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Zen Zone #25

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"If you can dream it, you can do it." – Walt Disney

In between class sessions here in Colorado, Chief Ron and his wife, Linda, and I took a scenic tour of Rocky Mountain National Park by way of the Western Portal, going up to the Gore Range before turning around and going back into town.  While the park is incredible and the vistas breathtaking, it occured to us that settlers going west centuries ago must have been awestruck coming off the plains and facing this massive roadblock.

We were also listening to a talk radio show at the same time and the moderator was indicating that we are never just given the keys to leadership, we have to earn them through trial and survival.  Only after being faced with hardship and making it through do you realize that these challenges fortify you for any battles ahead.

Sitting in an air conditioned car on the paved road and using GPS to find our path, it became apparent to me that the next time I am faced with adversity, I need to consider these individuals.  How daunting it must have been, going to a land unknown to them, packing up everything they had and moving it across the Rockies to forge a better life for themselves.  Yet they not only overcame those challenges, they led the making of a new nation.  What right do I have to worry about my petty issues? 

If you believe in what you are doing, nothing can stop you. Consider the triumphs of others when given impossible odds and realize that you can do anything you dream.

Recharging

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I am here in Granby, Colorado, doing a truck company operations course for a few of the Middle Park departments.  Other than our hosts from the Grand Fire District, we have some great guys and gals also from East Grand, Grand Lake, Wheat Ridge, Vail, and Kremmling.  This is the part of my job I love: getting people who really want to do this job to another level.  Everyone in the class seems to get "it".  Chief Ron Richards, who I am teaching with, has said before, "This is missionary work.  We are spreading the word about best practices, tricks of the trade, really, the art of fighting fire." 

Do you want to recharge your batteries?  Teach.  Take what you have learned and share it with others.  You don't have to be a certified instructor to teach.  Even the lowest man on the totem pole can learn something and share it with others. Sharing knowledge changes the world.

Crying For Help

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Over the past few days I have seen some news items that really point out the need for more comprehensive mental health assistance.  Between the situations with the firefighter threatening his co-workers in Kansas City and the police standoff with ex-Notre Dame defensive coordinator Corwin Brown at his home near South Bend, the subject seems to come up again and again.

Without a doubt, issues of mental health seem to  have always been one of those sensitive issues that no one would talk about.  However, there was an article in Sports Illustrated this past week about the Miami Dolphins' Brandon Marshall in which he has been candid about his mental health challenges.  His bravery in discussing the subject openly has been refreshing, as it is a message to others who have issues that they are not alone, and that seeking help is not a sign of weakness.

Any admission of mental incapacity is traditionally stigmatized but it really shouldn't be.  Mental health problems originate from a number of different sources, but especially now in our nation, everyone is subject to being overwhelmed.  The stress that I can personally sense with a number of people I know is higher than I have ever known it to be and I'm positive that anyone reading this probably knows their share of individuals who are struggling as well.  Between the roller coaster ride our economy is on, the overwhelming number of jobless, foreclosures, environmental disasters, terrorism, and other world wide concerns, even if you are normally pretty stable, in these times pretty much anything could be the final straw.

We spoke of inordinate stress reactions before in this forum, like back with the massacre in Arizona where a firefighter failed to respond to this incident.  There were plenty of people who were quick to judge but had no idea what the basic issues were.  I don't even know that we still have all the answers.  But while today you may feel like you have a grip on things, tomorrow could be the beginning of the end of your current world.  I heard a figure the other day that said that one out of every seven Americans right now is on the food stamp program.  I'm watching Dateline NBC as I am writing this, where Lester Holt is doing a piece on three women in Millen, GA and the effect the economic recession is having on this small town.

It's easy to be smug about how good your life is when things are going well.  It's easy to think that someone who is having a major crisis should just suck it up, because really, how bad can it be? Well, it is a testament to the maturity level of some of the trolls who prowl the web as to how quick they question someone's integrity because, say, they aren't half the Superman they happen to be.  Frankly, I have met some of the individuals who make statements that parallel the "We fight what you fear" mentality and you know, I question their sanity and their ability to fight fire more than anyone who has the courage to admit they need some help.

There is a dividing line between those who need institutional care and those who are in the midst of a crisis.  And while the grand arena is "mental health" and I am in no way qualified or knowledgeable to discuss the differences, there is an obvious need for people to be compassionate and understanding, because today's bad day could be tomorrow's nightmare.  Don't be so quick to make statements that question someone's dignity just because they have hit a wall.  I hope to never face those challenges myself and I hope you don't ever have to either.  If you need help, get help. And if you know someone who needs help, be a real leader and do what you can do to compassionately point them in the right direction.

An Atmosphere of Growth

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One of my best friends (who happens to be my "B" Shift counterpart) came back from his NFPA Committee meeting (mine was in Baltimore and his was in St. Louis. I'm thinking we need to start doing these in Hawaii). He was telling me that during his travels, he happened to be having a discussion with an airline pilot.  I guess the conversation came to the subject of safety and near-miss procedures.  

According to this pilot, Chief H said, when there is a landing that isn't perfect, there is a culture of not pointing fingers that encourages the flight crew to report the event, discuss the factors, and to come up with methods to improve their performance.  Sounds a lot like a near-miss policy to me, but the difference is that apparently, there is absolutely no resistance to reporting these issues because there is no threat of repercussion.

Now we have the Secret List and the Firefighter Near Miss Reporting System, and in our organization at least, we discuss standard operating guidelines in post-event critiques, but I don't know that those concepts even go as far as what Chief H was suggesting they do in this airline program.  To me, it sounds a lot like common sense: instead of focusing on the situation that has already occurred, focus on the events we can fix or those we can grow to recognize and solve, and move forward.

But there is no way this kind of concept can evolve on many of these blogs.  Hell, if anything is seen, like a glove missing or God forbid, someone isn't wearing their SCBA, it becomes a litany of what a dumbass the individuals are and how is it that these people are even still fighting fire.

Now while our department is very strict about the use of safety equipment and insuring best practices are followed, it is hardly a slamfest out there.  If we see you don't have something, we suggest (pretty strongly) for you to go get it and wear it.  This happens pretty rarely because we have squared away people who have been doing this stuff fairly often (with the exception of some of the rookies, of course).  But really, we do make mistakes and there's a lot of times we laugh about it because once pointed out, everyone is pretty good about doing the right thing.

I'd hate, however, for someone to take a photograph of us when we rolled up on a scene, however, and someone just so happened to have missed putting a glove on.  In the case of a recent fire we had, there was significantly enough fire on the outside to cause the arriving officer to order a transitional attack.  His company deployed two lines to the exterior to knock down the rapidly extending fire, which they did without donning masks.  

The next due engine stretched an attack line to the front door and using proper PPE, made the knock on the inside.  Confined to the two rooms we found burning when we got there, nobody hurt.  Nobody was coughing or hacking and honestly, the most difficult part of the evolution was dealing with the mosquitoes.  But just on the chance there was a picture taken of those first few seconds, we'd have heard cries of "sissy" and "outdoor firefighter" from half the crowd and angry accustations of unsafe activity and amateurism from the other half.

Instead of showing the world you are the resident expert on firefighting (which I suspect half of the trolls would run crying at the sight of a real fire), why not use what you see on the blogs and posts to learn something from it and instead of sharing your incredible insight with us all, perhaps make some intelligent observations that could help others remember not to make those mistakes.  I doubt any of the haters are reading this, so I doubt it will have much impact, but perhaps, maybe it will.

 

Not Lovin’ It

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Believe it or not, this post started out a lot longer, but I radically chopped it up and got to the point.  And lest you think this blog has gone to the evaluation of restaurants, this is actually a discussion on customer service. So just keep reading and you can catch up later.  

By the way, as a quick aside, this photo is of a "Gino's Giant".  That has no bearing on the article except that Gino's isn't either of the two Fast Food Joints discussed here.  And, of course, as a matter of disclosure, I worked for the Gino's corporation back in high school.  But I digress… 

There's this giant megacorporation I'll call Fast Food Joint "M". There's another Fast Food Joint we'll refer to as "C".  Last week I went into "M"; Between eight people on duty, not a single one, not even the cashier, even acknowledged my existence.  They made eye contact, but there was no effort to recognize that a customer was waiting alone at the counter.  Ultimately, the cashier shuffled over to the register and looked up; not a "Thanks for coming, what's your order?" or even a grunt.  Made my order, which required repeating twice.  Then upon getting the order, of course, it was wrong.  Returning to the counter, there was one person ahead of me.  They were also getting the same treatment, but it was taking even longer.  I stood there with my bag, hoping that just one of all of these people would realize, "Hey, we must have made a mistake, let me see what is going on", nope, nothing.

At "C",  the place was packed; yet there are five employees.  Everyone is hustling, taking orders and turning orders around.  The manager is even involved and as customers come up to ask for refills, she is also covering those as well.  I am spoken to by several of the employees, asked about my order, and thanked when the order is processed.  But it takes a little longer than expected, as it appears they are training one of the people in back.  The bag comes and it is correct, but I get an apology anyway.

Fast food management doesn't seem to encounter anything like this level of service at any "M" I have ever been to.  At almost every "C" I have visited, however, I sense that they have a higher purpose and they pride themselves on what is turned out.  At "M", there is plenty of hype from the corporate HQ and there are expensive promos and new restaurant styles.  At "C", the store is nice enough, but the focus is on polite manners, courteous service, and good food.  Personally, the experience at "C" is much more enjoyable.

I have gone to visit fire stations and when I walked in, other firefighters have stared at me like I was from Mars, but none ever took the time to ask me what they could help me with, or why I was there, or even to just say "Hi".  I have been in some memorable houses where I have been given gold plated tours of the facilities, coffee, offered dinner, and all before I even identified myself as a firefighter.  I realize that this last situation is pretty unreasonable, but I don't even expect that; I just ask that you address my being there, ask if there is anything you can help me with, and engage me if I happen to show an interest or have a question.

The "M" experience is not one I would ever tolerate in any of my stations.  The "C" experience is more like it.  The last time I checked the news, we, that is, the collective fire service, have a problem with getting the things we need to do our jobs.  Our staffs are being cut, stations and companies are being closed, and funding chopped.  Actually, the only thing that seems to be increasing for municipal fire departments is taxpayer frustration at what is considered an overfunded concept, coupled with what is perceived as having no tangible benefit.

Based on my consumer comparison between "M" and "C", if these were fire departments, which of these do you think I might choose to fund?  The surly, uncooperative, and overstaffed "M"? Or the pleasant, courteous, and efficient "C"?  You can polish your image all day long with fancy marketing and spiffy stores, but ultimately, if your own people don't get the concept, you are wasting your time and effort.  As leaders, we need to focus on improving the attitude of our people.  The culture of your organization, if you want to survive these lean times, should be focused on improving attitudes and making "service with a smile" the norm, not the exception. 

Zen Zone #16

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"The perfect way", Sosan said, "is not difficult. Just drop discrimination. Clear and bright is the world when we neither hate nor love."  

Our world is filled with commentary on politics, ethics and social conduct. Society is fixated on "What is best?" "What is worst?"  "What is right?" "What is wrong?" "What is new and improved?" Our lives are spent trying to compete and climb our way to the top, wherever that is. Ego and pride continue to be evident in the poor decisions made by politicians, celebrities, the wealthy, and "leaders" in general. Self is placed above the needs of others on a daily basis and the world is much harsher as a result.

To correct this we must increase human compassion. Society revels in the advances made in science and technology, yet remains blind to our responsibility to our fellow man.  While there are those who continue to grab more and more, there are increasing numbers of those who have less and less. Instead of engaging in the race for greatness, we should be willing to work for goodness.

Zen Zone #15

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A great warrior decided to attack the enemy although he had only a fraction of the number of men the opposition commanded. He knew that he would win, but his soldiers were in doubt.  On the way to battle, he stopped at a shrine and told his men: "After I visit the shrine I will toss a coin. If it is heads, we will win; if tails, we will lose."

The warrior entered the shrine and offered a prayer, then came forth and tossed a coin. Heads appeared, and his soldiers were so eager to fight that they won their battle easily.  "No one can change the hand of destiny," his attendant told him after the battle.

"Indeed not," said the warrior, showing a double headed coin. "The battle was already won in our minds. We simply required action to fulfill that destiny."

Half the battle, in many cases, requires looking past potential failure and being present to create change.

Zen Zone #14

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We are what we think. All that we are arises with our thoughts, with our thoughts we make the world.” – Buddha

As leaders, we need to consider the result of our thoughts on what becomes the product.  What we say and do, and what we fail to say and do, not only impacts our own existence, but the existence of others as their worlds bump up against our own.

We are not alone in this existence.  We should approach every action with mindful consideration, realizing that every action also has a reaction. These actions and reactions are even more profound when they are directed at others.  Thus, positive leadership defines not only our own world, but creates positivity in the worlds of those who surround us.  Remember that positivity can cascade to others and so can negativity as well.  If you desire positivity, create a force of positive action and the result will be positive reaction. 

Zen Zone #13

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We took Caroline on a Ferris Wheel for the first time, along with her two sisters.  It was big and there was a lot of commotion with the crowd and the other rides.  She was tentative at first and I was watching her eyes as she was taking it all in.  She sat in my lap and clung to me in fear as we made the first few rounds.  While she was crying, it wasn't hysterical crying, and we all kept reassuring her until she finally turned around and saw the Ocean City Boardwalk's lights and sights trailing off to the north.  She dried her eyes and was immediately enthusiastic.  By the time she got off the ride, she was so excited she could hardly contain herself.

By opening her eyes and realizing that there were people sharing her experience and reassuring her through the process of the change, she took a good look at her new perpective and understood the additions to her environment were good ones.  She could see many more things, the breeze was delightful, and we were all around her.  She took a leap of faith, unsure of what opening her eyes would entail, and found a whole new world.

Change, often enough, requires risk.  There is the risk of danger and harm, but more often than not, it is the risk that things will not be the way they once were, which is uncomfortable and scary in its own right.  Let go of the past and look forward.  You can't improve on what was, but you can always make the future better by being there for it.

Zen Zone #12

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The dichotomy of being "part of the gang" and being the leader the other day reminded me of a story: A student sought a teacher to instruct on the path to enlightenment. When the teacher agreed and indicated a meeting time, the student informed the teacher that he had a conflict, as he had another appointment with another teacher on that day.

The teacher then told the student he could not instruct him. "If you are hunting rabbits", the master told him, "and chase two, you can be sure to catch none."

Zen Zone #11

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Paraphrased from Zhuge Liang in Mastery of the Art of War:

“Thus the intelligent think because of this; the mettlesome fight because of this: Where you see the enemy to be empty, proceed; where you see the enemy to be full, stop. Do not look down on others because of your own elevated rank. Do not oppose the common consensus with personal opinions. Do not turn from the loyal and trustworthy through the artifices of the skilled but treacherous. Do not sit down before the soldiers sit; do not eat before the soldiers eat. Bear the same cold and heat the soldiers do; share their toil as well as their ease. Experience sweetness and bitterness just as the soldiers do; take the same risks that they do. Then the soldiers will exert themselves to the utmost, and it will be possible to destroy enemies.

Advance and retreat are a matter of timing- military affairs are not directed by the ruler but by the general.  Therefore, in war, there is no heaven above, no earth below, no adversary ahead and no ruler behind.  If generals can be like this, people will be willing to fight when they give the orders, and the enemy will be defeated before any blood is shed.  Look upon your soldiers as beloved children, and they will willingly die with you.”

Zen Zone #10

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Before we engage others, we must first engage ourselves. If we do not understand our own desires, strengths and weaknesses, how are we to understand the same in others.  When we see conflict, the first place we should look is in our own heart.  First ask, "What might I have done to make this happen?  What possible issue could someone have with my position?"  If we can see things from the other person's perspective, we can better understand.

Even if, after serious introspection, we find ourselves to be in the right, the act of looking at our argument from another perspective can provide us with insight to help win the minds of others.  If you can understand the conflict from the eyes of the adversary, it too can help us to understand our own desires, strengths and weaknesses. 

Stopping the Loss

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I stopped at an article on NPR.com to see if the article on "An Unrepentant Charlie Sheen" would bear fruit, in regard to a fresh idea.  While his behavior has become like watching a train wreck in progress, I think there are lessons to learn from the leadership side of things, especially in dealing with difficult employees.  

Lo and behold, a quote from the author, Linda Holmes, describing the actions of the management team for Two and A Half Men.  From the article: "They [the management team] voluntarily ripped a key piece of machinery out of one of the most successful money factories on television.  Things actually got that bad."

That's not "#winning" folks.  That's stopping the hemorrhage. At what point in your wildly successful organization does the presence of a key individual become so dysfunctional that you just have to say, "Enough"?  Conversely, I know people who say they would work for any psychopath Chief if the money were right.  But there comes a time when a line must be drawn, as has allegedly occurred in Weirton, WV, according to a post by FireGeezer.com.  

It's tragic that there are people who are "in charge" who exhibit this kind of behavior.  While this individual may have some other issues we don't know about yet, I know of ex-chiefs of departments who have fought employees, threatened them, or just acted like total sociopaths. I know business "leaders" who act similarly to their employees.  Years ago, I had the opportunity to work for one of those psychopaths I refer to and frankly, I took the inconsistent, hypercritical, hypocritical direction for a period of time, then ultimately, parted ways.  I have always been considered a pretty decent employee, if I say so myself, but this guy made no sense to me whatsoever and I knew I could do a better job for someone who was a little more balanced.  So I left.  Ultimately, so did he, but that's a story for another time.

I tell you all the time about leadership and mentoring.  I am positive that even as a buck recruit you can influence and impress others where you can in fact, be considered a leader through positive contributions.  But there are just some people who happen to rise to power and are either corrupted on the way, or didn't have a good sense of values to begin with, who should simply not be in a leadership position.

And forgive me for saying so, but there are people who may have all the right intentions, but simply don't have the chops: they may lack command presence, or conversely, may be too overbearing.  But I can work with someone if they are pointed in the right direction and are willing to allow me to help them go in that direction.  But if we are diametrically opposed in our vision and our values, someone is going to have to change or go.  Unfortunately, in some cases, it might be the forces on the side of "good" having to leave because they can not positively influence the direction the organization is going in.  And no amount of money, fame, or awards will change that.

When you have just started out somewhere, it may be immediately apparent that this isn't the place for you and cutting your losses can be a little easier.  But aside from the investment you have made in an organization, when you have been in the business long enough that you have built up some chips and got your resume positioned correctly, it makes the decision tougher because you really do believe you can turn things around, if you happen to get the chance.  

Successful warriors are so because they choose their battles wisely.  They seek advantage in terrain, timing, and resources.  They attack when they see weakness and they withdraw when they sense resistance.  Just as a skilled butcher doesn't chop through the bones lest he damage his knife, he finds the joints and cuts through those at the weakest points, making the job easier and extending the life of his blade.  So should we seek our opportunities to advance and withdraw, to put forth ideas to improve the service we provide, or back off until the timing is right, or we have the right analysis of our idea, or we have the resources to fund the concept.  But when those elements aren't ever made available, a decision has to be made.  

As I asked earlier, at what point in your wildly successful organization do things become so dysfunctional that you just have to say, "Enough"?

 

Zen Zone #9

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Capt. Tom, over at EMS12lead.com, was relating to me an analogy a while back.  He was discussing a symposium where Chief  Kelvin Cochran posed that to further the forces of the positive side, individuals had to "get off the fence" and "choose a side".  In short, if you aren't actively professing your allegiance toward the organizational mission, then you are effectively working against it.

If you think about it, the side that serves the best interest of the community is the side you should be taking.  The only people  permitted to define the "good guys" should be the people who are paying the bill.  If what you are doing doesn't serve the best interests of the public, then you are working against the mission.  Make it about the people you serve and you will win every time.

Zen Zone #8

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I could make a case for purchasing snow removal equipment for our community based upon the "Blizzard of 1989".  We had six inches of snowfall on sunny Hilton Head Island over the Christmas weekend.  I could put chains on our apparatus.  I could even purchase a snow blower for my home.  Realistically, though, we never had such a significant snowfall before that day, nor have we seen it in over twenty years since.  

We have to carefully balance risk versus the likelihood of occurrence.  Of course, if it snows and I calculated that we didn't need snow removal gear, some will be quick to point out that I have no idea of what I'm doing.  If I buy snow removal gear, those same individuals will be quick to point out again that I have no idea what I am doing.  There are those who understand and there are those who do not.  If you are going to be the Chief, it helps to have thick skin.  But in the long run, do what is best for your customers; making decisions based on observation and experience is the key.

Zen Zone #7

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Successful change depends on strong leadership. Be open to different ways of collaborating. People process change differently and we must recognize and acknowledge the dynamics of change. Change is uncomfortable and many respond to it as a loss. Being open minded to other perspectives will entice creative responses to the issues.  But importantly, we must acknowledge that to begin something new, we have to end what was. Let go of the old identity and embrace the new one.

 

 

Zen Zone #6

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Sun Tzu was not a king or a member of any of the principal families of nobles.  He earned his reputation as a mercenary warlord after a friend recommended him to the court of the King of Wu.  As legend has it, the King asked Master Sun if he could train anyone, even concubines. Master Sun said he could; when the women refused to obey his commands he had their leaders beheaded. After that, all of them performed flawlessly.

When you say "I can't", is it a result of not knowing or not willing?

Buddy or Boss?

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Occasionally in a new batch of officers, that dilemma is brought up.  "How can I be that officer I always looked up to, yet not alienate my friends?"  Well, here's the down and dirty; It can never be the same again.  A friendship is built upon a foundation of equality and trust.  And depending on the level of leadership you happen to be in, there are differences between the leader and the follower that transcend the ability to appreciate strategic vs. tactical decision making.  On a day to day basis, this relationship may not be an issue.  In the long run, however, I can guarantee you that you will be required to make a decision in the best interest of the whole that isn't going to sit well with a particular outlook, and that friendship will undergo some serious challenges.  

 I have heard all the arguments.  While you may be saying, "I'm currently friends with my supervisor and everything is fine", my response is that if this is the case, you are doing well.  Many bosses say they can remain objective, and fail miserably.  If your "friend/boss" would still call you in the office and read you the riot act just like he or she would to anyone else when you deserve it, then perhaps you are onto something.  And if you have that kind of relationship with your officer, I think it is great.  But it's like I have alluded to in a number of posts, these three simple rules of supervisor/subordinate relations must come to bear:

  1. I am your boss.
  2. If we can maintain that relationship and we can both be objective when it comes time to be, great, I'll be your friend too.  
  3. If not, see Rule 1.

If you are the informal leader of a group and suddenly, you are the boss, it is going to put an amazing strain on your relationships with these individuals unless you are willing to stand back from the emotion and do your job.  

Let's go back to a little comparison and contrast.  Think about being a parent of young children.  You can be a parent and make the occasionally tough decisions that leave your children angry with you and while it hurts, you know you are doing the right thing.  But you can't be their friend and do that: friends are equals, contemporaries, peers.  If you were to approach a sticky issue with your child as a friend, do you really believe for a second that they will respect your authority?  

If you are a truly enlightened leader, the whole point in having authority is to use it to lead, coach, educate, and direct others.  If you don't believe that to be true then maybe you should take a long look at your relationships in that regard.  That's not to say, again, that you can't be a friend to your child.  As individuals mature emotionally, they recognize logic and the difference between right and wrong.  They have experiences that permit you to engage them and they can learn on their own.  But in dealing with those who are ambivalent about the difference, or have immature tendencies, or simply lack experience in understanding the difference, if you act as a friend rather than as a parent, don't be overly surprised if your children make the wrong choices because you were overly permissive in the attempt to be their friend.

I have myself been guilty of allowing a friendly relationship to cloud my view of how an individual is performing, or in some cases, even in how I respond to their actions when I give them news they don't care to hear, or challenge them with a task they think is objectionable.  I have a tremendous amount of respect for team cohesion and I understand and encourage cohesion as a force multiplier.  But there is a delicate balancing point between cohesion and fraternization.  In an emotionally mature adult, the lines can blur a little more because individuals can process the logic.  In the less mature adult, sometimes what seems to be logical is instead addressed with a great deal of emotion.

As a boss, you will have to make decisions that are occasionally not well recieved by the troops, especially if you are the one who is pushing for change in organizational culture.  As we have also said repeatedly, change is not something that comes easily in a lot of cases.  If it were, it would happen all the time and without resistance.  Consider the fact that you can be an honest, fair, and educated boss that people like to work with, have a lot of respect for, and consider a "friend".  But ultimately, when the hard part of the job comes into view, part of having integrity as a leader is reaffirming to the troops that you will always act in the best interest not of the organization or the personnel, but in the interest of the customers you serve.  If you can do that, no decision you make will be wrong, and people may disagree, but will have to do so respectfully, because service to the customers is the ultimate objective.  

Do yourself a favor as well as your subordinates. Choose what is best to serve the customers you are charged with providing for.

Zen Zone #5

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You can not force a change in the way you address challenges, you can only change your outward approach.  If you try to go outside of your natural way to handle problems, the solution will be forced and not last.  We can change our outlook, we can seek enlightenment, we can improve our mindfulness and the way we seek our answers.  But in the end, we will be who we are and anything else would be denying our true nature.

Follow the stream and let nature take its course.  Water will seek its own path and you should be the same way. Follow your intuition and act according to your own way.

Zen Zone #4

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Every movement in the grass is a potential meal for a hawk.  Every boat in the sea, when it comes up on a submariner's radar, is a potential target.  Every plane in the sky, to a fighter pilot, a potential combatant.

Every chance we have to engage is an opportunity.  When we see a building, it is burning.  When we see someone sick or wounded, a patient.  When we see a hazard, it is a rescue.  When we see a leadership vacuum, it is a chance to lead.

To the warrior, every opportunity is an opportunity to learn.  Failing to seize those opportunities shows a lack of resourcefulness.

Zen Zone #3

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My youngest daughter came to me this morning with a sponge she said was "broken". When I looked at it, I showed her it was dried and cracked, but when we wet it, it became useful again. Each of us is like this; when we are unused, we dry up and become stale. When we add experiences, education, observation, we become renewed and pliable again. Honora looked at me and said she knew that already.

This idea isn't new to any of you either. So why do we continue to resist it?

Zen Zone #2

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Professionalism begins at using our skills, abilities and past experience to improve service quality and to provide excellent service not just to the taxpayers, but to our colleagues.  If you don't like the thought of referring to these others as customers, that's okay.  Just think of them as human beings who need your help, because really, that's exactly what they are.  How you label them is your choice.

Thought For The Day

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A poor leader is like a parked police car with nobody in it. There is hope that the presence of authority will solve the challenges, but the reality is that it is simply a placeholder for real leadership.

The Prankster As Leader – It Doesn’t Work

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As a follow up to some issues I discussed on my last post, I submit to you this case study:  I have never called our Dispatch to have anyone sent to a false alarm.  Years ago, however, I was prompted about the crew on one of our medic units at another station complaining all day about being the next on rotation for any out-of-town transports. When I called the station to ask a question on another matter, the officer asked me to call back and inform the medic crew that one of these transports were getting ready to go. Ultimately, when the prank was revealed, everyone had a good laugh.

A few shifts later, we did end up with one of these transports and the same crew was back on rotation.  I called the station to let the crew know what was going on.  I hung up from that and went back to my computer.  After a few minutes, I still hadn't heard the medic unit check in on the radio.  When I called the station to find out what was going on, I'll bet you know what the answer was. That day I learned a lesson the hard way.  The lesson: Don't give someone an order and then, when something unusual comes up, expect your orders to be followed without question.

Individuals who become supervisors, and subsequently leaders, must understand that when they play pranks like that, the result is that people don't see you as credible. I do have examples of officers who have been able to be pranksters and be credible, but they are VERY far and few between.  In retrospect, a friend and colleague who I consider one of the best officers I have ever worked with was one of those.  But my observation is that he had the ability to pull off pranks that didn't require his active involvement.  And while never calling attention to his ability to pull a fast one, he wasn't the class clown either.  

Conversely, there are those who when they pull off the joke, they have to be in the middle of it.  This obviously detracts from their respectability.  They are not seen as credible.  The crew just sees them as an extension of themselves, with some added paperwork responsibilities.  When it comes to playtime, these characters are right there in the mix, setting someone up for a "bunny tail", throwing someone else's car keys into a bowl of water bound for the freezer, or throwing a bucket of cold water over top of the shower door on some unsuspecting boot.  And what's even worse is that when the officer engages in this behavior, it also means that to be a good sport, you must be okay with being the mark in some of the practical jokes. Otherwise, the argument is that you can dish it out, but can't take it, and depending on how you react, you may very well end up looking foolish, which certainly isn't going to do anything for your respect.

There are ways to not be a prankster and not be seen as a tight-ass either.  We have a long standing "tradition" of wetting individuals with ice cold buckets of water when they get promoted.  The day I got the official letter, I overheard some of the crew debating the wisdom of wetting me, since I don't engage in that nonsense.  But when all the work was done that day, I finished up a report, walked out into the kitchen and said, "Okay, if you're going to do this, let's do it and get it over with."  

Each of the other six guys at Station 6 that day got a shot at pouring ice water on a newly minted chief officer (see the picture).  I'll admit it was cold and that it took my breath away.  But I sat there and when they exhausted their last bucket and they were all standing around, I shook the ice off my shirt and stood up.  I then asked, "You guys done?"  They all acknowledged that they were, I simply said "Thank You", went inside to my rack and changed into a dry uniform.  Then I went back to my office to finish up my evening reports with a smile and a business as usual attitude.

Likewise, if you have that kind of attitude and someone does take a chance to pull one over on you, the best bet is to maintain a sense of humor about it, but remind the entire crew that it isn't smart to prank the chief.  I've said something like, "Are you sure turning the heater on high in the chief's car is a good career move?", which gets some light laughter, but everyone gets the point.  Later you can take the individual aside and actually use it to discuss this very same lesson here with them, so that perhaps they learn from it for when they become an officer. 

When you are a leader, it requires you to not take yourself too seriously.  But if you are busy dreaming up new practical jokes rather than dreaming up new training scenarios, the likelihood that you will be given the respect you desire as an officer is going to be slim. Officers who engage in practical joking with their subordinates are only asking for reciprocation; the biggest downside is that reaction may come at the time you least want it to.  Best to leave the funny stuff to the kids and stick to being the responsible adult. 

Grow Up

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Photo taken from imdb.orgLet me begin by saying, I am the number one fan of Animal House.  I would never do anything to disparage the film or any of its characters.  And I am not being Dean Wormer here.  But it's time to put that little part of our lives behind us for a moment, although it is a part of me I can never quite leave behind.  So here's a little test.

Consider the events in Holyoke, MA over the past week or so. If the action you are about to take would cause undue embarrassment to you or your organization, or your family and loved ones, would you still do it? If your action was the cause of something that makes the front page, or the national news, and it's not something you are proud of, would you do it? If the action you are about to take would invoke criminal or civil penalties against you, would you still do it?

What happened here was a very innocent practical joke on the part of an interim chief.  I feel badly for him and I really don't believe this chief to be an idiot (as some have stated) or a criminal (as others have), or even a bad guy.  I don't even know the man.  But what he did, especially in the anti-public servant climate within which we are currently suffering, was not exercising good judgment.

There is nothing about this incident that suggests that anything happened here other than an attempt at a little levity, albeit at the expense of violating the laws about calling in false alarms.  Am I judging the man or his actions?  No.  I don't know all the facts, although they seem pretty apparent on their face.  Do I understand the mentality?  Yes.  I have moved a fire engine parked at the supermarket to the other side of the parking lot along with a few other practical jokes. But the next blog post will be all about THAT angle regarding leadership, so stay tuned.  I don't believe anything other than that this was a practical joke gone wrong. 

But in light of this incident, maybe instead of testing someone's physical fitness, their aptitude for reading a sentence, or the many other things we should be testing and aren't, maybe we should put at the top of the priority list, a test for maturity.  Because other than the only test that seems to be important in some departments these days – that would be the ability to fog a mirror – we insist on knowing all these important things about how much someone can lift, or how fast they can run stairs, or how fast can they calculate 2+2 and we miss out on what seems to be the heart of our industry's problem.  If you haven't picked up on it, that would be a test for whether or not the individual we are about to hire or promote is capable of objectively separating their inner teenager from the responsibilities of adulthood.

Again, lest you think this is all about pranksterism, there are actually many examples of where a certain level of maturity is important, and why it's not a good idea to have people associate with us that think it is okay to video someone lighting fireworks out of your ass.  The public perception these days is swinging toward the "bunch of overgrown kids pretending to be important" side and away from the "upstanding citizen who is here to keep us safe" side.  While some of our colleagues might not see that as being important, the public, when choosing to spend their hard earned dollars, are really not interested in sending money in the direction of waste and frivolous behavior.  They want to be reassured that the individuals to whom they are entrusting their tax dollars are responsible, thoughtful, and perceptive.  People who are making the news wire for setting fires, calling in prank false alarms, stealing from treasuries, and any other number of violations of society, are NOT considered as being responsible, thoughtful or perceptive.  In fact, if this is news to you, haven't you probably ALSO been the ones complaining because the public doesn't love you anymore?  Acting like you are still a member of Delta Tau Chi is not okay when you pin bugles on your collar (and I am the number one Animal House fan, remember?)  Sophomoric behavior is best left to sophomores. 

There are a number of us who are frustrated with the eroding public trust that comes about when certain participants in our field act like a bunch of day care refugees.  The failure for some to consider the ripple effect their actions have on others is incredible.  We are in a real struggle to define the fire and emergency services.  There are daily reports of communities downsizing departments, "renting" them out (that would be privatizing them), or simply reallocating funds that would have been spent on fire and emergency services to other competing interests.  We are at war here for our very existence, and every negative report is used against us, implicitly or not, to give rationale as to why we (fire and emergency services) shouldn't get the support we need.

There is no need to comment that I'm sucking the fun out of the job.  Right now, we need to be working harder than ever to save our standing in the community, be it as a career or volunteer professional.  We definitely don't need our own people shooting our efforts in the feet.  Fun is when we can come out of a good worker safely, with a smile on our face because we did a good job; or high-fiving in the nurse's lounge because we just pulled an asystolic patient out of their nose-dive and they are sitting up talking in Bed 2.  Fun is when we are on the training ground joking around with each other while resting after a particularly challenging evolution.  

Grow up. Fun doesn't come unless you earn it.  It's not fun being a loser.  You can have fun all day long, but in the end, if you haven't accomplished anything, you're just one more clown among many.  When you are truly professional, you can work hard and have fun at it too.