Just because you have the green light on your vehicle doesn’t mean you are in “Command”.

  I love writing on here because I can be honest. And since I don’t write for a published magazine I don’t have to be PC.  Those of you who know me, know I am a “no nonsense – call it like I see” it type of person.

Being an incident commander takes an experienced, level headed thinker; someone who can stay ahead of the incident curve, someone who has a complete grasp of what is occurring, about to occur and may occur.   The Incident Commander (IC) shouldn’t be too proud to develop plan B or even C, step back and look at the big picture.  He or She should be able to effectively manage a scene through not only observations from the ICP (Incident Command Post) but also through reports from his/her resource leaders.   Taking command of scene operations and effectively managing resources takes more than the ability to click on the green strobe and use fancy terms such as sector or division.  Do you truly know what you are doing and why you are in Command?  Should you be in Command?  Captains and Lieutenants, when placed in this role will you have all the tools in your tool box to effectively operate?

I’d like to touch on a few things I have seen over the years in different parts of the country during my brief career.  This isn’t meant to criticize any group but rather to help correct some errors I see taking place and to help the next generation assume these roles without learning from poor examples.

1. If your department just recently (last 10 years) adopted a more formal Fire Ground Command system (FGC) after the 2004 Presidential Directive than there may be a few in your department that think you are on the cutting edge and setting a trend.  Don’t be fooled, the ICS model has been around for more than 30 years and been being effectively used in its present form for over 20.  For more information on this Google “FIRESCOPE” and “Why was ICS developed”

2.  Be an effective communicator.  If you can’t talk on the radio, maybe its time you gave it up or sought some training.  Nothing like instilling faith in your guys by having them hear the IC stutter and stammer for words and forget what a skylight is called.  Develop a professional radio voice and manner of speaking.  This not only sounds cleaner and more professional, but communicates more effectively.  We have all been on the scene where radio traffic is overwhelming and air time is at a prime.  If you can say it in 5 words, dont use 50.   Remember the duck- calm on the surface and paddling like hell below. And yes, this takes training and practice.

3.  Know your recourses.  Know what will be or what is coming to your alarm.  Know what they carry, their staffing and what they are good at.  Your $70,000 Tahoe with its LED’s, Laptops and Phone’s wont put out the fire or mitigate the incident.

4. Know the incident.  If you are looking through the windshield and at anytime you don’t know what your looking at, call for help.  There is no shame in calling for resources or even another IC who has more experience, but there is shame if a lack of foresight has put any brothers or sisters in danger.  At any point I should be able to open that passenger door of your command vehicle sit with you and ask you 3 simple questions:  What do expect in 10 min, what will your actions be by then (actions of crews) and what if that benchmark isn’t reached? (Plan B)  If it doesn’t go your way are you going to just throw resources at it? Or reevaluate and asses current strategy and tactics.    I like the old military term: FART.  Fall back and reassess tactics.

5. Use effective division of labor.  The whole idea behind this thing is to create a chain of command and unity of command, so set up your incidents so that everyone reports to a supervisor.   If you have interior operations taking place, set up an interior division.   Let me touch on this a bit, as I see this as one not used enough.  I am not a big fan of divisions on the exterior of the structure.   Yes they can see smoke, but what about interior conditions?  The best resource for this is someone inside – hence: Interior Division. Charlie side is great for Safety and perhaps if you have an exposure or potential for extension I can see a division, however to be communicating with this guy (or gal) about interior conditions and making decisions based of his information alone isn’t correct.   This is a great source for keeping an eye on smoke, don’t get me wrong.  But do they know how to read it?

Ok, back to Interior Division- This generally would be your second due captain through the door.  Reason for this is, your first due captain is probably working.  He or she doesn’t have time to deal with managing resources.  In addition to that, in ICS, additional structure is only added when needed.  So if you are managing one resource there is no reason for additional structure; now you send 2 companies in plus 2 from your first due Ladder for search,  now you have the need for that line of communication inside.

This is huge and I can’t stress it enough.  If you don’t do this on the simplest of incidents, you won’t on the larger or your small incident will get large and you will already be behind.

6. Listen to your guys.   Yes you are the Chief, everyone knows it.  They can see your brilliant white shirt from across the incident, you have nothing to prove.  Yes, you have the final say.  But you also have experienced guys inside or on the Charlie side.  Listen to them and use them.  If you are on a HazMat scene and you’re a Chief who only has awareness level and your Captain is a tech- Guess who knows more! That’s not to challenge you as a commanding officer or a leader; but if you choose to ignore those resources, you better believe they will begin to doubt and challenge you.

7.. Understand tactics and strategies.  Keep up with the latest strategies and tactics used by resources.  Not just the ones defined in your SOG’s but alternative ones as well.  If a company told you they were on scene with a confirmed rescue and were going to VES on the Charlie / Delta corner, would you know what that was?

8. Don’t fall into the trap of following a script.  Many departments in an effort to work well together in a boundary drop or automatic aid agreement have developed SOG’s dealing with operations.  These are extremely helpful but can also be a trap and make the IC lazy and unable to deviate when needed.

9. Continue to learn and develop yourself as an IC.  I am trying really hard to stay away from leadership in this article and focus on operations; but the 2 are so close at times.  A good leader will have trust of his crew on and off scene.  A good and effective leader will know there is always room for improvement and will seek to better at his/her job.  Learning, studying, reading magazines, networking and lastly implementing changes on the scene or training ground.   If you don’t believe me with regard to interior division, try it on your next job.  You may be retiring soon and feel like “you cant teach old dogs new tricks” but you obviously feel its important enough to still come to work; why not continue to develop yourself into a better IC and Chief for your guys.  You never know who you could teach or influence and even more importantly, learn from.

Facing adversity

Today is definitely in the top ten of worst days in my life, a day that no firefighter wants to face.  For a breed of person that often finds themselves fighting the odds and yet are unwilling or unable to give up; leaving the line seems unbearable.

I recently found out that I have a condition that makes it extremely painful to walk which makes wearing fire boots seem like some ancient torture device.  Throughout the entire ordeal I have wrestled with the idea of having to leave something I love. Beyond just having an outlet for how I am feeling, I wanted to share this experience to make a point and maybe reassure myself that things will be ok.

Many of my coworkers didn’t know how to react to the news any better than I do now. This problem like all problems faced by fire officers is not beyond being overcome through tenacity and maintaining hope. This particular problem seems like the end of the world today but I know in a few years may be the beginning of something better.

The point that I am trying to make is that whether it’s a medical problem, financial issues, or some other life altering event; the need to take a structured approach is appropriate. Like any other curve-ball thrown at us on an emergency scene, life’s emergencies need to be evaluated, mitigated, and restored back to the best condition possible. The biggest benefit to being in the fire service is that at the end of the day you never have to face your problems alone.

I often tell people when I teach the lesson concerning the wellness of first responders to know when to seek help. Often just sharing your problem with someone is enough to give you room to breathe and look at your options. Don’t put on the blinders and face any problem with tunnel vision. Anchor yourself to someone or something that can weather the coming storm and prepare to face adversity with open options. For many there is nothing stronger than the desire to succeed. Life wouldn’t be worth living if everything was handed to you on a silver platter. Embrace your adversity and above all, never give up!

I close this posting with a quote that has helped me when things looked the worst….

“Many of life’s failures are people who did not realize how close they were to success when they gave up.”
– Thomas Edison

Positive outlooks and attitude will carry you far

“In every person who comes near you, look for what is good and strong; honor that; try to imitate it, and your faults will drop off like dead leaves when their time comes.”. – John Ruskins

Through adversity and turmoil we are forged into the people who look back at us in the mirror.  Learning life lessons and imitating the good things of those around us can only improve who we are.  Drawing inspiration and motivation from others allows for a limitless supply of options.

It is true that even the best people, who are a driving force behind movements, have a bad day.  Surrounding yourself with good people isn’t always possible which leaves two options:  follow everyone else’s ups and downs or change your perception to focus on the good.

Like all advice blogs, this is sometimes easier to point out for others to do rather than do it yourself.  In the end, you have to strive to be a better person and even if you fall short, don’t give up or surrender.

I have often talked to people about controlling the things they can and for most situations the only thing that you have 100 percent control over is how you perceive the world.  This key concept will allow you to become a more balanced leader.

Leadership analogy

I was recently asked to write an analogy about leadership and organizational design for class.  I immediately began thinking about the line from Forrest Gump pertaining to a box of chocolates however; further consideration led me to look at it compared to a blueprint for a home.

When we first start our journey as a leader, our blueprint is crude, without depth, definition or detail much like a child had drawn it with a crayon.  Not just any crayon mind you, rather the large ones that have only five colors in the box.  As we grown in our leadership roles and understanding we no longer focus on the shiny new badge and must learn the inner working of our organization.  Now comes a graduation in our design, we start to use colored pencils to add in the details.  Just as a home needs electrical, plumbing and other systems to function, we realize that the organization has needs too.  We begin to look at how the people interact, the goals that are being set and the motivation that drives everyone.  For many of us, this is where our design sits.  We never take the time to further understand the intricacies that add to the functionality and overall look of the blueprint.  For the most part, someone could look at it and say, “Its a house right?”

The hardest step in the leadership progression comes from years of practice and a greater understanding of what makes a leader a leader.  Being able to absorb the principles and theories is not enough to make someone an effective leader.  An architect/engineer could understand every math formula in the world and know the perfect combination of form and functionality however, without being able to apply this information to the real world, it is only speculation.  Just as the master builders have done over the centuries, great leaders must dedicate themselves to becoming better at applying their experience and knowledge.  Taking the knowledge of leadership theory and being able to have the fortitude and integrity to follow it up with action is what will make you great.

To truly progress the quality of our leadership/blueprint, we need to take that next step.  This involves in-depth personal analysis and refining our skills.  Obtaining knowledge, maintaining proficiency, stepping back to see the larger picture along with a full understanding of how to read people is key to graduating to a fine point pen to draw with.  Until we reach this stage, in our leadership proficiency, our blueprint will remain the quality suited for hanging on our parent’s refrigerator.  If you are truly serious about being a leader, this will not suffice, you should reach for a museum quality drawing that others will admire.  In the end, the overall goal is to have a blue print, etched with laser precision, that anyone can look at and say, “You are a great leader!.”

Daily thought series: 9

“Shoot for the moon, even if you miss, you’ll land amongst the stars.” – Les Brow

The officer that accepts mediocrity is actually setting themselves up to receive less than the standard.  Expect high levels of performance, and in the event that those under you are human and fall short of the expectations, they should still be doing better than what is required.  This goes for everything we do. On the other side of this, you can’t expect perfection without being able to accept that they will make mistakes because no one can maintain perfection.  Like most of the things we do, it requires balance.

Complacency Kills

In most cases, complacency will result in the death of a business due to a lack of innovation and progression in a competitive market however, in the business of the fire service complacency can result in actual death.  This complacency does not have to occur on the fire-ground itself, in fact most of the complacent acts begin long before the bell goes off.  Consider yourself to be in the same line of work as a soldier in a war-zone since both have the same deadly consequences.  Do you think the soldier’s first time checking out his rifle occurs during a firefight?  I bet not!  Do you think the first time a soldier trains on strategies and tactics is as he is entering a building full of insurgents?  I bet not!

The truth is, that we are given ample opportunities to prevent death by complacency prior to the emergency tones going off.  The basics of our job is what kills people.  Firefighter doesn’t check out airpack, air pack fails, firefighter dies.  That is the direct line of complacency killing someone.  The less noticeable line occurs through years of “checking boxes” in regards to inspections, training and other mundane tasks.  This type of complacency becomes a tradition that is passed down through the generations of firefighters.  It may not kill you or your crew but a generation or two down the line, it will.

As an officer, there should be a generous portion of energy expended to combat the complacency that occurs when people are required to do the same thing over and over.  Getting involved, incorporating different aspects of training, and requiring your crew to maintain proficiency are all ways to combat this epidemic.  Ultimately, whether on an emergency scene or sitting at the breakfast table with your crew, complacency has the potential of death!

Are we developing the next generation of Leadership?

Many Departments focus on succession planning training; offer classes and have programs designed to develop the next generations of Fire Ground commanders.  These programs are invaluable; however, with declining budgets and many fringe benefits being cut some agencies are seeing these go away.

What can we do in house or even at the company level to train and develop the next generation?  Two quotes that I have always held on to and tried to live are:

“Teach your job to the person below you and learn the job of the one above you.”

And:

“There is no success without a successor.”

Are we developing true leadership?  I am not referring to an individual who can command a fire scene or a company officer who is really good at being first due to the big one; I’m referring to Leadership qualities not associated with decision making on scene.  There are so many qualities of a good leader that I don’t have the time this morning or the space in this post to delve into it- But one of the most important qualities of a good leader is passing on those characteristics and qualities (good ones) to the next generation.  This is often overlooked, or leaders feel that setting a good example is enough.  Others feel knowledge is power and sharing will diminish their power.  ( I believe these individuals to not be true leaders at all, but that’s another subject) What about a proactive approach?  I challenge you to teach your leadership qualities to your subordinates and teach them why your leadership style has developed the way it has.  Do they know what leaderships truly is?  If you educate them on leadership I guarantee you that will challenge you to be even better.   Sit with them, share why you think some aspects are more important than others.  Share your strengths and your weaknesses.  Then they will begin to develop their own leadership style and hopefully will take your passion for leadership with them.  Sharing your weaknesses will not take away your clout; trust me, you don’t have them fooled.  They know your not perfect.

Don’t get me wrong, I don’t believe in “white board” training only, nor do I tend toward the “touchy feely” but I believe this process in leadership development is lacking.  Someday you will promote, and those below you will promote into a leadership role?  Have you done your job to prepare them?

Leadership Competencies

Some people look at leadership as something obtained through years of experience.  The truth is that just being around leaders or acting as a leader is not enough to make you a great leader.  One thing I see a huge problem with is most people don’t have a clear picture of the competencies that need to be fostered and built upon to become a good leader.  There are many models and lists however like many leadership subjects, the military has had centuries to perfect the type of leadership we use in the fire service.  With that in mind I compiled a list of leadership competencies that are required of military leaders in all of the branches of the military.

Exercising Sound Judgment

• Developing and applying broad knowledge and expertise in a disciplined manner, when addressing complex issues
• Identifying interrelationships among issues
• Taking all critical information into account when making decisions

 

Adapting

• Maintain composure in stressful situations
• Work constructively and resourcefully under pressure
• Demonstrate flexibility and resilience
• Seek and accept constructive criticism
• Balance change and continuity

Inspiring Trust

• Establishing open, candid, and trusting relationships
• Treat all individuals fairly and with respect
• Maintain high standards of integrity
• Place mission success over personal gain
• Demonstrate loyalty to the unit, the mission, and the chain-of-command

Leading Courageously

• Display both moral and physical courage
• Maintain and project confidence in all situations
• Project credibility and poise even when challenged
• Show a willingness to take risks and act independently
• Take personal responsibility and accountability for actions
• Maintain focus, intensity and persistence, even under adversity

Demonstrating Tenacity

• Take persistent, repeated action to overcome an obstacle
• Keep with a difficult task even after meeting rejection
• Be resilient

Leading by Example

• Manage and publicly demonstrate personal and professional priorities that are consistent with Core Values and Competencies
• Show subordinates that actions and words support one another
• Embrace and demonstrate qualities of excellent followership

Assessing Self

• Develop a personal leadership development plan that motivates me to pursue further improvement
• Base this development on an increased awareness of personal strengths and weaknesses, values, performance, preferences, and styles
• Understand how these impact my decisions and relationships with others
• Continually learn

These competencies are a place to start focusing on and may require many different skills and traits to be able to become proficient in them.  The key to becoming a good leader revolves around being willing and able to constantly improve yourself to be someone that others want to emulate.

Leading by Example

The phrase “lead by example” is over used whereas the concept behind the phrase is just the opposite.  Many officers demonstrate the skills and values needed to be an officer however once that goal is obtained, they plateau off and become complacent.  The focus on training those under us, should reinforce our own skills but often turns into a session of telling rather than doing.  One of the easiest ways to overcome this is to remove the rank title and evaluate what we truly are as officers.  We are Lead Firefighters.  This means we are just as responsible to upkeep our health and firefighting skills with the added responsibility of knowing what to do.

One thing I love to do with brand new or probationary firefighters is challenge them to a bunker drill.  The winner doesn’t have to do the daily details like sweeping, mopping, scrubbing toilets, etc.  This is not my responsibility normally so it basically gives them the chance to avoid doing something they should be doing anyway.  Many ask why I would be willing to challenge them without having the chance to gain anything by winning.  The truth is, by you winning you have obtained three things:  demonstrated you have maintained the basic skills, demonstrated the ability to do something they should do, and shown them that you weren’t afraid to do the work you ask of them.  In all of the times I have completed this challenge, I have never lost on the first round which is also another positive outcome.  Through friendly competition, I improved the performance of the firefighters under me which helps the entire team.  Beyond that simple exercise, putting on the gear anytime you ask your crew to, goes a long way towards building respect. The basic concept behind leadership by example isn’t for you to do everything with/for your crew but rather to be willing and able to do what you ask them to do.  If I am swamped with reports, I won’t be outside washing the truck or sweeping the floors however, if I am caught up with my work, I am willing to go out and help those under me.

The next portion of leadership by example comes from how you project yourself.  Do you follow the rules?  Do you wear your uniform properly?  The point is, are you the kind of employee you want your people to be?  As a figurehead, the people under you and around you are looking at how you behave, how you handle problems, and how you treat the leaders above you.  If you are setting the wrong example, those under you are faced with a difficult choice.  Do they follow you or do they put you in the category of a leader that has taught them what not to do?  That choice is up to you!

The Importance of Educating Officers

In a career that has long valued experience, the transitional shift has made it necessary for that experience to be backed by higher education.  Let’s face it, the days of only worrying about putting the wet stuff on the red stuff is over.  We are now expected to handle medical emergencies, hazardous materials, and technical rescues.  Plus we are needed to portray a level of professional confidence when putting information out to the public.  I fully support moving the experienced people into leadership positions however, the times demand more than a high school diploma or GED.

There are several complaints that are heard when the subject of needing a college degree arise in a department.  Most revolve around being unable to finance the expenses created by going to college while others refuse to accept that college education will benefit their career.  The one excuse that bugs the crap out of me is “I won’t be compensated if I do get a degree.”  Everything doesn’t have a price.  In a perfect world, the addition of a college degree would add a monetary bonus however; making yourself more marketable and adding self-worth outweighs any dollar amount.  No matter what the excuse, it is difficult to understand how a group of people who are able to adapt to any situation and overcome any obstacle just lay down and give up before even trying.  Look up scholarships, seek out federal grants, get a second job, etc….. the paths to obtain an education are endless.

As someone who waited ten years to return to school, I had many fears and battled the obstacles however, in the end the piece of paper I received was only a token for the journey.  The real reward was facing my fears and overcoming a difficult task.  The review of subjects I hadn’t looked at since ninth grade added to my understanding of certain principles I use at the firehouse everyday.  In addition, the reinforcement of my writing skills has allowed me to write better reports and performance reviews.  Most of the degree programs will give you tools to help make better decisions in life and on the fireground.  The truth about education is that it needs to be a daily addition to everyone’s life, not just leaders or officers.  We harp on exercising our bodies and maintaining a ready status, the same goes for exercising our minds.  Education is the key to the future of the fire service, as a leader you need to set the example and encourage others to better themselves.