate timing with your skill, and you must know when to attack and when not to attack.  All things ebb and flow and so there is cyclical timing, as in waiting for the proper time to execute, when the energy of the defenses are low or distracted.  There is also the benefit of understanding when the energy of the defense is at it’s peak and to use varying methods to either stall, divert, or spread out the defense until the timing can be right.  Sun Tzu said: “The victorious army first realizes the conditions for victory, and then seeks to engage in battle.  The vanquished army fights first, and then seeks victory.”

I know company and chief officers who have no sense of timing.  They’ll go off half-cocked at everything and anything, thinking that by brute strength and a full-on frontal assault, they’ll impose their will on whatever comes along.  Imagine their surprise when not only do they get it wrong, but they look bad in the process.  It doesn’t matter how right you are (or think you are), if the time and opportunity don’t meet, you will find yourself on the losing end again.

As frustrating as it can be sometimes, the officer must determine which way the wind is blowing and then introduce the change (or proposal for change) when the opportunity presents itself.  And I’ll tell people again and again, as I’m telling you now, watch officers who don’t understand this and I’ll bet they’re not perceived as very successful at their jobs.

Just as water flows to conform with boundaries and seeks the most efficient path, so should the officer possess the ability to change with one’s own situation to shift between options when presented with new information.  Be aware of where loyalties lie, with the old and with the new, seek the chance to win over those on either side, and be the master of change.

Your Fire Department Bucket List

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The ladies dig the sunset at Bryce Canyon.

Recently I spent ten days on a working vacation.  Beginning in Las Vegas, I fulfilled my attendance at the NFPA conference and the moment I closed my computer, we hopped in a rented RV and hit the trail for Zion, Bryce and the Grand Canyon National Parks.

This tour of the Southwestern US being on quite a few of my friends’ “bucket lists”,  it got me thinking: what kind of emergency service organization would be on someone’s “bucket list” of an organization people want to be affiliated with, or have serve their jurisdiction, or to just go and visit?  Or like the list of “any four people you’d like to invite over for dinner”, what four influential fire and emergency service rock stars would you like to invite to the station’s kitchen table?  Who would you like to have sit in, grab a coffee, and just talk about their vision, or war stories, or just talk crap?

Let’s hear from you all: What departments do you think are “bucket list” worthy departments? Why? Who would you invite to your station?  If they’re still alive, do they KNOW you feel this way? (You’d be surprised; some of these guys out there aren’t above hopping in the truck and showing up).  Fill me in and share some names of the fire service people you admire the most.  Okay, this is the interactive part: don’t be shy, just use that ol’ comment button over there and let fly.  See you in a little bit…

Attachment to Before

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The more flexible you are, the more likely you will weather the storm.Attachment is when you believe that things can or should remain one way forever.  Things are in a constant state of change.  Just as you change, so do the people around you, and your organization, and your community, so your relationship changes too.

Change is never easy, but if you can accept that it is inevitably occurring and embrace the change,  transition can be easier.  People put too much emphasis on remaining constant.  There is an impermanence in everything.  People come and go, the environment we operate in is constantly evolving, and new ways of doing things are discovered every day.  We can hold on to the past forever, but it won’t change the fact that the rest of the world is moving on around us.

Effective leadership requires us to understand the changes and be flexible with them. Effective leadership requires us to understand ourselves to find why we resist certain challenges.  If we can be open to possibilities and willing to explore them, we can solve anything and do anything.

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.

Squirrel In The Middle of The Road

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Our job entails more than responding to emergencies.

Our job entails more than responding to emergencies.

The other day I was sitting at Coligny Circle, which is a pretty busy spot on our Island.  I was actually trying to get some work done using the Town’s open WiFi connection there, rather than watching squirrels running out in the road.  A long time ago I wrote (in my first blog ever, over on FirefighterNation.com) about how some people make decisions like a squirrel decides whether it is going to cross the road: first this way, then realizing impending danger – that way – then thinking maybe that was a bad idea – this way…then the awful crunch of tire meeting squirrel.

Now as some of you know (who have been following me for a while) I’m not crazy about squirrels.  But while continuing to battle with the squirrels in my yard and despite my general impression that they are just rats with bushy tails, I still don’t really wish them any harm. While I would not come to a screeching halt to avoid hitting a squirrel with my car, I’m certainly not going to swerve to hit one, and I’ll even slow down to give them the benefit of doubt.   But just because I don’t really care for them, I still at least respect them as an adversary and I would never go out of my way to hurt them.

Well, it’s like that with you all and my other fellow beings; I respect you and your thoughts, I pray for your souls and your enlightenment, and I’d never go out of my way to hurt anyone. I’d even avoid doing so if I could.  But at some point we will come to a critical intersection where your indecision matches up with my desire for forward motion and we revert to that law of physics where an object in motion will continue in motion unless acted on by some outside force.  Are you getting it?

I have little to no patience with the status quo, especially if staying with the status quo serves no purpose.  I was remarking this morning to a friend that many “leaders” are afraid of the unknown because they don’t know how the unknown is going to treat them now or their legacy later.  It may be that the future holds them to account for their inabilities, their failures, or their inequities.  The status quo provides comfort.  The status quo provides reassurance.  If we know that the future is the status quo, we can control that. Everything else is shrouded in mystery.

If you live your life afraid of what is about to come, you will be afraid to take any chances.  If you live your life afraid of what is about to come, you will be cautious to the point of avoidance when an opportunity arises.  If you fail to take a chance when an opportunity arises there will be no growth.  While there are places for leaders who simply maintain peace, if your world is in constant turmoil, as a leader you must strive for change.  If your world in constantly evolving and you fail to grow with it and improve, you will go the way of the dinosaurs.  Or even better, the way of the indecisive squirrel.

If we weren’t losing firefighters from preventable cause, or if we didn’t have technologies that would help us to save lives and property more efficiently, or if we had leaders that were fully prepared to lead others in providing emergency services, we wouldn’t need to change.  If we had a fully efficient EMS system in every community and adequate layperson interventions in place, and lives were improved by rapidly delivered patient care, we wouldn’t need to change.

While there are those who continue to promote equilibrium, the time is not now for equilibrium.  Equilibrium suggests that things are okay, and things are clearly not okay.  We must as leaders continue to strive for improvement. We must encourage and motivate those who follow us in order to build a better customer service delivery model.  When things have improved not by what “seems” like improvement, but based on objective, measurable data, then and only then should we be comfortable resting on our laurels.  Our job entails more than just responding to emergencies.  It entails responding to community needs and assisting our neighbors.  That assistance comes in many forms, but the agencies who get it will be survivors, and those who don’t, well, I think you can figure that out yourself.  It’s not a matter of “if”, but “when”.

When the squirrel decided he wanted to cross the road, it was because he had an objective to reach on the other side.  Staying on one side of the road meant the objective would not be met.  Going after that objective involved a certain amount of risk.  The squirrel may or may not have considered that risk before making his decision.  We are not squirrels.  We hopefully have enough brainpower to determine whether the risks that we take are worth the rewards at the end and make the right decisions.  And if we rush out into the stream and find ourselves challenged there is also a risk in changing direction that we need to take into consideration.

As emergency service leaders, we must ensure that the decisions we make are based on objective, unemotional criteria involving what is best for the people we serve.  No tradition supersedes our prime directive of service to others.  Any decision we make must consider the ultimate mission: protection of life, property, and the environment.  If we remain locked in on the present and base our actions on serving the status quo, we don’t achieve that mission and we will have failed.  Our failure has consequences; unfortunately, in our business, those consequences often involve injury, death, or other severe loss.  It is incumbent upon us to keep that from happening.  But other consequences are pretty devastating as well like the elimination of overall budget, which can result in reduction or elimination of staff, programs, equipment, or whatever else you can imagine.

Challenge yourself and your team to remain vigilant to unmet needs, to consider means to remedy those needs, and to strive for continual improvement.  If you don’t engage your vision, it is tantamount to going out into the road and freezing in the path.  And we all know the ending to THAT story.

Technology Assessment

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web reddrive download 423If you haven’t figured out by now I’m kind of intrigued by all the technology that people use on a daily basis and how it could be incorporated into making our jobs easier in the fire service.  I can’t get over all of the opportunities that are out there to try to improve things, and yet for some reason the fire service stays riveted on old technology. It could be that there’s not enough money in the fire service to help improve these technologies.  You’d think that someone with the money might realize that better technology could be make us more efficient and also reduce pain and suffering and loss of property and all that other good stuff.

Right now I’m completely enmeshed in our community’s application for Google to provide ultra-high-speed internet (we’re talking 1 GB here).  I can only see the possibilities and they are endless.  Part of my comment to them in defense of why Hilton Head Island should be awarded this opportunity revolved around the public safety applications of this high-speed Internet.  Applications like streaming video for training and meetings would revolutionize our organization. Existing mapping and pre-planning information could be shared via server or just kept on the Internet.  I can go on and on.

Our organization is really embracing some new concepts right now in an effort to improve capability.  Sometimes these ideas work and sometimes they do not.  But the act of trying these things out are learning opportunities in themselves.

What ideas are you working on that will revolutionize the way you do business?  How can we improve our delivery of excellent customer service using existing technology?  What idea, no matter how far-fetched, would make our job an everyday joy?  What things must we change in order to make these reality?

Mixing EMS and The Fire Service

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Two of Hilton Head Island Fire & Rescue's ten advanced life support medic units.

Two of Hilton Head Island Fire & Rescue's ten advanced life support medic units.

When I hear anyone suggest that the merger of fire and EMS is a mistake because “firefighters lack the skills to provide paramedic care”, I am highly insulted.

When I hear the ex-chief of a metropolitan department regretting decisions to bring medical providers and fire services together, I wonder aloud how he can continue to stomach the fact that it isn’t the inmiscible nature of these professions that caused the problem but the culture that the “leaders” of these organizations permitted to continue and encourage.

I admit that I know people with what could be termed the “fire” mentality and those with the “EMS” mentality.  But these individuals seem to be the minority now, rather than the majority.  Fortunately, I work with a lot of people who have the “Fire & EMS” mentality; people who are open to the belief we can do both well, we can exceed at the skills, we can meet our customers’ needs, and we can enjoy the diversity that having two “jobs” rolled into one provides on a daily basis.

I happen to work in an organization that merged fire and EMS together in 1993.  Prior to that, the two fire departments provided first responder service to our community to supplement the response of our local rescue squad.  Ultimately, with the merger, we took all three of these agencies and combined them into an outstanding example of emergency medical service delivery.  EVERY line employee is required to be at the MINIMUM a nationally registered EMT-Basic and of those personnel, over 40 of them are National Registry Paramedics as well.  This doesn’t count each of our chief and administrative officers who were all certified EMTs as well, and also doesn’t count our Training Division officers, who are both NREMT Paramedics as well.  Our organization provides a highly-recognized service to this world-class resort community and has incorporated 12-lead ECG monitoring and interpretation along with telemetry to reinforce our STEMI recognition program, among other programs like Island-wide AED promotion and education, public CPR and First Aid programs, car seat installation, and many, many other efforts.  I honestly work with some of the most outstanding EMS personnel in the nation and I’d be honored to let them work on anyone in my family, which is good, because I live in this community as well.

I have had it with anyone who suggests that EMS should be the exclusive domain of the third-party providers, especially since, with rare exception, a good number of these “non-fire service” providers don’t seem to provide any better of a service than the fire department EMS providers.  In fact, I know that our agency is an excellent EMS provider and is right now striving to be more than just excellent, but to be “state-of-the-art”.  With leaders like Lt. Tom over at the EMS 12-Lead ECG Blog, and Pete at the Star of Life EMS legal blog, we have a very good chance of putting ourselves in the position of being innovators and setters of the gold standard.

I would never suggest that fire-based EMS is the ONLY solution, but there are a few dinosaurs out there who continue to insist that EMS can only be effectively provided by non-fire department providers.  Apparently, stuffing themselves in their too-tight BDUs and hanging out at the local donut shop has occluded some sort of cerebral perfusion.  I hope they are watching carefully as the rest of us, the people who desire to have community-based EMS delivered by competent and caring providers, regardless of agency affiliation, kick them to the curb.

Your agency can only be as good as the personnel you retain; if you continue to recruit people who can’t do the job, the community shouldn’t be surprised if the situation won’t work.  Volunteer or career, you get what you pay for, and if the community doesn’t invest in good training, good equipment, good leadership, and good methods of keeping personnel, they shouldn’t be surprised if all they get is a crappy EMS system.

Get Everyone On Board

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

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

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

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

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

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

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

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

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

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

Focus on Success

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SC-TF1 BoO in Chalmette, 2005

SC-TF1 BoO in Chalmette, 2005

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

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

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

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

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

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.

Values

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Hilton Head and Bluffton Firefighters practicing FLAG drills.

Hilton Head and Bluffton Firefighters practicing FLAG drills.

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

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

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

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

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

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

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

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.

An Atmosphere of Trust

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webMen of Iron BW 2

You want that hole WHERE?

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

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

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

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

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

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

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

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

The Fixers

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How can we help you today?

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

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

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

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

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

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

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

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

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

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

Use of Faith-Based NGOs As Disaster Response Partners

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

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

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

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

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

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

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

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

Distance Separates Us

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

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

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

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

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

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

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

Science Is Your Friend

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

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

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

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

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

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

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

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

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

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

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

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

Turtles, Circumstances, and Change

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

 

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

 

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

 

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

 

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

 

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

 

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

Ambition

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

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

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

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

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

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

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

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

Innovation Distinguishes Between Leaders and Followers

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Safely chocking those wheels.

Safely chocking those wheels.

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

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

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

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

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

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

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

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

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

Reserving Our Scorn for the Deserving

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Hot Day on the Training Ground

Hot Day on the Training Ground

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

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

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

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

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

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

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

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

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

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

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

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?