Skip to content


No Trash Talking

3 comments

Cicero said it best: "We do not destroy religion by destroying superstition." In fighting fire, however, if you suggest at all that doing things differently because the science indicates a better way, you'd think we were saying that the Earth was actually round.  

Oh, yeah, that's right, the Earth IS round.  Really, it is.  Think back to those boring days of middle school, where we learned that the world being round was suggested by individuals who were then persecuted for suggesting such a thing.  And in the fire service, it is true, that if you suggest doing things differently because the science says so, you too, are considered a heretic and burned at the figurative stake on the internet.  Just read the comments and you shall see, it is true.

My father had a pretty serious heart attack this week and fortunately, was seen, evaluated, and sustained intervention for his potentially lethal LAD obstruction.  He is snoozing peacefully at his own home in his own bed as I write this, courtesy of the modern miracle of medicine, for something that in my own lifetime, pretty much would have been a death sentence.  The side benefit of these little disasters, however, is the chance to have side talks with my brother, who is on the cutting edge of the fire service in his own right, only he doesn't choose to have a nifty little blog like I do to talk about it.

We were talking about some studies in regard to the application of exterior streams to rapidly moving interior fire conditions, something that is seen to some in our business as being, let's see, "cowardly".  As I said, however, as much as I too like to roll around in the heat and byproducts of combustion, from a purely scientific standpoint, it makes better sense to apply streams to the fire from the outside to control the fire quickly, rather than try to engage it automatically from inside.  Rolling around on the inside of a burning building is not only hazardous, but in some moments, unnecessary, to achieve what it is we need to do.

Now this is certainly an oversimplification of the scenario, because there are other factors, but my point is that regardless of the science, there are those who profess to be immersed in the state of the firefighting art who think that just because they too like to get in and be "one with the Red Devil", that it actually makes sense to do so.  And I am not saying (in this post) that it is right or wrong.  

What I AM saying is, that we have many who resist the suggestion that change is warranted, not because of any other reason than their desire to do things the way we have always been doing things, and more often than not, because the changes being suggested happen to conflict with their mental image of the dashing, courageous firefighters of old, leaping into the flames and carrying out young damsels in distress and anything else that happens to make good headlines, like Fluffy, or a case of really good wine.

I guess that in the opinion of some, my father's heart attack might have been better off addressed by the liberal application of leeches, or bed rest and opium.  But then, people died pretty often from things in years gone by that they don't die from today.  You know: that science thing.

We can continue to keep our heads in the sand about advances in research, but like I have said, simply addressing the art of fighting fire from a fiscal aspect (and not an emotional one), each of my firefighters represents not only a living human being, but an expensive investment.  And while throwing bodies into a battle without regard for how many lives are lost might have been the way you win wars in the pre-Napoleonic days, we realized that wars of attrition were more practically won through strategy and prudent use of resources, being that the losses were faced by the other side, not our own.

I have been batting around some ideas for the "vision" of fire, rescue, emergency medical service, and emergency management on the FHZ Twitter feed lately and getting some interesting comments via hashtag "FRED" (#FRED) and maybe its time to have some more open dialogue over what we should or should not be doing in our quest to save lives, property and the environment.  At any means, I see this as opening up conversations that will be uncomfortable to some of you, simply due to the reactions I see when someone suggests doing things differently.  But perspective is a funny thing and unless you open your mind up to a different alternative, you are doomed to only see one way of doing things.  That one way isn't an issue if things are going perfectly, but every time I see an LODD that could be prevented, I'm thinking that isn't currently the case.

What do you have to say about this?  Are you interested in a new reality?  Are you interested in doing things better with less of a chance of losing more brothers in unnecessary and inefficient charges against an unwinnable situation?  Or are you okay with the world being flat?

It Can’t Happen Here

2 comments

Our prayers need, right now, to be with our brothers at Bryan (TX) Fire Department in their loss of two valiant men, both of whom perished in the line of duty.  We need to also support the two firefighters who were also part of the Rapid Intervention Team that went in and they too, were injured in this fire.

I am not well-versed in the operations of the Bryan Fire Department or their reputation.  I can say that I have read some articles on their operation and have been impressed with what I saw; I have been to their website and they look like a progressive and forward-thinking organization.  They do a lot of the same things my department does and are roughly the same size department as the one I work for.  We run about the same number of calls, if my department were to have a "consistent" population (we have an "off-season" that causes a slight dip in response numbers).  I would bet their people are a lot like the people I work with, and I'd bet their chief officers are a lot like me and my colleagues as well.

My department uses accountability and incident management practices that are considered to be the best in our business, and our culture is such that we use them daily, routinely, and intuitively, from the newest firefighter to the Chief of Department.  We have modern equipment and we have high standards for our personnel.  We are not "safety nazis"; we foster an aggressive approach to fighting fire and dealing with emergency situations, but there is a difference between "aggressive" and "arrogant".  Safety is important, and we believe good situational awareness and good practices will keep us out of trouble, even when operating in harm's way.  From what I can tell, the Bryan Fire Department is one of these types of departments as well.

We don't shoot from the hip at our department.  For the most part, we try to take an unemotional approach to solving the problems we face on scenes.  We get facts, we do the job, and we are proud to say that combined with our codes enforcement and fire prevention activities, we stop fires where we find them.  When someone has a heart attack, between community involvement and everything else that makes up our team approach, we save them.  We have more good days than bad ones, and that is always a force multiplier.  I'd bet Bryan Fire Department is the same way.

As you can tell, I can identify with these guys and I have a lot of respect for their organization.  They are, like a number of departments out there, just like the one I work for.  But while I would like to think it can't happen here at my department, the difference between things going well and things going catastrophically, sometimes, is a crapshoot.  You can do all the right things sometimes and it just takes one element to spin out of control, and tragedy ensues.  I don't know all the facts about this situation, but I know this: we must try to give our people all the chances at success as possible in order for them to have any chance at all.  No raindrop believes it is responsible for the flood, and you wouldn't think a tiny bird could bring down a jet airliner, but small things happen and result in big consequences.  Everytime a brother goes down in the line of duty, it is imperative that we learn from it, so we don't have the same thing happen again.

If you really want to honor the brotherhood, you will walk away from all this with the idea that we must hone our art, we must pay attention to the details, and we must embrace changes that give us the opportunity to go home to our families at the end of the shift.  While we have those among us who would climb into a dumpster fire to put it out, those of us with a respect for the conditions present  at any emergency understand that we risk our lives to an extent just by responding to calls and there isn't a reason sometimes to increase that ratio of risk to reward.  But when we do, we do so with a skeptical eye and we always remember we are sending our brothers in to do a job where they are already, often or not, outmatched.

God Bless our fallen brothers, Lt. Eric Wallace and Lt. Greg Pickard, be with Firefighters Mantey and Moran in their recovery, and especially watch over the Bryan Fire Department and their families during this time. Whatever you do, never say "it can't happen here". Learn the lessons from this and many other incidents, and resolve that while these situations might very well happen outside of our control, we at least won't go down without a fight.

Taking Risks When There Is Nothing To Save

No comments

You’ve heard me say it before: I’m not a “Safety Nazi” nor am I a “cowboy”.  I’m where many of you are; willing to do the job and lay it all on the line when needed, but not willing to sacrifice my life or any of yours for a building we will be turning over to the insurance company tomorrow.  However, recent events give me pause and require me to really examine how much I am willing to sacrifice, especially since my sacrifice doesn’t just affect me, but my family, if something happens to me in the line of duty.

Yes, we live in a New World where soldiers are dying or getting maimed defending our nation only to be told that their benefits are being cut, where benefits are being denied to personnel who are now sick after working the Towers or after years of working in fires, and it all causes me to believe we are truly being led by a bunch of total mutts. In this newest bit of selfishness, public servants who sacrifice their lives in the line of duty can rest in peace knowing there are efforts afoot to cut their widows and orphans out of a federal death benefit as well.  Yes, as was reported recently on the IAFF blog, Senator Tom Coburn (R-OK) is proposing the elimination of the Public Safety Officers’ death benefit (PSOB).  I have absolutely had it with these "patriots" who say they are looking out for what is best for our country, demanding everyone give a little more and shouting from the rooftops, "We will never forget!", all the while padding their bank accounts with support from special interests, cashing in on insider information and laughing at us as we struggle to make ends meet. The next time I see one of these guys wrapping themselves in our flag, I think I'll freaking puke.

I believe in taking risks when the situation appears to defend those risks and not risking your lives unnecessarily when it doesn’t.  That’s about as short of an explanation of my philosophy as I can get.  But with the hue and cry about what a burden we are on the public pocketbook, with little or no thanks when one of us commits the ultimate act of bravery, it all makes me wonder if we shouldn’t be taking less risk, since our efforts aren’t appreciated anyway.

Every day it is something else. Staffing is being cut all over, jeopardizing firefighter safety.  Many of our brothers are being laid off, furloughed, or having benefits cut.  Our pension systems are under constant attack.  Funding of national programs like the SAFER and FIRE Act are drops in the bucket compared to the cash cow that the Department of Justice gets to run with, but these funding sources are constantly in danger of being cut.  And now, if all that isn't enough, the politicians would like to go after the benefits allocated for our loved ones.

The thanks I get for years of serving others will ultimately be recognized by my Maker, I am confident to say, and as Colonel Nathan Jessup said (before putting his foot deeper into the hole), “I’d rather you said ‘thank you’ and went on your way.”  I don't really need the sentiment, the medals, or the honors.  I can sleep easy at night knowing I am doing what is right for my fellow man and not ripping him off doing so.  But the gloves are off now, as efforts made by individuals to at least secure our loved ones some economic assistance after a LODD are in danger of being eliminated, while bankers, insurance executives, lawyers, and politicians sit fat and happy, bankrolled on the funds they squandered, stole, and misappropriated.

Every day that goes by where we, as public servants, fail to discuss these inequities with our elected officials, is one more reassurance to these people we are complacent sheep and unwilling to muster up the cajones to elect leaders who really do represent us.  We need to start cutting off the golden parachutes for these scumbags and make sure that when we suffer, they suffer too.  It's easy to call for sacrifice if you aren't sharing the load and frankly, none of these folks look like they're struggling too much.

It's easy to find a scapegoat to take the heat off your own inadequacies and lately, that scapegoat has been the public servant.  If the politicians looked a little harder at perhaps cutting some of their own fat benefits, maybe I'd be a little more sympathetic.  But with the perks you get from being an elected official, there's just not a lot of belief from me in what these people are selling.  If the "public" is so concerned about saving a few shekels that they are willing to cut the PSOB if, God forbid, something were to happen to me while serving, then perhaps I should be a little bit more stingy about whether or not I am willing to lay it ALL on the line for them.  There is a reason this benefit was created: to take care of the survivors of those who unselfishly gave their lives for others.

Stand up for yourselves.  This is just one more battle to defend what little we get.  The individuals making these decisions don’t care about anyone but themselves.  Ironically, it’s about time you all began to care a little more about yourselves than about everyone else, or at least to care about the people who have to continue on after you are gone.

One More Award at Hilton Head Island Fire & Rescue

1 comment

While Capt. Tom at EMS12Lead.com might not be trumpeting his success, I will do it for him, as well as for the rest of my colleagues at Hilton Head Island Fire & Rescue.  This week we received another honor, the IAFC's Annual Heart Safe Community Award.  With a lot of pushing and pulling from Capt. Tom Bouthillet, and a lot of support and cooperation from other notables, including Fire Chief Lavarn Lucas, Deputy Chiefs Brad Tadlock and Ed Boring, Capt. Eric Lainhart, our medical control docs, Bo Sherwood and Van Gaube, and of course, Kelly Arashin, we received the award in recognition of the system we have in place in our community.

Between our bystander CPR education efforts, placement of automated defibrillators in the community and our advanced life support response system, individuals experiencing a cardiac event have a significantly better chance of survival than in the past. If an arrest is in progress, we dispatch additional Fire/Rescue companies, where all the line personnel are trained in use of the "pit crew" concept, to maximize the efficiency of assigned resources and to deliver a very high standard of care.  

It doesn't end there: our Fire/Rescue personnel have a number of tools we can use, including 12-lead EKG monitoring with transmission capability and the ability to provide therapeutic hypothermia if indicated.  Our system is also capable of identifying possible STEMI patients in the field and setting off an additional chain of events.

Our delivery of the patient at the Hilton Head Hospital Emergency Department is just one more step.  There, they will have already been alerted by the teams in the field and depending on the situation, have either already brought in a cath lab team, or are prepared to continue therapeutic hypothermia through as needed.  We have a great relationship with our emergency department personnel and we all work together as a team to provide the best possible chances for a positive outcome.

What's more is that the pertinent information is documented and shared through the CARES Registry, where we will be able to extrapolate data needed to help us improve our service.  We have identified methods for communicating good performance as well as performance requiring remediation.  And above all, the system is delivered daily by nine Fire/Rescue companies with extremely professional, caring, and knowledgeable personnel, all of whom are aware of the importance of excellent public service.

When we factor this in with our recent CFAI accreditation, which we have maintained through three cycles, we are pretty proud.  But even more impressive is that our personnel have maintained their positive attitude and professionalism despite comments made about their integrity by certain individuals in our community, rather than those individuals stepping back and defending what they should have known to be true.  Our entire force maintained this very same quiet professionalism even when held to a 1% salary raise last year (and that was not across the board) and no increases in years before that, not because they were afraid to speak out, but because they heard the concern of the community, especially with the economic situation being what it was, and they were willing to accept that and soldier on, when they had every right to be vocal and upset about the situation.  These personnel have also maintained their quiet professionalism among other challenges as well, challenges that will remain unsaid by us, because that's the kind of people we have.

One of the primary things we say to guide our people is to always "do the right thing".  If that means stopping and helping someone change a tire, or picking you up off the floor for the seventh time that week, or loading up your kids in the rig to take them to the hospital when we are transporting you because you have no family available, we do what it takes to make our "customers" happy.  And we say customers because it isn't just the taxpayers; we serve the visitors, the workers, the homeless, anyone we deal with.  They may be patients today, or the may be the homeowner on another, or the occupant, but to us, they are people.

We have an extraordinary amount of pride in our department, but a lot of humility as well.  I talk about all of our personnel because I am proud of them, but they don't go around bragging about it, so I am happy to tell you all about them.  We have very high expectations of our people, but we have fun too.  And while there are plenty of bad moments, the good definitely outweigh the bad.  The difference is that we try to let everyone in on the decisions (to the extent possible), we listen, we try to get them the tools they need (but they aren't spoiled, our budget didn't budge but a single digit percentage from last year), and we do things safely, with a lot of common sense applied rather than emotion.

So while we will be celebrating this new award, we already realize, it is recognition for what we have done.  For us, what we have done so far is never good enough.  We will continue to push forward and improve from where we are today, to keep looking at ways we can tweak this or adjust that to make our organization that much better.  We do not rest on our laurels.

If you get a chance to come to our Island, make sure you stop by a station.  EVERY station and Headquarters is open to the public and we encourage visitors.  We will always take the time to show someone the trucks, or to take a blood pressure, or just to talk about what we do.  We are an all-hazards response agency who takes the job very seriously and we like sharing what we do. Thanks to all of you at HHIFR; you all make me proud to be affiliated with you. 

Perfect Alignment

No comments

A few weeks ago, there was a tragic sequence of events that occurred in a community in our county. While working a medical alarm, a City of Beaufort fire engine was stolen by a man, who in his flight, killed a pedestrian as well as struck a number of cars.  Talk about your "Swiss cheese modeling"; short of an astronomical syzygy, I'm pretty sure you can't find a better alignment of factors to recreate that event again. If you saw that in a movie, you'd think, "How stupid!  A man escapes from a military hospital, finds an idling fire engine, and escapes his pursuers. It isn't likely to happen."  But it did.

Things happen every day that defy logic.  Truth, as it is said, is often stranger than fiction.

Deep down inside, we might say to ourselves, "That could never happen here."  Or we feel it coming up and we suppress it, because we know, if we were ever to actually verbalize that, it WOULD happen.  But we are all guilty of seeing something happen and thinking that we are either too good, too well-trained, too attentive to the details, too big of a department, or even too remotely disconnected from "big city" problems for certain events to transpire. It just won't happen to us.

This is something that happens in families as well.  I know people who are perfect parents and their children defy any reasonable expectation of success.  I know parents who have no business reproducing who have amazing children.  I know fire or EMS agencies that I can't believe, due to their ineptness, that they haven't facilitated some major catastrophe. And I know the most professional organizations ever who have had arsonists surface among their ranks, or they lose firefighters, or they burn down an entire zip code. 

Unfortunately, right now public servants have a target drawn on their back.  Some of our brothers have actually drawn it on there for us.  We are in a profession (career and volunteer alike) that used to be considered trustworthy, honorable, valiant, and courageous.  We have a few mutts in our midst who have caused people to think otherwise.  The job hasn't changed, nor has the opinion MOST people have of public servants, but the fact is that when someone can paint "firefighters" or "EMTs" in a convenient picture and wrap it up in an emotional context, they gain attention.  And so long as we tolerate membership from those who give us a black eye, we continue to enable that perception.

Our business has enough danger, innuendo, drama, and everything else that we don't need to add to it by tolerating personnel with bad attitudes, carelessness, or poor morale.  We have to seek the causes of these problems and root them out.  We have to be positive and focused on the service we provide and how we improve that delivery daily.  We must reward people for doing things right and remediate those who do things wrong.  But even when we do all these things right, our team might have someone swimming below the surface, counter to our culture or our expectations, who is intentionally or unintentionally, just waiting to pop to the surface.

If you really want to change the minds of others, the first step in doing so is by exuding professionalism yourself.  Nobody is going to follow your advice if you aren't in front leading the charge. If everyone in emergency service had that mentality, it would be a lot easier to bring the rest of the world forward.  But remember, even in the best of situations, even with thorough planning and training and coaching, sometimes things go wrong with no real expectation.  Our job as leaders is to minimize the risk of those events occurring, be proactive and engaged, and to present alternatives that eliminate those bodies from lining up.

Images

1 comment

 

I really don't share as many of the images I take on a regular basis, which is funny to me, because I love photography. A few days ago, one of my best friends, also a Philadelphia native, and I took a little trip "home" to Philly to catch a Phillies game and a Flyers game.  This was a birthday present from my wife and I really looked forward to it.

As it was, I brought my camera, but for probably the first time, I left it behind while we soaked up as much of the city as possible for our little two day getaway. Any pictures I took, I did with the camera on my smart phone, which isn't too bad, but isn't exactly what I am used to using when I do see something I want to shoot.  So I didn't take all the shots I really saw, and for me, that is completely out of character.

Even though Jeff and I were there together, we didn't go into any stations along the way (Jeff is my counterpart Battalion Chief for "B" Shift).  I won't say we didn't see any along the way, but we were in such a rush, we really didn't stop in like both of us would have probably done on our own if we were on a less tightly scheduled timeframe.

Since we were really there for the two sports events, we limited our travels to Central and South Philly, close by to the sports complex.  We saw some PFD units, doing this or doing that, but really paid them no mind.  By the time we left and made it home, I was surprised at the lack of pictures I had, and especially since there weren't any of fire department stuff, which is probably pretty funny for any of us.  After living in South Carolina for 30 years, I don't get "homesick" like I used to, but this time was a little different.  This time I really found that I missed Philly, the places I would go to, the smells, the attitudes, all of it.  It just really hit me this time, but as is normal, you get home and get back to work and put the thoughts aside.

What we see today, might be gone tomorrow.  What we can touch and hold right now may be a memory moments later.  We do things, like take pictures, to preserve those images, and to remind ourselves of what we experienced.  We do these things to preserve, to record, and to share those thoughts.  In one minute, we can be gone and not anyone may even be able to understand why.  

The other morning, while checking my e-mail, I saw that LODD notice.  I learned of the tragic loss of the two brothers from Ladder 10, and the hospitalization of two others.  I listened to the audio and closed my eyes, imagining what events must have transpired.  And while I am not a Philly firefighter, I felt a little differently this time, like I knew these guys, and understood the situation. And while I was saddened, on this occasion, it just made me feel deep down inside how much I miss being there.

These brothers went into an expsoure building to check on conditions.  We have all done it a hundred times. Then the next thing they knew, it was changed.  The building came down around them and two of the crew were lost forever.  Two others were hurt, one so severely that CPR had to be administered. In a moment, families were ripped apart, friendships severed. What any of us would give to have those moments back again, those moments just before the world changed.  If that crew was anything like my crews have always been, they were probably making stupid jokes about what was going on, wry observations on their current condition, all the while watching and listening for anything that could tell them more about their surroundings, about what work needed to be done, or what information needed to be shared.

We know not the hour of the day or the place where things will change forever.  They do, routinely, daily, and these moments sometimes pass without notice.  Take a moment and tell those around you how you feel about them.  Take a moment and enjoy your surroundings. Live each moment like it will be your last and put a determined mindfulness on your surroundings.  Appreciate now what you have, because tomorrow, it may all be gone.

9/11: “Devoted To Duty Above Personal Risk”

No comments

A little something about me you may not have known: I used to design fire department patches (NOTE: I did not design this one; it is from The Fire Store, but it was exactly the image I was looking for).  In fact, when I first got involved in the fire service, I designed quite a few of them and one of them, the patch I designed for the Bluffton Township Fire District, our neighbors here in South Carolina, is still being used.  The Chief and the Assistant Chief at the time (who is now the Chief) wanted a motto on the patch.  The motto we came up with is still being used: "Devoted to duty above personal risk."  It still sounds good and to be quite honest, with most of us, it is the truth.

Given some of my posts, some of you, I think believe I'm a safety nazi.  That's pretty far from the truth actually.  I'm a true believer; when I got into the business, I did so because I wanted to be involved in it and because my family tradition led me there.  But I'm the kind of guy that if I didn't believe in it, I wouldn't have stuck around.  And the danger and the thrill, personally, did it for me.  What's more, it wasn't enough.

Over the years, however, I matured.  I grew up, which unfortunately (or fortunately, depending on who you speak to) changes things. I had the good fortune to meet movers and shakers in the emergency service world and each of them had a story to tell.  Mostly their story was that while it was fun being at the edge of sanity with some of the heroics we pulled off and the chest full of medals we earned, we never really appreciated the impact that one stupid move could make that would change the world forever.

The events of September 11 really put my priorities into focus.  On that beautiful September day and on into the night, I stood in front of the TV in my living room, oftentimes holding my then-baby daughter, with tears in my eyes when I realized that 343 of my brothers perished in the line of duty.  The effect that this loss has had on our nation is questionable, as today it seems like the public has forgotten that day.  But the scar it left on our job, on our family, is impenetrable.  There are children growing up whose fathers will never hold them or see them graduate or walk them down the aisle.  Or even look on with pride as they too choose to join our brotherhood.  Who won't be there to pin on Lieutenant's bugles at that first promotion.  Each of these 343 individuals had a profound impact on a number of others, and that ripple effect continues outward and outward until millions, even billions in this case, are impacted.

But the tragedy that happened that day is an anomaly, a blip in the statistics of firefighter mortality.  In fact, we can't ever factor in the loss of 343 individuals on that one day in any of the data we analyze because it throws wild swings into the results.  That certainly doesn't decrease their contribution any more.  In fact, it immortalizes it.  Forever that will be a group of people who stand alone.  But the 100 or so firefighters who die in the line of duty each year are considered, in a figure that has decreased over time, but not nearly in proportion to the fires we now fight. Looking at the situation after that day and understanding the effect the loss of those 343 people had on so many, it is obvious that any casual approach to safety results not just in a loss to the immediate individuals involved, but to many others.  Any poor decision causes a ripple that can become a tsunami.  

So on a grand scale, the loss of even ONE firefighter is an unacceptable one and extrapolated out into an average loss of 100 brothers a year affects not just you or your crew, but families and community, and everything else, multiplied 100 times.  And when a significant number of these injuries and deaths occur not from heroic deeds, but from failing to use common sense, I struggle with the argument that our "safety culture is ruining the fire service".  Let's just take the injuries and deaths that HAVE occurred from people putting themselves in harm's way out of the equation, and in looking at casualties that are related to cardiac events and failure to wear seatbelts, we could make a significant impact on sending more brothers home every day than ever before.  

But we CONTINUE to resist changes in our industry that would make that difference.  Why?  Because you safety nazis are sucking the fun out of our job.  Because you are unreasonable in expecting me to maintain appropriate cardiac health to do the job.  Because we resist the notion that there should be a standard for doing the job.  Because it is inconvenient for me to wear my seatbelt.

There is absolutely no argument you can make to me that can reasonably suggest that increasing our safety is a bad idea.  I am a chief officer now.  I joke that my white helmet will likely remain white until I die, because my job is to send you guys in and to make sure that all I sent in comes back out in the same condition.  It's not the fun part of the job, but at some point, I had to grow up and accept my role.  I am no longer the "go to" guy on the scene for a really hairy rescue and even though I understand that, it's never going to escape me.  

A few years ago, I jumped into the water with Capt. Tom from the EMS12Lead blog and we made a rescue.  While he was a Lieutenant at the time, I was a chief.  My chief, when handing me the Meritorious Service Medal (I missed the actual ceremony, Capt. Tom got one too), reminded me that my job was no longer in the water, but on the shore.  He also indicated it would probably be my last medal.  I indicated that if I got another medal it would probably be my last medal because I'd be looking for another job.  He laughed at that.  But it was an awakening.  I realized how right he was.  My job is to keep you guys safe.  You job is to be safe about doing it and to only take risk when the risk is worth it.  Not only will I keep from throwing your body into an unwinnable battle, I ask that you keep from making decisions that require the same.

We lost 343 brother firefighters in one day in New York City.  They, as well as many more firefighters and other public safety professionals who survived, considered their duty to save others from that infernal hell and did so for thousands and thousands of others, and to their credit, we should be thanking them all for their courageous actions.  But this tradition was an act that isn't replicated in all of these line of duty deaths, because in the majority of line of duty deaths, preventable actions or shall I say, more mature and considerate actions, could have saved firefighter lives.  

To put it plainly, the lives we lost were not traded for a single save.  Our "duty above personal risk", while meant to signify that willingness to sacrifice, can also be read that we are devoted to "duty" above "personal risk".  We have a duty, not only to save the lives of endangered victims, but to be there to lead our families, to be there to teach our rookie firefighters, to be there to be a Cub Scout leader or to work in the PTA.  We have a duty to live our lives to the fullest, not to casually throw our lives away without a sane reason.

If the time comes, God forgive me, to throw my life in front of another so that someone may live a full and productive life, I know in my heart what my action will be.  But until then, I refuse to commit my body, or yours, to a decision based on a misguided view of heroism, or because it is what we always believed to be the duty of our calling.

Be safe and if anything, in the name of those who have gone before us, honor their memory by being there for everyone who remains.  And I ask that God bless the civilian departed and their families on this 10th anniversary of their death.  And most of all, God bless and keep our 343 brothers, their families, and the other firefighters who still suffer the effects of the horrible day, both mentally and physically.  We love you and miss you all terribly. 

Swedish Message, Part 2

7 comments

In the last few days,  we discussed the presentation by Dr. Stefan Svensson at FRI, who, after watching the presentation myself, made a case that the American Fire Service is taking a path that doesn’t consider facts.  The reaction by many of my American fire service brethren are very obviously based on emotion, not logic.  And frankly, for a group of people who pride themselves on being professional at their craft, maybe the firefighters in our nation do have a little to be desired when it comes to taking care of business in the manner in which it should be done.  

Dr. Svensson pointed out in the very beginning that his observation of the situation is as from the perspective of an outsider.  And while he has experience as a firefighter, he also has experience as an educator and a researcher.  So instead of approaching his discussion from a hysterical standpoint, he used a historical standpoint: that facts are facts and frankly, the methods of changing our culture isn’t working.  Sometimes some tough love is necessary, if we are sincere in wanting to bring everyone home in the morning.

Furthermore, at no point in his presentation (and I have listened to it and took copious notes) has he said that the Swedish fire service is better than any other fire service. In fact, he prefaces his presentation by saying that Sweden also has issues and they are not “better”.  But while data can always be manipulated to say what you want it to say, try looking at this objectively:

What gain do we get from having an increase in firefighter fatalities?  It’s not that we encourage firefighters to die, but the trend is there.  Just based on the data Dr. Svensson shared, firefighter fatalities in America have been slightly reduced, but for the most part, have remained steady.  Put that rate, however, in the context of decreasing civilian fatalities and decreasing fire responses, the ratio of firefighter fatalities per civilian fatality has INCREASED.  Likewise, the ratio of firefighter fatalities per fire has also increased.  Dr. Svensson even stated, this was AFTER pulling out the training and station deaths.  The inference is that even with a reduction in call volume, we continue to see a steady stream of firefighter fatalities.  And based on the language used by some of the commenters, the macho and egotistical feedback has been pretty predictable.  Why do we take so much pride in our injury and mortality rates?  Could it be that we are okay with it that way?   

One issue I really found interesting was his discussion of cardiovascular fitness relative to the job.  I have said on number of occasions that I am appalled by the continued reluctance of the fire service to embrace meaningful fitness standards.  At the same time, these issues are relative to the general population: fitness is decreasing, obesity is increasing, and subsequently, cardiovascular issues are also increasing.  In the meanwhile, the job of fighting fire has not changed, in fact, it has grown more challenging, and is compounded via station closures and staff reductions by having less personnel in many communities to now do the job that many were allocated to before.

Fitness requirements support a simple fact: we need to have an acceptable standard of fitness, therefore we need to have more comprehensive medical screening.  The problem is, as Dr. Svensson observed, in the United States, we evaluate ability, not fitness.  This is directly a result of equal opportunity mandates but has an undesired effect.  In an effort to minimize discrimination, we have embraced ability testing to determine whether a person can do the job.  We say, “If you can do the job, you should be allowed to” because we are trying to be more inclusive.  But the tell-tale issue for whether or not a person is going to stroke out on us or have an MI isn't whether they can or can not pull a ceiling or drag a dummy, it is much more insidious than that.  Cardiovascular issues that are killing firefighters aren’t readily apparent.  And I know firefighters that can whip through an abilities test without too much going on, but it doesn't require a physician to take one look at them and say, this guy's a candidate for the Big One.

But honestly, I could go point for point about the presentation and I'm not.  At least not with you all.

I intend to have my personnel listen to the presentation and view the PowerPoints included.  I also intend to ask them to challenge themselves and ask, "Is he right?  Is he wrong?"  And I'm going to trust that my people are going to listen to what is going on and look past the harshness of the message and evaluate it like grown-ups.  There is importance of having knowledge of the past in order to understand the present.  And we have quite a few people who are okay with romanticizing the concept that it is our duty to die in the line of duty for no apparent reason.  It is okay to be maimed for life for no apparent reason. It is okay to shovel a company into a burning building with deteriorating conditions because if we don't, we are pussies.

Well, it is okay only because the “leaders” in our business hype it as the standard as to what should be.  Their mentality is okay for a future of knuckle-draggers, but what if we gave you a finite number of resources and told you that if you screw them up, you don’t get more, so you’d take better care of them?  Or even better, if you are reckless with those resources, you have to pay for them?  Well, how much longer do you think it is going to be before the lawyers realize that incident commanders sending their personnel into a situation with no control, no coordination, or no meaningful mission (other than "searching" an untenable building) are in fact, killing personnel, and liable for wrongful death restitution?  It won't be long, because it is already happening.

The tradition of the fire service I had passed to me from my father, who got it from his father, and got it from his as well has been established that we must do whatever it takes to save lives.  But there is a profound disconnect: Have we in fact created these expectations ourselves?  Maybe this is where we ask the public: What is it you want from us?  If you read any of the civilian comments in these communities where they are struggling with funds, there is a certain amount of "screw the firefighters" being said and not a whole hell of a lot of support.  Perhaps we need to really educate the public and seriously ask them: "If you are expecting us to sacrifice our lives to get you out, there needs to be some relational support.  Otherwise, f*&# off."

If we keep repeating traditions that don’t make sense and cause us unwarranted pain, what does that make us?  Stupid?  I think that's what Dr. Svensson said that some of you all are upset about.  If you had a son who was pledging a fraternity, and the traditional hazing was to get painfully burned over a percentage of his body because hey, that's the tradition, I'd bet you'd tell him he's nuts.  The only tradition I am buying into is that as a firefighter, I am willing to take a risk to save someone if I have the possibility of saving someone.  But we aren't even doing that.  We won't even buckle our seatbelts, and where is the tradition in that?

The most telling part of the presentation came in the discussion on survival training.  While I don't necessarily agree with some of the issues, the real focus was this: Right now we focus on how to get out of problems.  Maybe we need to be re-focusing on how to stay out of trouble to begin with.

They don’t think about safety because it is simply a part of what they do.  It is not a thought, it is ingrained in their culture.  It's not standing outside a house quivering because we are too scared to fight the fire.  It is taking resources, defining the problem, and using the resources wisely and to the best effect to create a solution.  We are letting our egos get in the way of facts. Instead of getting cranked up about what was said, listen to what he is saying. There are other approaches that make sense, yet we continue to ignore them.

I'm not even going to suggest that we should have a safer work environment.  I'm just going to say that instead of pointing at the Swedish guy and being offended at what he said, perhaps we should listen, take what we can from the discussion, and learn.  He used that language for a reason: to make a point.  He isn't over in Sweden right now rubbing his hands gleefully because he has offended the Americans.  He made it clear that as an outsider looking in, he sees a problem and wants us to be aware of it.  However, he is also concerned that we are ignoring the issues based on our emotional reaction to the problem, rather than the rational explanation of how to solve it.  I don't like being called stupid either, but as I have been told before, if the shoe fits, wear it.

Replacing Search K9s With Search Cockroaches?

3 comments

I don't think there is any danger in seeing Man's Best Friend replaced by Man's Disgusting Scourge anytime soon, but this report I got today on the Homeland Security Newswire indicates that more developments have come about for adapting Adam Ant for doing Lassie's work.  Instead of packing kibble for deployments, maybe we'll just be able to depend on the remnants of yesterday's MREs.  

In this case the researchers are using the Green June Beetle, but given the size of the cockroaches (or Palmetto Bugs, as we like to call them in South Carolina) I have seen, we could probably equip them with a hammer drill and let them tunnel the victims back out of the rubble once they find one.

Cyborg insects are low maintenance, can get into very restricted and virtually inaccessible areas, and with these new developments, can be adapted for a number of different tasks.  Some of these cyborg applications could also be used for monitoring hazmats or terrorist attacks, doing pre-entry search and recon for SWAT teams, or spy work.  As far as our use of these creatures, the sky (or the basement) is the limit.

Never lose sight of this constant: Change is inevitable.  It''s how we deal with it that makes the difference. What we know today as the way we do business may be radically different tomorrow.

Do It Right The First Time

3 comments

I can't remember if I blogged this before, but if so, it bears repeating. When my brother and I were very young, my father, who was also a fire chief, brought home from work some pencils with the phrase, "Do it right the first time" inscribed on them. This message was brought up by my father many times throughout my life, although I'll admit, there are days even today when something goes wrong and I think back to that message.

It may take extra time that you don't think you have. That time may seem very valuable. The shortcut you take may seem like it saves those precious seconds. But I have seen in my life, many times when those shortcuts have proven catastrophic, and in most of those situations, I look at them and wonder, had someone taken a few extra moments to do it right, what the outcome might have been.

While the historical issue between response to rescues in New York City is frustrating and sad, since it seems to me to be the confluence of a power struggle and turf battle, instead of celebrating a terrific save the other day, instead we have this tragedy to contend with, as shared with us by Dave Statter on his blog.

I have always learned and always taught that when lifting, we "crib to the lift". And while the spreaders are not the desired lifting tool, I have used them before and they have worked just fine. I preface that, however by explaining that I am also passionate about physics and when I have used spreaders, I also understood that the force applied must go somewhere, and if the load isn't stabilized, the force is going to create motion we don't want. In this case, the force displaced the object alright: lateral to the support (the spreader) and with nothing to support the load (cribbing) the load went to ground (and victim).

I don't care if you are FDNY, ESU, or anyone else. I have seen this very same shortcut taken before in departments that have had identically catastrophic results. I also recall other times when the load has shifted on the column, in one case, three stacked air bags.  In this case, the firefighter, who happened to also be the salesman of the lift bags and should have a little expertise in their use, himself was killed.

There's a lesson to be learned in every tragedy. Aside from the physical principles that apply to all of us here on this planet, there's another very important one. Driving recklessly, failing to wear your seatbelt, not wearing proper PPE, not paying attention to overhead power lines, and in this case, not providing an alternate column to support the load via cribbing, all might seem like they are saving precious seconds, but failing to do the right thing the first time, ended instead in tragedy.

Take a moment to ditch the emotion and be the professionals you are. Do the right thing the first time.

A Swedish Massage (or is it message?)

13 comments

 

Between emotion and other factors, sometimes people make issues out of things they know nothing about, or they fail to consider the facts before they resort to anger.  So I kept that partially in mind when I saw the headline about the Swedish fire service “expert” who spoke at FRI this week.  Obviously, even the headlines suggested a certain amount of anger from individuals in the American fire service about his statements.  

While the headline of the linked article hit me in the gut a little, I was prepared to read something that I would not agree with, nor could ever agree with.  In fact, before I even read the article, I already made up my mind that this guy was some academic who had never actually fought a fire before, and now he was going to tell us what we are doing wrong.  Before making a statement, however, I actually read the article and you know what?  In some of the points he made, he is absolutely right.

I don’t equate the comments he made on RIC (people were making unsafe decisions way before we had to come up with a way to save them from those decisions) as being anything other than his observation.  While it may seem to him that people drive more recklessly since they feel safer in their cars, I think there are a few other factors at play when we suggest that firefighters have more comfort from having a RIC present, so they are comfortable taking more risk.  I think just the understanding of the fact that a two-man or four-man RIC isn't likely going to get you out of a situation keeps me from going down that slippery slope.  But while there are plenty of other things to agree with, those items are debate for another day.  What I wanted to talk about was our reactions to the headline as compared to the level of “emotional intelligence” or commonly known as “EQ” (in contrast to IQ) that most people have and how EQ relates to certain events.

I want to keep this brief, but it really plays out in society as I see rational individuals presented with particular situations and instead of reacting to them rationally, they relate to them emotionally instead, and fail to grasp the true issues in play.  Instead of seeking understanding, they presume their perception of an event to be the “facts” and are reluctant to see the alternative points of view.  Some individuals with higher EQ can be educated, or shown the other views, and then make decisions based on those facts.  Others with a little lower EQ may go grudgingly toward understanding.  Some go kicking and screaming, and some are completely irrational and unwilling to understand.  Obviously, we all score one way or another along that continuum and where we place in there helps us cope with issues that may run counter to our beliefs.

EQ also permits us to temper our behavior and allows us to think before speaking.  We have people who frankly, engage their mouths (or fingers, via the keyboard) before comprehending the ramifications of what it is they are saying.  While the statements they make may have elements of truth, these statements are “their” truth, and should also involve a little thinking about other viewpoints as well before being said.

Those of you who have known me for a long time may be laughing right now.  I admit, I have said my share of things that I have come to regret later.  But as I have gotten older, and hopefully, wiser, I have also brought some life experience and education to the table.  Over the last fifteen years or so I have begun to understand that not only are most issues presented to us with only the surface points showing, there is usually plenty of time to blame and yell later; first I need to dig deeper and get the real story.

I challenge you to read what was said by the expert with an open mind, and ask yourself, is he wrong? Is he right?  But more importantly, ask yourself about your own personal reaction to his statements.  Reluctance to change because a situation is presented differently than the way you think, even in the face of facts that indicate truth, indicate not loyalty or tradition, but stubbornness and ignorance.  Seek first to understand, then to be understood.  Get the facts, sort them out, and THEN make a decision to speak.  It’s a whole lot less stressful for you and others who surround you that way.

Restricted Vision

No comments

I was on the plane from Denver to Kansas City when the gentleman next to me struck up a conversation.  As it turns out, he is a retired educator and clergyman and we shared some observations on technology, especially as it related to the issue of texting.  We were laughing/struggling with the image of young people, so engrossed in texting that they were entirely distracted.  But at some point I was reflecting on the subject and began to think about it from a different perspective.  It seems to me that it is really an issue of intense concentration, to the point of restricting vision.

Being so focused on one thing, it is very easy to lose track of your surroundings.  If there is ever a scenario when situational awareness is completely hampered, it is at these moments.  Even if, as a leader, you were to "get up on the balcony" to observe from a different perspective, chances are that if your focus were so narrowed on one subject, you still might miss the subtle and even the obvious, when considering impact upon whatever is actually occurring.

Sometimes the challenges we face are so daunting or so in need of our engagement, that we forget to consider alternatives.  These issues may cause us to hone in on only the details that are immediately apparent to us, as they may jump right out and comand our attention, and cause us to lose sight of the process: to define the problem, gather the facts, consider alternatives, and implement the solution.  Instead we may become completely absorbed in whatever element of that process that causes us the most challenge and we may be paralyzed due to that restricted sightline.  And just as importantly, peripheral vision helps us to consider other factors as they intercept our path and instead of navigating away or turning to combat the issue head on, these factors take us completely by surprise.

Consider that while we may be too close to our problem to be objective, we may even not resolve that perspective by standing back from it, because we are fixed on the issue and unwilling to pay attention to subtleties.  When faced with a monumental challenge, it helps to step back from it, but it also helps sometimes to put the issue down altogether, to walk away from it and reflect, and then revisit the problem with fresh eyes.

Note: Thanks to my traveling companion for his insight and sharing his observations.  And as an FYI, depending on what Irene does, I'll probably be a little busy, so if you don't see anything on FHZ for a while, please stop back by because once I get time, I'll get caught back up again.  Thanks for reading.

Zen Zone #25

No comments

"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

3 comments

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.

An Atmosphere of Growth

3 comments

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.

 

You Can Quote Me On That (Before 2010)

5 comments

I was driving down the road the other day and thinking, you know, I too could have a list of quotes, just like the real writers have. So in the interest of filling up a page of useless knowledge, I went back to FHZ from September of 2008 to December of 2009 and I also threw in a few notable statements I made way back on the old Firehouse Forums as a member of the IACOJ, before some of you were born, I think. 

Now, I do read a lot and listen to podcasts, etc. and I will check my quotes with a deep internet search to make sure I haven't stolen someone else's ideas, but I'm pretty sure I said this stuff at one time or another.  I also left off anything I paraphrased (I hope) and added some stuff that exists in unpublished posts (there are a few dozen of those).  Believe it or not, we here at FHZ have standards.  They are low, but we do have standards.  

So here you are, from the beginning of FHZ, some of the more memorable ones:

  • "When I give you an order, I want to see it done, or your dead body where you died trying to do it."
  • "Never eat more than your mask can hold."
  • "I am not your friend, I am your boss. If you want to be friends, that's okay, but that doesn't change the fact that I am your boss first."
  • "The company officer is the designated adult supervision in the station. Act like it."
  • "There won't be a group hug at the end of this. I don't do Kumbaya."
  • "When I call for a resource I'm gonna give you type and kind. If I call for a Lincoln-ful of Panamanians, I don't care where you got it, just give me the closest one."
  • "Let's put this in terms you can understand: Confined space rescue is nothing more than HAZMAT on a rope."
  • "Being a truckie requires resourcefulness. You are presented with a problem no one else knows how to fix and you fix it with what you brought to the party or what you can swipe. After that, it's all magic."
  • "Individuals have given themselves the freedom to make poor decisions, then be let off the hook because we 'shouldn't judge them', or because their mommy didn't hug them as a child, or whatever the victim story is this week." (Okay, I just used that one again the other day).
  • "The base cause of indignity is usually the result of inconsiderate behavior." (Oh, and that one is new. But I liked it).
  • "Conflict in life is inevitable. Conflict escalation and intractability is not." (Alright, that one is new as well.  Back to the old stuff).
  • "There's enough ugly going on around us right now without our own people bringing it down on us."
  • "Each of us should be serving as a positive example of how to do the job, volunteer or career, and without acting like a bunch of amateurs and whackers."
  • "The important part in our lives, really, isn't necessarily what we can fill up our minds with at every moment, but about creating space to let more in."
  • "There are a few things that you should raise the stakes for, like your faith, your family, and your country.  But when faced with an unwinnable scenario and a profound lack of resources, sometimes it is best to save what you can save and live to fight on another day."
  • "Where t = tempo, r = resources and f = frustration: increasing t multiplied by decreasing r = exponential increase in f."
  • "The taxpayers in your community ultimately decide what level of service they want.  If they are insistent that giving you no resources is okay, then they have to be educated to what extent that investment will reap disaster.  Risk is proportionate to return."
  • "There are other sides to every argument that get squashed by the rush of the ADD crowd to comment.  Don't fall into the trap of the unenlightened.  Think before you post."
  • "I can think of no rational society that thinks it is okay to screw the disadvantaged for the benefit of the privileged.  Taking advantage of the less fortunate is simply bullying."
  • "When we use the phrase 'customer service", if that's not appealing to you, try saying it like this: 'doing what is right for our neighbors and the people who visit and work in our community'.  That should be a little more pleasant."
  • "Successful coaches match schemes to personnel, not vice-versa."
  • "If you are going to successfully implement change in your organizational culture, there should be a reluctance to be where you were and a desire to get where you are going."
  • "I'm pretty sure that when my ticket , I'm not going to be quoted saying something profound, poetic, or heroic.  It is likely going to be something that can't be repeated around children or the faint-hearted."
  • "If we really want our industry to recognized as professional, it requires consistent conduct that is professional."
  • 'Legitimate power, in the sense of leading others, is limited to the amount of leverage the followers will permit."
  • "Tansformative leadership requires commitment, honesty to self, and an understanding of the world.  It's yours if you can embrace change, open yourself up to it, and set the example to others."
  • "Our business is too dangerous to leave the teaching to amateurs."
  • "Perhaps if you guys are going to fight fire like you are in the '70's, you should be paid like we were then too."
  • "If as a team, you can't agree on the destination, someone needs to get out of the car. Ultimately, getting to the destination requires assessment, negotiation, understanding, cooperation, and ends with commitment."
  • "More often than I care to, my 'command presence' comes out at inopportune times, like when I am talking to my wife (she doesn't like it), my kids (they're not crazy about it either), or my colleagues (they probably think I'm insufferable anyway)."
  • "If you fail to illustrate a clear picture of who is in charge, someone else will come in and fill that drawing in for you."
  • "Sometimes the best we can do is to pin it down to the neighborhood of origin, if that's what was burning when we got there."

Since at some point perhaps I'll add another page of these for the next years, if one of the sentences I uttered strikes a chord with you, point it out to me and I'll add it.  I'm all about customer service.  Until next time, thanks for reading.

The Antidote To Road Rage

1 comment

Being a reader of FHZ requires you to maintain an open mind.  Even if you don't agree with both sides of the issues here, understanding the contrary view permits perspective and in some cases, deeper understanding of the root causes of things we consider trouble.  For an example, consider the recent road rage incident that seems to have piqued a considerable amount of interest.  While I in no way sanction what was done, nor think it was a mature or acceptable way to handle the situation, realize that in many cases, feelings of frustration manifest themselves in angry, retaliatory behavior.

Who among us has not experienced anger at the inconsiderate moron who fails to pull to the right when we are well behind them, permitting us a free lane on the way to some emergency?  Even in your personal automobile, how about the idiot who not only signals they are going to take a right turn, but then shoots across to two lanes of traffic to make a left?  Like he couldn't just make the wrong turn, make a u-turn, and make things right?

Individuals have given themselves the freedom to make poor decisions, then be let off the hook because we shouldn't "judge" them, or because their mommy didn't hug them as a child, or whatever victim story they happen to choose this week.  The reality is that while reacting negatively to those who act in error is not acceptable, neither is the act that sparked the reaction in the first place.  Perhaps if our nation's law enforcement would start hauling off people who run red lights; who make erratic and unanticipated turns without use of a signal; those who drive too slowly in the passing lane, who fly down the shoulder to cut to the head of a merging line, or those who fail to pull to the right when an emergency vehicle is asking for the right of way, perhaps you might see a considerable decrease in road rage.

The base cause of indignity is usually the result of inconsiderate behavior.  Someone flaunts the rules and disregards the normal values of society, and the enraged individual is angry at the injustice of the situation.  I would be willing to bet that if anyone could write a ticket (not that I am an advocate of that), you'd see a lot less road rage.

Why?  Because if there were a non-violent method of resolving the conflict, I would be willing to bet that people would take that option.  The problem is that there is no resolution.  The enraged individual feels as if there is no way the situation will be resolved, they feel the injustice of the situation, and they act out in frustration, sometimes regardless of the consequences.

Now let's take this a step further.  Think of a non-driving situation in which you were pushed to the edge…Was this reaction a result of powerlessness, of frustration evolved from conflict in which you were victimized and felt no method to resolve your issue?  Perhaps it was an automatron manning the phone at your credit card company, or the cashier at Wally World, or the cable guy who doesn't show up when he says he will.  You percieve a lack of power to change the situation and that lack of control becomes overwhelming.  Over time, you may even be willing to act on it, in such a possibility, even inappropriately.

So what is the solution for our version of road rage?  Education?  Humorous attempts to enlighten the inconsiderate sometimes work, as in this fine example from the Tuscaloosa Fire Department. Other attempts like this one from Eugene, Oregon and this one from an agency I can't read on their final slide aren't as memorable (IMHO) but still get the message across.

But the more in-depth solution would be for individuals to maintain less distrations in their vehicles (phones, texting, and radios come to mind), and more overall awareness (simply paying attention to the fact that you SHARE the road with others).  And likewise, the way for you to avoid conflict that cascades into an intractable situation would be to step back for a second and understand the other person's perspective, and recognize that your escalation of the incident, although it may very well be warranted, is pushing you and the other party toward a battle that someone is going to lose. 

Conflict in life is inevitable.  Conflict escalation and intractability is not.  Be one of the first on your block to be the voice of sanity and work to understand, not to react.

A Belated Father’s Day Tribute

No comments

I probably could have posted this on Father's Day, but after the events I experienced this week, it's really good to see it in context.  I continue to believe that being a father is a very difficult situation to be in sometimes.  The other day, after being challenged by my daughter Caroline’s afternoon (and evening) at the ER, I was dealing with that and put the other two out on the deck to play.  We have a large kiddie pool, since I don’t have the time, money, or patience to deal with a real pool.  At one point, I noticed my oldest daughter Emma walking around with one of two Blackberry phones that were on our kitchen counter.  These were phones previously used by my wife's company, and she wanted me to extract the data from them, especially pictures she had on one of them.  Seeing this, I told Emma that they weren’t toys and to put them back, but being a little distracted dealing with Caroline, didn’t follow up on things.

Later that evening, while tucking the girls into bed, my wife found the second of the two Blackberries in my youngest daughter Honora’s bed.  The screen was waterlogged and upon opening the battery door, it was full of water.  In short order we found the other Blackberry similarly waterlogged.  The good news is that the children are still alive.  Hopefully we are not out $750 worth of phones and a whole bunch of important work pictures.  The phones will be sitting in rice for a few days and the culprits sitting in room restriction for a few days as well.

All children get into mischief and I weigh the situation against the likelihood that it wasn’t intentional and maybe someday soon we will laugh about it.  But the issue is that a certain amount of discipline must be leveraged to provide an effective and memorable lesson.  The discipline must be appropriate for the situation, and of course, past infractions have to be counted.  They haven’t been very cooperative lately, so this really upped the ante.  And while a spank on the rear might handle a quick tantrum or something like that, punishment for an event like this must deliver a life message and spanking won't cut it.  So room restriction it is, and while they are there, we want the rooms spotless. 

But as a parent, in this case, the effort is difficult.  My wife is going out of town for the weekend and I had some fun things I wanted to do with the girls.  I could easily change the discipline but what message would that send?  I want badly to go into their rooms and hug them and tell them that there’s a good chance I can resurrect the data, but after having specifically telling them the phones were off-limits, they disobeyed the order and everything ISN’T just okay.  Smiling and making nicey-nice is not going to help things any, except in the immediate moment.  Failing to listen to an order must bear repercussions.

People often remark about how good our children are and we take a lot of pride in that.  But they see the result of lots of second-guessing, mistakes and heartbreak, because that’s what being a parent is like if you are doing your job.  You struggle between doing what’s best to positively reinforce good behavior and what’s best to discourage bad behavior.  And bad behavior, regardless of fun plans and the desire to kiss and make up, must have consequences.  To not have consequences invites repeated poor performance.

Honestly, I have it easier than some people have it, because my kids are pretty good.  But it’s a continual cycle; they are good, and they make it easier to provide positive experiences.  When they are bad, we struggle with wanting to continue to be affectionate and supportive, even though we know that to act like everything is okay would not send the right message.

Caring leaders endure the same exact experiences.  If you choose, re-read what I just wrote and insert “leader” in the context every time you see “dad”.  As a command officer, I make decisions that on occasion, must be followed regardless of what those who are recieving end want to do, or feel like doing.  They may even want to question my decision.  In this case, there must be repercussions to disobeying a direct order.

Making discipline mean something is required to elevate the attention level of the subject.  Some people can be reached with something as simple as a look.  Some require the equivalent of a 2×4 across the head.  And enforcing discipline hurts for us sometimes as well because those decisions are based on experience and understanding of a particular situation, but those decisions are contrary to the desires of the "children".  Sometimes, despite insisting that what we say is right, our children disobey us, and discipline is invoked, in order to reinforce a message. Likewise with our subordinates.

I try to support positive behavior through positive reinforcement.  And when I have to administer discipline, I struggle with doing so, because, as a good leader, I probably care more than I should.  But I also know that I am fortunate to have good people who, given the chance, will make good decisions, and I like to think that is a continual cycle.

Consider this when you lead.  You are responsible for the welfare of the people who you supervise.  If you are the designated leader, you have to be proactive, and provide opportunities for success.  But when things don’t go right, it is not time to be everyone’s best friend.  It is time to do what is right and that involves, more often than not, making hard decisions that benefit all involved.  As I say often to my children, "I am not your friend, I am your father.  If we get along we can be friends, but I am your father first."  Feel free to insert "boss" in lieu of "father" in that statement as well.

My children will survive this event and live to tell about it, as will we.  But hopefully we will now have further understanding as to what is expected and the consequences of failure.  And in the same respect, when you have that moment with your charges, they should too.

Letting Go

No comments

 

I was reading an interesting story to my girls last night and wanted to share a short and modernized version.  A young and an old monk were traveling through a mildly flooded downtown.  They came upon a place where a rich and haughty woman was standing in the doorway of a shop, yelling at her limousine driver.  The driver couldn’t carry her across the water because his hands were full of packages. The woman sternly insisted that her shoes would be ruined if she were to get them wet.  The oldest of the two monks intervened, picking her up and carrying her, so she wouldn’t get wet.  Instead of thanking him, she slammed the car door shut and never said a word or even looked in his direction to acknowledge his effort.

 

The two monks then continued on, but the youngest was getting angrier and angrier as the time passed.  Finally, the younger burst out: “I can’t believe that woman! Who does she think she is?!  What nerve!”  Pausing a moment, the older monk looked at the younger monk and replied, “I put that woman down a long time ago.  Why haven’t you?”

 

From time to time, we all must look at ourselves and ask if we are holding on to slights, issues, or biases that keep us from moving forward.  There are those who simply won’t move on, won’t learn from their experiences, or refuse to put aside petty differences.  You can’t grow if you don’t walk away from those issues and learn from them.  Just resolve not to repeat them, but to dwell on them isn’t helping anyone.

 

Our job is stressful enough without our adding unnecessary baggage to our day.  Keep fit, not only physically, but mentally.  Take a moment and do something good for someone else, for no reason other than to be nice.  You’ll feel a lot better about yourself when you do it.

New Section: “Microcoaching”

No comments

 

While sifting through some paperwork and wondering why one of my subordinates was struggling with a certain aspect of his job, it came to me that while this individual was very competent in some areas, he needed help in others.  It certainly wasn’t an issue of overall competency, just a need to polish some rough edges.  So I began to send out subtle messages in my daily briefings in the hopes that he would begin to get the idea through his own discovery, and by doing so, achieving more buy-in.

Over the last three years these have evolved into a daily lesson for everyone on my shift, and those same lessons have been requested by some of the personnel on the other shifts as well.  I have even incorporated some of those briefings into my blogs, or vice-versa, pointed people to Firehouse Zen for more in-depth discussion on the subject matter, as well as inserting links to some of the other sites here on the FireEMSBlogs family as they fit the message.

Microcoaching” was a term that came to me out of the blue.  I had never seen or heard the term used before, but since it sounded almost too good of a word to have not been used before somewhere, I figured I’d better make sure I wasn’t stealing someone else’s work.  Of course, a quick Google search turned up a few references to the word, but no definitive source as to “the” definition, so I am going to capture it for my own use, and claim it as a term I will use for myself, but I can’t say that I was the first one to throw it out there.

I intend to throw out a few experimental articles that hopefully will cause you to reflect a little more on the item, that involve perhaps a picture and some thought provoking questions.  In doing so, I’d like to get some more feedback on whether you like the concept or what I can do to improve on it.  As always with Firehouse Zen, most of the learning won’t come from the end result, but the journey there.  But I offer these to you for your own use, the source credited, of course, but free for your use in mentoring and coaching your own personnel.  And in keeping with the “micro” part of the term, they’ll be short.

And for disclosure’s sake, I like to take pictures of my department, but for educational purposes, I will be using them often in a completely different context in which they were taken, and the individuals in the pictures may or may not even be involved in a situation that reflects the scenario.  So don’t automatically infer that the picture is ACTUALLY the scenario, it just is being used to underscore a point or to provide something to reflect on.  So let’s get started:

Scenario: You are a battalion chief supervising a shift of four stations.  On a relatively frequent basis, you get to actually be out on the drillground teaching the crews, but the training responsibilities almost all fall on the company officers.  One of your officers, however, conducts almost no training.  He has his personnel attend the formal training classes, but in and around the station, if any non-assigned training occurs, it is entirely because of the initiative of the personnel he supervises.  Therefore, while his crew may meet the minimum standards for training, they aren’t really getting any of their education from him.

In our Microcoaching sessions, we will be asking some standard questions that follow the format “SHOW ME”.  We start with the “SHOW” part of the equation, or the analysis of the situation:

S – Subjective analysis: What is going on here?

H- History: How did we get to this point?

O- Observation/objective analysis: What are the causative factors?  What underlying issues might be in play?

W- Wonder: What can we do to improve?  Do we even have a problem?  What are the good things we see?  What are the lessons we can pull from the situation? What is the take from the subjects on the situation?

Then we follow up with the action part:

M- Mentor: How would we convey the lessons, get feedback and give feedback?  How would we reinforce our expectations?

E- Evaluate: Has the desired change taken place?  What signs can we point out that positive change is occurring?  Have the lessons stuck?  What can we do to make the changes permanent?

From here, I would imagine that you can just use this to ask your own questions of your personnel, or just reflect on the answers, or if you'd like some feedback or to share, feel free to comment.  Otherwise, stay safe and hope you enjoy this new section.

We Try Harder

No comments

SC-TF1 Demobilizing From Chalmette, LA after Hurricane Katrina, 2005.

I had the opportunity to be part of a test rehearsal for a web conference going on Friday. In one of the questions, we were asked, “If you had to give your department a grade, what would it be?” I was the only one who gave my department an “A”. Of course, when you see that you have made a choice like that, you immediately begin to second-guess yourself.

I was pretty self-conscious about that decision, even though nobody knew who answered each question and nobody would have known it was me that graded us so. I actually thought about it long afterward, in an attempt to understand in my absolute certainty with 10 seconds on the clock, that we deserved the highest mark on a standard grade. It was, frankly, a little presumptuous of me.

The quick answer is that we don’t deserve an “A”. We are definitely customer oriented and we are definitely aggressive firefighters who use best practices and manage our risk appropriately. We are definitely on the leading edge of EMS delivery and while we are not THE organization by which all should be measured, many would be doing pretty well to do so.

But while we are definitely making huge strides and we have many accomplishments, we aren’t where we feel we should be. That is universally agreed upon in our organization. There is just too much to do, and while we are hitting the high priority items, there are so many things we want to do, and have begun doing, but there are only 24 hours in a day and finite resources otherwise at our disposal.

It is for the same reason, perhaps, that I should instead embrace the criticism of some in the knowledge that the minute we stop reassessing our service we become complacent. Don’t believe for a second that I don’t take the criticism personally, because although I shouldn’t, I do. Just as you know all the idiosyncrasies of your own children, you’d never stand for anyone else criticizing them. And, after 29 years of being part of the core individuals who pushed, pulled and shaped what is now known as our department, I have very little patience for the particular individuals who have come along since with a lot of criticism and no substantive contributions. My personal take on it, in fact, is that we have a list of people who would be happy to take their jobs.

Our line of reasoning, however, should be to embrace the constructive criticism that can be drawn from some of the comments. We should always perform self-critique, but self-critique is not self-immolation. We should always be pulling lessons from where we are and where we want to be, and the reason why we aren’t where we want to be. But this isn’t an effort to tell us what a bad job we are doing, but ways in which we need to improve.

The minute we begin to believe we are Number One in the county, the state, the region, or the nation, and we begin to believe we are “The Best”, we (all of us) tend to believe we can’t learn from others or from ourselves. It also demeans the rest of those who do an excellent job providing service with the resources they have in the community they must serve. Of all things, though, it’s pretty presumptuous again to suggest that we are the best at anything other than delivering the emergency services on Hilton Head Island, because really, that’s all that matters.

My own personal vision for our organization is to be one of those departments that others hold up to say, “This is the gold standard. This is how we want to be”. We continue to make leaps in that direction. We are, though, our own worst critics. We need to always be looking out for better ways to improve. Daily, we must try harder.

The effort must be placed on continual improvement. “Zero defects” is a pretty lofty goal, but in our business, zero defects may be the difference between life and death, between going home in the morning or going home in the hosebed of the rig under a pair of crossed aerials.

Never get complacent. Never believe you are the best, at least not for longer than it takes to get to the desired result, then to take a breath, look around, and say, “Where to from here?” The moment we stop, we die. We should always resolve to do better each time we are presented with a new challenge and to dig out whatever lessons we can observe from our current situation. There is no time to dwell on it, though. Digest it, make the adjustment, and move on.

Tillered Aerials and Safety Collaboration

No comments

Hilton Head Island Truck 6 working in Palmetto Dunes.

In the years before becoming a chief officer I spent the very large majority of my career as a truck company officer. The last ten years of my assignment to Truck 6 was spent on the tractor-drawn aerial we currently have. The crews assigned to Six-Truck will have a “new” ride soon; our reserve tiller is off being re-tractored and the trailer refurbished. Once the new one returns, the ALF piece that served us valiantly for all these years will then rotate to reserve status.

Since I was the lifer truckie captain and one of only three in the department who had even sat behind the wheel of a TDA before (I’m pretty sure that’s the only reason I got the job), I got to shop, spec, purchase, equip, and train the company in our new concept. We brought in an expert who was likewise, a lifer truckie, and learned to drive the TDA the old fashioned way (drive it around the parking lot for a while).

My observation was such that, as an educator, there was probably a more effective method of developing drivers for this specialized piece of machinery. When we were doing research on writing a course on driving tillers, I found a shocking lack of information (at that time) on them and ultimately, a few colleagues and I developed the coursework from which we certify our personnel to drive. This, to satisfy the naysayers, also involved INTENSIVE driving of the vehicle: beachfront parking lots during summer, night driving, driving in the rain, and lots and lots of situational stuff. Needless to say, when we were done, that first round of drivers was pretty proficient.

Lately we have been finding that there is a desire for some to want to reduce the requirements for TDA chauffeurs and tiller operators and I expressed my opinion that this was not the way to go. Our organization does all kinds of stuff in our community in conjunction with our customer service outlook, as well as respond on emergencies. Time is very valuable, but I also know of a long and distinguished history of TDA mishaps that each time point to a missed element of discipline and training. There are basic laws of physics that really come into play with a tractor-drawn aerial that don’t in your basic straight frame aerial, and I have been less than tolerant of relief drivers who don’t understand that.

So you can imagine my interest when I found out about this video collaboration between the Raleigh and Seattle Fire Departments as can be seen here:Raleigh and Seattle Collaborative Training Video I have been watching to see what lessons we might get out of the Raleigh TDA rollover and it seems as if we will have a very valuable tool for educating not only TDA drivers, but all firefighters as well.

But while this could evolve into an entire lesson on driving tillered apparatus, the discussion I want to actually have is that there is a wealth of information out there that you all have the opportunity to obtain. We find too often that people are unwilling to accept the observations and experiences of others and instead “reinvent the wheel” regularly, wasting time and money in the process. But these two departments saw needs and worked together to produce a valuable teaching tool.

There is no shame in finding out what mistakes (or positively, what efforts) have been previously made in our business and asking questions about he good, the bad, and the ugly. This is called research. We ask questions to determine an answer to a problem and rely on science and experience to make decisions. The problem is, it requires effort and it requires being candid about the issues. But no progress gets made without learning about what went right and what went wrong.

Check out the video and tell me what you think. I have already viewed it a number of times and take away something new each time. We are fortunate (and thankful) that no one was killed in this event. And it goes without saying, I thank both departments for their sincere effort in making the job safer. But the lessons learned are no good to anyone if we keep them locked up in a closet. Share the knowledge, collaborate, and learn from one another.

Note: I meant to add this link as well and failed to do it: The Fire Engineering article that spurred my interest. I like to give credit where credit is due.

The Capacity Building Exercise To Change All Exercises

No comments

We are all interconnected; how so remains to be examined. We are part of a bigger whole.

Our industry is in dire need to undergo extensive capacity building. Capacity building is the assistance provided to societies which have a need to develop a certain skill or competence. More recently, however, capacity building is being used to facilitate innovative approaches to social and environmental problems.

Capacity building can be defined as “activity which strengthens the knowledge, abilities, skills and behavior of individuals, while improving institutional structures and processes such that the organization can efficiently meet its mission and goals in a sustainable way.”

For organizations, capacity building may relate to almost any aspect of its work: improved governance, leadership, mission and strategy, administration, program development and implementation, identification of revenue streams, diversity, partnerships and collaboration, evaluation, advocacy and policy change, marketing, positioning, planning, etc.

For individuals, capacity building may relate to leadership development, advocacy skills, instructional abilities, technical skills, organizing skills, and other areas of personal and professional development.

When I began to write this article, I was thinking about a different direction than the one I shifted to this morning. I happened to be listening to Bob Edwards this morning, as I do routinely when I am driving around. He was interviewing Tom Shadyac, best known as the director behind movies like Ace Ventura. I’ll let the I Am video tell the story, but in short, he had a mind-opening experience as a result of a bike accident and the subsequent recovery, and it inspired him to make a documentary which seeks answers to deeper issues.

The point in his interview that really got me was this: We have been taught over the course of our lives when faced with a problem to ask “What is wrong?” when we should really be asking “Why is this wrong?” Shadyac suggests a more metaphysical approach to our cultural issues which revolve around more cooperation and supportiveness and less competition and strife.

When I applied this to what I had begun to write, it occurred to me that maybe we (emergency services and in society as a whole) are going about this all wrong. Our continual inability to work together to foster positive change is likely deeper than even we originally suspected. If we continue to go after each others’ throats in the vollies vs. career, East vs. West, Fire vs. EMS, safe vs. unsafe battles which rage daily in our business, how can we ever expect to achieve any respect from others outside emergency services, much less endorsement on issues we can all agree on.

It seems to me that the KSAs we need to teach are farther removed than basic operational issues, the KSAs we need to emphasize are our greater connection throughout the entire emergency services industry, how we need to get past the things that divide us and unite about things we can agree on and change.

We talk about “brotherhood”, but what really is brotherhood anymore? You have brothers in career shops bashing brothers in vollie houses because of a number of reasons. Shouldn’t we simply agree that we both do a dangerous job, made more dangerous by the bean-counters limiting our abilities to obtain cutting edge technologies, the best training, and sufficient staffing?

I realize that I have indeed been asking “why” things are wrong for a long time, while many of my brothers were and are still focused on “what” is wrong. I just guess I needed someone to point that out to me.
The capacity building in ourselves, in our organizations, and within our industry is essential for our continued survival. Einstein said, “We shall require a substantially new manner of thinking if humanity is to survive.”

I’m suggesting that a good place to start is in a society where there are those who have a core value of service to others, a society in which the greater good is supposed to be placed above that of the individual, and where characteristics of selflessness and courage are valued attributes, not hindrances. If there is any established society in which those morals are daily sought and in which we insist they are founded upon, it would be the society made up of fire and EMS professionals.

I’m With Stupid But Not Right At This Moment

No comments

Lifted from the Canyon Lake Fire & EMS Facebook Page

I’m afraid my strategy for capturing the interest of the uninitiated has fallen through, so I’m going to have to return to preaching to the choir.  I guess it’s just as well; I’m not sure I want the lunatic fringe stalking around on my site anyway. It just so happens that I’m in the heart of Texas as I write this, talking about leadership to a class of firefighters at Canyon Lake Fire and EMS.  There are also a few from the Bulverde and Spring Branch departments and they seem like a great bunch.

I have had the opportunity to speak a little about what we should be doing as leaders, as well as what we shouldn’t be.  But regardless of how impressive our team is, we are probably all cursed with at least one individual on our team who simply doesn’t get it.  By saying they are “on the team”, it’s really only in the sense that they are assigned to your team and you haven’t found the way to move them along yet.

There are people out there who are surprisingly reluctant to get with the program.  Its as if they have some delusion that if they buck the system long enough, regardless of their piss-poor attitude, archaic methodologies, or lousy work ethic, some sea change will sweep down and save them from the rest of us.

While in my early days I was not the officer that I am today, I still have always said, if you stay off my radar, we can get along just fine.  While that may be an invitation to the slackers to do what they do best, in fact, the slackers find ways to get right up there in my sights and hoist a billboard pretty much saying, “Come and get me.”

I believe that if we give people our expectations, provide them the resources necessary, and provide feedback as they move along, we can get excellent results.  There are those, however, who are more interested in seeing how far they can push the boundaries.

If we (that is, the team) have a shared vision of excellence and we have a good plan to get there, and doing so is for the benefit of those we serve, and we have the approval of those people as well, what on God’s green earth would make anyone otherwise think that it is okay to steer the team in another direction.  My take on it is that if you are that unhappy, just go.  Find some other idiots who want to sit around and be negative and hang out with them.  I can think of plenty of places to find people like that, if you are looking.

I realize that I don’t have the greatest ideas and to some, they might even sound crazy, but at least I HAVE ideas.  I think, therefore, I am.  Those of us who, instead of sitting around bitching, come up with ways to solve problems, while we may always be chasing at things, we are at least moving forward to do so.

This group here in Texas is very fortunate.  Chief Wherry and his staff seem engaged and professional.  They have a bunch of attentive people who are polite and respectful.  The Canyon Lake department is a relatively young department and they don’t have a lot of baggage.  That being said, they are a department with a lot of growing to do and while the foundation seemed to be intact before we got here and will hopefully be strengthened by the time we are gone, it really comes down to what they do with what we have now given them.  From the best I can tell, I think they will be just fine.

Article: Modern Approaches To Fire Suppression

1 comment

Picture from FireRescue1.com

Not long ago I was asked by Jamie Thompson over at FireRescue1.com to write an article on fire suppression.  While I wrote it a few weeks before, it published yesterday.  But yesterday morning, before the newsletter with my article  came out, I was reading the FireRescue1 article on the Chinese water cannon and this inspired my morning “message to the troops” to be about innovation and change.  Of course, the point of my article was about innovation and change, so it was good timing.

I have been having some pretty in-depth discussions lately regarding change as related to technology.  There are people who feel like all of this technology is overwhelming and distressing and changes should be avoided.  There are those who think technology will solve all the ills of the world.  And then there are many who see technology as being a useful tool that when applied to the right situation, can produce wonderful results, and conversely, be misapplied and create major disaster.  Some think that there should be more emphasis on the basics, which would supplant the need for technological shifts.  And there are those like me who see potential in these changes and wonder how we could harness the power of both to provide safer and more effective service.

While the water cannon discussion illustrates an interesting discussion on technology, the comments reflected several differing opinions, and while I noted that there was a lot of discussion about what it wouldn’t do, I only saw one serious commenter reflecting on what it might be able to do.  Many think that innovation stops at invention.  In fact, innovation can really be considered having a new birth there.  Because once something is invented, there are usually a few individuals out there testing it, finding out its limits, and trying to envision what this new development might mean to them.  And they tweak and refine and experiment, and then, voila, we have a new way of doing things.

Innovation has plenty of effect on your daily life, but you have to take some time and appreciate that effect, because we tend to take it for granted.  How many things were invented that aren’t necessarily used for the original intent?  In the fire service, we take things all day long and make them do things they probably weren’t designed to do (which isn’t always good).  How much better would our organizations be if, instead of looking at the problems, we saw the challenges and rose to solve those issues instead?  If we took into consideration the changes we have made and came up with ways to even improve farther on those ideas?

While honing our technique is desirable to improve performance, as one commenter on my article suggested, and he goes on to suggest that CAFS and other fancy things can’t overcome poor technique, I agree in part and principle.  But I disagree on a different level, that is, from the aspect that if we have good technique AND technological improvement, we can have an exponentially beneficial effect on solving problems.  Good technique AND good tools create a force multiplier.

Solutions for problems are all around us; we just need to take the time to find them.  Knowing where we come from is important, because it helps us to understand where we want to be.  But abandoning good technique for promotion of good technology is NOT the answer.  The answer lies in both, and knowing that in order to improve our condition, we must take advantage of all of the opportunities that come our way, if not to stretch out from that point, to know that this is NOT the way to go.  We all must experiment and learn and understand.  But most of all, we have to be open to the ideas and see them with clear vision.