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Fire Engineering Talk Radio – Fire and Training

Fire and Training With Douglas Cline

November 13, 2013 at 7:30 pm EST on Fire and Training your host Doug Cline will be joined by Captain Bob Carpenter of the Miami-Dade Fire Rescue. This month’s show will focus in on training. You will want to join in, as during this show, the discussion will be on preparing for next year’s training and putting together a training calendar that will help your organization be compliant with ISO, OSHA and enhancing professional skills development of the personnel for a more effective and efficient emergency response. This will help provide better customer service and a safer fire service.

http://www.blogtalkradio.com/fireengineeringtalkradio

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Posted by dougcline on November 11, 2013 • Filed under: administration-leadership, BECOME SAFE, Doug Cline, Education, Fire Engineering, Fire Fighter Safety, fires, KSA, planning, Professional Development, thecompanyofficer.com, training, training-development

Attitude is Everything

1233701582761_P2020333 It is great to be back after a fairly lengthy hiatus due to the need to focus on the organization I serve Horry County Fire Rescue. Since coming to Horry County Fire Rescue I have had the opportunity to serve with a very dedicated caring group of people who have to overcome a lot of adversity everyday. These great men and women who serve tirelessly everyday serving the over 300,000 citizens and 15million visitors to the Grand Strand each year. With adversities like understaffing, aging apparatus, increased response volume and no pay increase comes the opportunity for individuals to become very negative and even disgruntled. I am sure this was the case with some but the majority always kept that competing edge of a positive attitude even when they were faced with issues. The Attitude is Everything series will embark on a journey looking into the components of just how Attitude impacts organizations and especially leaders. TheCompanyOfficer.com will explore further the concept of Attitude is Everything especially in servant leadership. Stay tuned to as we embark on a journey at one of the paramount times in the year for the fire service as we come together next week in Indianapolis for the 2013 FDIC Conference. I would like to invite you to come to my program Training Today’s Fire Service Wednesday afternoon April 24, 2013 at 3:30 in the Walbash 2 Room at the convention center. I hope to see you there!

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Posted by dougcline on April 18, 2013 • Filed under: administration-leadership, Attitude, Chief Fire Officer, command, command-leadership, company officer, Culture, Doug Cline, Education, Leaderhip, Officer, Professional Development, thecompanyofficer.com, training, training-development, training-fire-rescue-topics • Tagged: Christopher Naum. Thecompanyofficer.com, Doug Cline, future leaders, leadership, motivation, Officer, thecompanyofficer.com, training

Leadership, Purpose, Service and Reason

Leadership, Purpose, Service and Reason

Here are two powerful videos that share important messages that apply to each and every firefighter, company officer and commanders: coming from very different perspectives and areas-But directly applicable, IF you listen to the messages, the themes and relate them to what we do each and every day.

The names and placed change; but the meaning and message behind these words resonate with the traditions, values and virtues of the Fire Service

Four-star General Stanley McChrystal shares what he learned about leadership over his decades in the military. How can you build a sense of shared purpose among people of many ages and skill sets? By listening and learning — and addressing the possibility of failure.

Direct Link to TED: http://www.ted.com/talks/view/lang/eng//id/1112

General Mark A. Welsh III, USAFE CC, speaks to USAFA Direct Link HERE

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Posted by Christopher Naum on November 13, 2011 • Filed under: administration-leadership, christopher naum, Leaderhip, Mentor, Professional Development, Succession Planning, Tradition, training-development • Tagged: christopher naum, courage to be safe, Education, Everyone Goes Home Program, Fier Service Leadership, Fire Commanding Officer, Fire Service Tradition, firefighter, General Mark A. Welsh III, General Stanley McChrystal, Leasdership, National Fallen Firefighters Foundation, NFFF, The Company Officer, thecompanyofficer.com

Paradoxical Commandments of Leadership

Chief Dan Jones, Chapel Hill, NC

1. People are illogical, unreasonable, and self-centered. Love them anyway!
2. If you do good, people will accuse you of selfish ulterior motives. Do good anyway!
3. If you are successful, you win false friends and true enemies. Succeed anyway!
4. The good you do today will be forgotten tomorrow. Do good anyway!
5. Honesty and frankness makes you vulnerable. Be honest and frank anyway!
6. The biggest men with the biggest ideas can be shot down by the smallest men with the smallest minds. Think big anyway!
7. People favor underdogs, but follow top dogs. Fight for the underdogs anyway!
8. What you spend years building may be destroyed overnight. Build anyway!
9. People really need help, but may attack you if you do help them. Help people anyway!
10. Give the world the best you have and you’ll get kicked in the teeth. Give the world the best you have anyway!
     It is always good to be reminded of what we were given as students and mentee’s. This comes at an opportune time in my life to clarify focus, create drive and provide sound direction to my future. I was raised on these commandments of leadership by my mentors, some of the greatest fire service individuals to ever exist. Ironically, I was searching for something else in the office when I ran across an old text book that I utilized when going through the International Society of Fire Service Instructors’ (ISFSI) Company of Development (CODe) Series many years ago. One of the authors of the book ended up being my Fire Chief and Mentor, Dan Jones. The book “Managing People” happened to fall to the floor in my search and opened up to page 32 where the Paradoxical Commandments of Leadership was located.
     Over the past year I have been in many discussions with friends and colleagues across North America about issues that we face daily in the fire service and the many frustrations leaders are having. It often times gets to the point of being somewhat depressing as the future holds so many uncertainties. I know I have had friends with 25 plus years experience layoffs, we see stations closing, training centers shut down and good leaders cut off at the knees by ram-rod political events.
     I believe the book falling open to the page with Paradoxical Commandments of Leadership is one of those events that occur that makes you say…Ok I get it! My frustration with the fire service is like riding a roller coaster. Many issues affect my emotions as I often am finding myself disheartened with the events that have reoccurrence in our business.
     The Paradoxical Commandments were written by Kent Keith in 1968, when he was 19, a sophomore at Harvard College. They were part of The Silent Revolution: Dynamic Leadership in the Student Council, his first booklet for high school student leaders. Here is how it all came about.
     As a senior at Roosevelt High School in Honolulu, Kent was heavily involved in student government. He was student body president and also president of the Honolulu High School Association. He was excited about the challenges of leadership and good leadership techniques.

Kent keith in 1969

     Because Hawaii did not have a student council leadership workshop to train student council leaders, Kent founded the Hawaii Student Leadership Institute, which held its first session in the summer of 1966. This was the first leadership workshop for high school student leaders that was founded and run entirely by high school students.
     Kent went on to attend Harvard. During his four years as an undergraduate there, he gave more than 150 speeches at high schools, student leadership workshops, and state student council conventions in eight states. These were the turbulent sixties, when student activists were seizing buildings, throwing rocks at police, and shouting down opponents. Kent provided an alternative voice. In his public speaking, Kent encouraged students to care about others, and to work through the system to achieve change. One thing he learned was students didn’t know how to work through the system to bring about change. Some of them also tended to give up quickly when they faced difficulties or failures. They needed deeper, longer-lasting reasons to keep trying.
     “I saw a lot of idealistic young people go out into the world to do what they thought was right, and    good, and true, only to come back a short time later, discouraged, or embittered, because they got negative feedback, or nobody appreciated them, or they failed to get the results they had hoped for.” recalls Keith. “I told them that if they were going to change the world, they had to really love people, and if they did, that love would sustain them. I also told them that they couldn’t be in it for fame or glory. I said that if they did what was right and good and true, they would find meaning and satisfaction, and that meaning and satisfaction would be enough. If they had the meaning, they didn’t need the glory.”

In his sophomore year at Harvard, Kent began writing a booklet for high school student leaders that addressed both the how and the why of leading change. The booklet was titled The Silent Revolution: Dynamic Leadership in the Student Council, and it was published by Harvard Student Agencies in 1968. The Paradoxical Commandments were part of Chapter Two, entitled “Brotherly What?”

“I laid down the Paradoxical Commandments as a challenge,” Keith said. “The challenge is to always do what is right and good and true, even if others don’t appreciate it. You have to keep striving, no matter what, because if you don’t, many of the things that need to be done in our world will never get done.”

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Posted by dougcline on May 26, 2011 • Filed under: administration-leadership, Attitude, Chief Fire Officer, command-leadership, company officer, Doug Cline, Leaderhip, Officer • Tagged: Doug Cline, leadership, thecompanyofficer.com

Concord H S Fire Academy: A Model for Training the Future Fire Service

As one walks up to the door of the Concord High School Fire Academy, you can tell that this is going to be a mind opening experience. The sign on the door speaks volumes; “Through these Doors Walks the Future of the American Fire Service”. Upon your knock, the Watch Commander rises to answer the door. The command “Attention on Deck” is given and the recruits all rise to stand at attention to welcome their visitor. The watch Commander asks for your name and announces your arrival. This is a courtesy extended to all adults that visit this classroom. The Chief walks over and welcomes you to the Concord High School Fire Academy which is one of only three such programs in the state of North Carolina. Turning to the recruits, the Chief says “As you Were” and the recruits default to the parade rest position and remain standing. This program is set up as a direct delivery program through the OSFM that does not involve the NC Community College system. There are two other two programs, one at E. E. Smith High School in Fayetteville, NC and Dixon High School in Onslow County NC. These three programs are part of a three year pilot program. The Concord High School Fire Academy is the youngest of the three.

The idea for high school students to be able to take Firefighter I,II certification classes through the community college system has been around for many years through the dual enrollment process. The idea for High Schools to offer Firefighter Certification classes as part of the Career and Technical Education program however, is a much newer idea. Mr. Jay Brooks, the Assistant Fire Marshal of Rockingham County near Eden, NC proposed the idea to Mr. David Barbour, a Trade and Industrial Consultant for the NC Department of Public Instruction. His idea was based on the fact that many high school students across the state were responding to fire calls and they did not have the necessary training to answer these calls safely. His proposal was to have the Office of the State Fire Marshal and the NC Department of Public Instruction join forces to offer Career and Technical Education classes that would provide these students with the Firefighter I,II certification classes as well as provide them with CTE class credits.

These two organizations collaborated and the first three pilot programs were selected. The 2010-2011 school year marks the second year of the 3 year pilot program. If all goes well and the pilot program is deemed successful, the concept of High School Fire Academies will become part of the NC Standard Course of Study. All that will be needed is to have a strong partner agency for the high school to work with to assist with providing the tools of the trade and additional instructors to assist with the practical skills. The Instructors must be NC Certified Teachers as well as Level II Instructors with the Office of the State Fire Marshal qualified to instruct Firefighter I,II classes.

Welcome to the Concord High School Fire Academy! As the recruits enter the classroom, they pick up their ID tag from a ring on the back of the door and walk across the room and tag in on the Accountability Board. Students must tag in and out each class period. If a student is called to the office or needs to leave the class for any reason, the CHSFA has a “2-In – 2-Out” policy and another recruit must accompany them as their “Battle Buddy”. This is Reality Based Instruction. The class is considered a Battalion and each neat row of 4 desks is a Company. The class has a Battalion Chief and each Company has a company officer who holds the rank of Captain. The officers all sit in the rear seats of the class so they can watch over their companies. When the class attendance is taken it is done so as a PAR by company.

Each class period there are the announcements which are performed much like a face to face shift change with the recruits standing at either attention or at parade rest. Once seated, there is the “Morning Minute” and a Fire service quote or a one-liner from Fire Nuggets.com. Then there is the trademark CHSFA Cheer. Chief “Whooo?” Battalion Drill Commander “Who Are WE?” All Recruits shout “CHS Fire Academy CTE – Sir!”. The CTE has two meanings – Career and Technical Education, and the Fire Academy motto which is “Committed To Excellence”. Posted on the wall next to the accountability tags is a sign that says Don’t Train To Get It Right… Train So That You Can’t Get It Wrong. The Academy Motto is “Honor, Service, Pride, Tradition”.
The classroom has a Memorial Wall with the American Flag and State Flag flanking it. It is a black bulletin board with a red stripe. The NCFFF T-shirt is in a shadow box on the wall along with Stickers from 9-11-01, W6, and the C9. At the top of the wall there is a sign that says… WE WILL NEVER FORGET. There is also a plaque with the names of the Cabarrus County LODD’s and a current count of the LODD’s for the US that is kept updated.

As you entered the CHSFA classroom one cannot help but see the 20 sets of used Turnout Gear hanging at the rear of the room on the gear rack that were donated by local fire departments along with 12 brand new fire helmets and CHS Fire Academy helmet shields. MSA Cairns Helmet division was very good to provide these for the academy as was Shelby Specialty Gloves and Majestic Fire Hoods. One also sees the mats used for PT for the Presidential Physical Fitness Award Program. The academy classroom also has several different brands of SCBA for the recruits to become familiar with.

Wednesday is uniform day. The recruits are required to wear the Fire Academy T-shirt and navy blue BDU’s with a plain black belt and black duty boots or shoes. The Introduction to Public Safety class has a red T-shirt and the Fire Science level I, II, III recruits wear a navy blue T-shirt. The Fire Science students actually wear the Class B uniform (T-shirts) every Monday and the Class A navy blue dress uniform shirt with the CHSFA patches on Wednesday. The Battalion Chiefs and Captains wear white dress uniform shirts. All of these are used shirts that have been donated by the partner agency – Concord Department of Fire and Life Safety. The partner agency has also made Photo ID cards for all of the Fire Academy recruits as well.

Whenever a Battalion goes outside of the classroom to participate in Drill, PT, or to train with the CHSFA Fire Apparatus “The Black Widow”, the Recruit Class Guidon must lead. One recruit is designated to guard the Guidon and a relief is appointed at approximately 5 minute intervals. This is another way that accountability is taught and learned through reality based instruction.

The Concord High School Fire Academy has an Honor Guard that presents the colors for many different events including Home Football games, Honor Society Inductions, Graduation, and this fall the Honor Guard was called upon to serve at a military funeral procession. The Honor Guard teamed up with the Police Explorers Honor Guard to begin the Holiday season this year by Presenting the Colors at the Concord Tree Lighting ceremony the night before the CHSFA marched in the Concord Christmas Parade. Early in December the CHSFA also participated in the Kannapolis, NC “Christmas Parade of Lights” night parade.

At this time, the Fire Science – Level I recruits are taking the Fire Prevention Education and Cause class and are working on Fire Safety messages as well as acting out a number of children’s fire safety story books with homemade and commercially available Puppets. Hopefully these will be successful and deliver the messages needed to make many young persons of all ages more fire safe.

The CHS Fire Academy has grown from 20 students in late January of 2010 to the current roster of 110 students during the 2010-2011 school year. Performance has been very satisfactory with the administration of 295 Certification Exams during the first semester along with the completion of the Practical Skills assessments. The pass rate during the first semester was 98 percent. To date, during the second semester the rate has been only slightly lower.

The Firefighter I,II certification classes are instructed over 3 semesters.

Semester I topics include: Orientation and Safety, PPE, Fire Behavior, Portable Fire Extinguishers, Alarms and Communications, Fire Prevention, Education, and Fire Cause Determination, and Fire Hose, Streams, and Appliances.

Semester II topics include: Ropes, Ladders, Forcible Entry, Ventilation, The Art of Reading Smoke, Water Supply, Sprinklers, and Foam Fire Streams.
Semester III topics include: Salvage, Overhaul, Emergency Medical Care, Rescue, Building Construction, and Fire Control – Except for the Live Burn. The Live Burn can be completed after age 18 and after graduation.

The only other class for Firefighter I,II that is not completed in the Fire Academy is Haz Mat Awareness, Operations, and Terrorism. The number of hours required for this class keeps it from being completed along with the rest of the Semester III topics. Recruits can take and complete this class with Dual Enrollment or at another time.

There has been a strong interest in the Skills USA Firefighter Competition Team that has been started this year. Currently there are 14 students that hold practice every Wednesday afternoon. Events that are practiced include: Turnout Gear Racing, Ladder Raise, Forcible Entry, Advancing charged and uncharged Hose Lines, Knots, Obstacle courses with backboards and Stokes Baskets and more… Each Competition Team member has a Resume, practices Interview Skills, and studies extra topics and detail in Fire Science. Two officers from the academy attended the Camp Dixie Fall Leadership Conference at the beginning of the school year so that they could lead and train the Skills USA Firefighter Competition Team. The State competition this year was held in late March and three of our recruits competed and did well. Captain Brandon Blackwelder placed 2nd, Battalion Chief Taylor Beverly placed 6th, and Captain Kyle Franklin placed 7th. Just recently we have learned that Captain Blackwelder will be representing North Carolina at the National Skills USA competition in Kansas City, Kansas in mid June.

The CHS Fire Academy Honor Guard and Officers attended the NC Association of Fire Chief’s Midwinter Conference February 2-6, 2011 that was held at the Embassy Suites Conference Center and Hotel in Concord, NC. The recruits were present as Chief Barlow presented a workshop about the program. The recruits manned a table display showcasing the High School Fire Academy Concept. The workshop was well attended. Mr. Steve Sloan of the Office of the State Fire Marshal’s Office announced to the workshop participants that this program is now being recognized as the model program in the state.

On April 12, 2011, Chief Barlow presented an overview of the CHS Fire Academy to the North Carolina Fire and Rescue Commission at their spring meeting. The Fire and Rescue Commission meets quarterly. The reason for the overview and update was to let the Commission know first hand what is happening with the program since there is so much interest statewide and beyond.

Other major events that the CHS Fire Academy has participated in this year include: Cabarrus County Fire and Life Safety Bowl and the Liberty Mutual Drunk Driving Awareness Crash Car event.
Upcoming events include: The 1st Annual CHS Fire Academy Awards Night, The 1st Annual Firemen’s Day & Muster, Honor Guard performances at the National Technical Honor Society Induction, Two different High School Graduation ceremonies, and the presentation of the colors at the International Association of Fire Chief’s Southeastern Conference in Montgomery, Alabama in mid June, and then the Skills USA National Competition. It has been a busy year so far.

As you prepare to leave the Fire Academy, the Battalion Chief asks if you have time to look over their pride and joy – “The Black Widow”? This is their 1973 American LaFrance Fire Apparatus that is named for the school mascot – The Spiders. The truck is on lease from the Concord Department of Fire and Life Safety for the recruits to use and maintain as their Training Truck and is their source of much pride. Since you do not have time to check it out on this visit, maybe you can return soon and really get a more detailed overview of how this equipment fits in to our overall Fire Academy experience.

Chief – Can I get a Hoorah? Recruits – “HooRah!”

Chief “Whooo?” Battalion Drill Commander “Who Are WE?”
Recruits shout “CHS Fire Academy CTE – Sir!”.

Chief David Barlow was hired as the Chief Instructor for this program after a 33 year career as a High School Science Teacher. His last 20 years of teaching was at Mooresville High School where he retired in June of 2008. After retirement, starting inside of Shenandoah National Park he backpacked the entire length of the Original Blue Ridge Parkway to the Great Smoky Mountains National Park. He has come out of retirement to serve as the Chief of the Concord High School Fire Academy. Chief Barlow is an OSFM Level II Instructor, Emergency Medical Technician, Fire Officer Level III, Technical Rescue Specialist, Haz Mat Technician, and a graduate of the NC Association of Fire Chief’s Executive Development Program. He has also attended the NASA DART Advanced Structural Collapse USAR School at NASA’s Ames Research Center in Mountain View, California. His current and active career as a volunteer firefighter spans more than 32 years.

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Posted by dougcline on May 12, 2011 • Filed under: administration-leadership, Doug Cline, Professional Development, training-development • Tagged: Building Knowledge=Firefighter Safety, competencies, Doug Cline, Fire Service Training, future leaders, thecompanyofficer.com

Often Attitude is the Only Difference between Success and Failure

History’s greatest achievements have been made by individuals who excelled only slightly over the masses of other individuals in their respective fields. I am reminded of this when you look at athletes. Most have significant levels of talent. The same is true for the fire service. Most of our personnel have strong predicated skills, abilities and knowledge. So what puts the people excelling in front of the others? Most times that small difference is attitude. Over the years I have had the opportunity to spend time with many different fire departments. The difference was captured by the late Ralph Jackman, Fire Chief in Vergennes, Vermont. In a conversation standing in the apparatus bay of the Vergennes Fire Department he commented that his department did not have the greatest equipment or the fanciest of fire apparatus. In fact he stated the sometimes struggle with the financial end of keeping up. He did quickly point out that that his personnel had passion, desire and the right attitude to serve, which was the critical factor in the success of the organization. He went on to further reiterate the importance of having a positive attitude and what that brings to the formula of success. He stated, “Give me someone who has a good attitude and I can work with them on the other things.”

Certainly aptitude is important to our success in life or the success of an organization. Yet anyone who has been around the fire service for more than a few days knows success or failure is precipitated more by mental attitude than by mere mental capacities. WE have to recognize the true importance of the total equation I.Q. (Intelligence Quotient) + A.Q. (Attitude Quotient) = Success or Failure. We have all witnessed individuals whose I.Q. was extremely high and their performance was low and the opposite of low I.Q and high performance. The difference in each of these formulas is the attitude quotient. There is very little difference in people, but that little difference, attitude, makes a big difference.

So how do we become successful organizations excelling in all aspects? First we must have talented personnel in place. We must foster positive attitudes. This fostering is critical and it is not just the responsibility of the Fire Chief. Sure it may begin there but the critical dimension is within the officers, especially company officers. It is paramount that officers maintain a strong -positive attitude. The true leaders and trainers of today’s fire service are the company officers. In many organizations it is glaringly apparent that the company officers don’t possess the correct attitudes. This is a serious issue because they begin to affect the troops as their leadership is mostly what these individuals see. Just like cancer growing, attitudes spreads very quickly whether it is positive or negative.
Some Individuals would look at a pile of rubble and say “what a mess” while others will look at the same pile and say “what an opportunity”. Which one of these individuals would you want leading the fire department in your community? Most would say the one who has a vision of what that “mess” could be. This is an excellent example of a positive attitude.

With all this said…how is your attitude? Before you answer, what would others say if they had this opportunity to answer? I encourage you to take a true examination here. As an officer, I hope my personnel have excellent minds and outstanding attitudes. But if I have to choose an “either-or” situation, without hesitation I would want their A.Q. (attitude) to be high!

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Posted by dougcline on April 25, 2011 • Filed under: administration-leadership, Attitude, command-leadership, company officer, Culture, Doug Cline, Education, fire-rescue-topics, Future, Leaderhip, Officer, Professional Development, skills, thecompanyofficer.com, training, Uncategorized • Tagged: attitude, company officer, Doug Cline, leadership, motivation, thecompanyofficer.com, training

Rethinking Learning and Fire Service Training

Sir Ken Robinson makes the case for a radical shift from standardized schools to personalized learning — creating conditions where kids’ natural talents can flourish.

Creativity expert Sir Ken Robinson challenges the way we’re educating our children. He champions a radical rethink of our school systems, to cultivate creativity and acknowledge multiple types of intelligence.

Why don’t we get the best out of people? Sir Ken Robinson argues that it’s because we’ve been educated to become good workers, rather than creative thinkers. Students with restless minds and bodies — far from being cultivated for their energy and curiosity — are ignored or even stigmatized, with terrible consequences. “We are educating people out of their creativity,” Robinson says.

It’s a message with deep resonance. Robinson’s TEDTalk has been distributed widely around the Web since its release in June 2006.

The most popular words framing blog posts on his talk? “Everyone should watch this.”

A visionary cultural leader, Sir Ken led the British government’s 1998 advisory committee on creative and cultural education, a massive inquiry into the significance of creativity in the educational system and the economy, and was knighted in 2003 for his achievements. His latest book, The Element: How Finding Your Passion Changes Everything, a deep look at human creativity and education, was published in January 2009.

The International Society of Fire Service Instructors (ISFSI) presented at FDIC 2011, a full day program dedicated towards advancing two elements forward.

The first was to promote and present the ISFSI’s newly established Accreditation and Credentialing Program and series for Fire Instructors.

In addition, the day long program discussed the evolving elements of learning and education advancements that will not only challenge, but change the way the fire service, designs, develops, delivers and facilitates training, education and instruction.

Flipping the classroom is a phrase you’ll be hearing more about, if you haven’t already.

The one thing that is assured; training, education and learning is going to change and change in a big way, in the very near future- for the future is already upon us.

This video clip from TED provides a remarkable perspective on what is at hand and it speaks volumes.

Our three collective sites, Buildingsonfire.com, CommandSafety.com and TheCompanyOfficer.com are leveraging technology, the robust, emerging and revolutionary ways of integrating technology, media delivery systems and platforms integrating the emerging theories, concepts and ideas on what I have defined as Adaptive Fire Management ^TM(AFM) and the theory of Five Star Command^TM.

We are working hard to bring to you an exciting new way of training, incorporating the best of advancing movement of learning, with the innovation of technology aligned and tempered with the originality of vision and insights from some of the leading fire service leaders in the United States.

It is all about integrating the Art and Science of Building Construction, Firefighting and Command Risk Management for Operational Excellence and Fire Fighter Safety^TM.

Just wait and see what we have in store for you in the months ahead…..

As a practicing or emerging Company Officer, Fire Commander or Fire Instructor are you ready to begin to rethink and reprogram the way the fire service needs to teach, train and educate our current and future firefighters, fire officers, commanders and leaders?
Are your ready?

TED Direct Link; http://www.ted.com/talks/sir_ken_robinson_bring_on_the_revolution.html
TED, link HERE

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Posted by Christopher Naum on April 24, 2011 • Filed under: administration-leadership, Buildingsonfire.com, christopher naum, command-leadership, Commandsafety.com, company officer, Credentialing, Education, firefighting-operations, Higher Education, training, training-development • Tagged: Adaptive Fire Management, Buildingsonfire.com, Chris Naum, christopher naum, Christopher Naum. Thecompanyofficer.com, Commandsafety.com, FDIC 2011, FDIC Training, Fire Service Education, Fire Srvice Training, Firefighting Methodologies, Firefigting Principles and Practices, Five Star Command, Integrated training, International Society of Fire Service Instructors, ISFSI, ISFSI Credentialling Program, Naum, Rethinking Learning and Fire Service Training, Sir Ken Robinson, TED, thecompanyofficer.com, Training-development

The Future of the Fire Service

It is perceived by fire service leaders that fire departments across the United States will see a paradigm shift from just emergency response services to a comprehensive community risk reduction and management focus. This statement is becoming more and more common as you sit and talk with fire service leaders across the nation. National fire Academy Executive Fire Officer (EFO) research documents are being developed and presented on this very topic. It was a discussion topic at the International Association of Fire Chief’s (IAFC) strategic planning meeting. So why do we need to change directions?
The fire service already responds and reactively handles the majority of emergencies and crisis within the community. We need to begin focusing on a proactive approach. With this being said, this would allow for not only a safer community but help focus on the quality of life of our citizens. If we are able to prevent most incidents from occurring the costs of those incidents will be significantly reduced, the quality of life will be improved and the potential for economic sustainability is increased. As government budgets continue to shrink, the impact of budget cuts to departments continue. The impact of these cuts is witnessed almost daily in the fire service with browning out of stations, closing of companies, staff reduction through attrition and yes even critical staffing reductions by employees being laid off. The fire service has reached a new fold in its history. With this new fold occurring we must adapt our philosophies, strategies and even our beloved tactics. When corporations and builders engineer and construct disposable buildings then we need to tactically focus our efforts on engineering and code requirements of automatic fire suppression systems and early detection systems. When the owners and builders ignore this option and a fire catastrophe strikes, we need to utilize the new rules of tactical engagement.
Fire departments will need to shift from traditional emergency responses services and transition into a combination of emergency responses services with a primary focus on being a community reduction team focusing on public safety in a multidimensional approach of safe buildings through code enforcement, building requirements, environmental impact, community safety, responder safety, community health and wellness and community risk reduction through research and education. We will become the mother ship that guides critical thinking in all aspects of safety throughout our community.
The fire service will need to focus on assembling a set of best practices in risk reduction and work diligently to manage risk via educating our communities, proactive engineering practices and code enforcement. However, the fire service does not collect data well at all. We have to transition to being very analytical of collecting certain complete and accurate quantifiable data based upon a standard data model for comparative benchmarking studies.
The battle is won however on the proactive side through risk reduction and risk management. The long term impacts will benefit everyone. Our success will be determined by not solely the retrospective data but community and family buy in. This relates to the true potential risk that exists, verses how it has been reduced.

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Posted by dougcline on February 8, 2011 • Filed under: administration-leadership, Attitude, BECOME SAFE, building construction, command-leadership, company officer, Culture, Doug Cline, Future, Leaderhip, Risk Management, Situational Awareness, thecompanyofficer.com, Uncategorized • Tagged: company officer, Doug Cline, fire service, leadership, Risk Management, thecompanyofficer.com

Two Dates and a Dash in the Middle

What are you going to do with the “Dash?”

Two dates and a dash in the middle…that equates to your day of birth, your life and your day of death. The middle component is symbolized by a dash (-). So what does that dash mean? Well let’s be honest it divides the dates on the grave stone and it is symbolic of your time alive. I heard this as the opening of a church service recently and it hit me like a ton of bricks of just how this symbolizes our time in the fire service especially the portion you are serving as a fire officer.

As a fire officer I am going to challenge each individual who reads this article to live and work the fire service as if you only had one month to live. Recently I was conversing with a good friend in the fire service, Deputy Chief Jeff Pindelski of Downers Grove, Illinois, and we both said it at the same time it is obvious that firefighters and fire officers have lost the passion for the fire service. This concerns me considerably as I have a good ways to go to retire and I am going to see the effects of what this loss will cause. In the 16 Life Safety Initiatives, the first initiative states that we need to define and advocate the need for a cultural change within the fire service relating to safety, incorporating leadership, management, supervision, accountability and personal responsibility. I believe that this loss of passion is the root of the problem. Bottom line if you don’t really give a Damn then there is no passion and no passion leads to lack of leadership, management, supervision and responsibility as an officer. As we see this the way to make this change is that officers should live and perform each day passionately in an effort to change or make the fire service better. So why does this not happen? It is just too easy to sit back and ride the wave and keep the status quo. Well those folks will never leave a thumb print on the organization that way.

This lake of passion will not let you leave a positive mark on the fire service. We see each year over 100 line of duty deaths. We are presented the causes through FirefighterCloseCalls.com, the Near Miss Reporting System and NIOSH reports. My question is why do we keep doing the same things over and over expecting to get different results? My answer is that firefighters and fire officers don’t have the passion to make change. Let’s face it; they obviously don’t love the fire service. I was sitting in a restaurant having lunch on day when an elderly couple comes in. It is obvious that the gentleman was in much better physical condition and health than his wife. But she was meticulously dressed and made up. As she shuffled along slowly the gentleman stood by her side and helped her. They finally made it to the counter, ordered their meal and he proceeded to help her to the table to sit down. All along she shuffled along slowly. This fine gentleman never got hurried or frustrated with her. As she sat down in a booth he had to gently push her over as she was not able to scoot herself. He went back to the counter got the food and brought it to the table. He sat down fixed her food for her, took her hands and prayed. After finishing the prayer the gentleman began to feed her. In seeing this was passion for his wife and true demonstration of love that he had for her. Ok my fellow officers just how many of you have that passionate level of love for the fire service. I would guess not many as I hear frequently what can the department do for me not what I can do for the department.

It is obvious that Ken Farmer in one of his recent Barnyard Management article series hit it on the head…we have got a lot of Kudzu. “For those of you not in the south Kudzu is a climbing, woody vine that is capable of reaching up to 100 feet in trees but scrambles over almost any lower vegetation. It has large green leaves. The scientists say it will grow up to 60 feet in a season and as much as 30 stems from a single root. It was originally brought from Japan to the US in 1876 to the Philadelphia Centennial Exposition as a forage and ornamental plant. Somehow it escaped from a secure greenhouse in Philly and was spread throughout the south by several northern terrorists while on vacation in the south. (Well, if you believe that story…..)

It was actually promoted by the U.S. Soil Conservation Service 1935 to the 1950’s to reduce soil erosion in the South. It worked to hold the soil in gullies and in areas where land was clear cut. Farmers were even paid $8.00 an acre to grow it and more than 1.2 million acres were planted with funds from the government.

After it became difficult to clear and stop, the U.S. Department of Agriculture declared it a weed in early 1953. To even further soil (or sully) its reputation, in 1998 it was declared by Congress as a Federal Noxious Weed. The good news is that no one in the South heard about that law being passed!

So, with such a rich history and so much a part of southern tradition and lore, why do we still make fun of kudzu? Well, that is very easy to answer. Kudzu is a sneaky pest that will cover everything before you can turn around and stop it! On a farm its one of those things that happens before your eyes and you just don’t see it coming. It is almost impossible to kill. Scientists say it takes 20 years to kill it off! We would try almost anything from pesticides to trying to make the cows eat it (the cows graciously refused!) to burning it off. Of course, none of this was successful. So you always kept a sharp eye on it all the time and tried to cut it back every chance you got.

So do you have any kudzu vines in your department or business? You know the type I am speaking about! They sit over there in their office or maybe they work at another station or work site. You never think about them until you realize they have snuck over and covered everyone else with their negative thoughts and leaves. Then you have to get in there and hack away at the plant to try to stop its spread. The first thing you must do it get to the root, just like with kudzu. If you don’t take out the root, the pain (and the weed) will just start growing back the very next day.” Bottom line is we cannot let the poison in. It will spread like Kudzu.

Because we live in a “Me” first world – “I want it and I want it now” We as officers must make some BIG cultural changes. We must be patient and loving like the gentleman was to his wife. Showing passion about the people and the communities we serve. We have to make that dash between the two numbers truly mean something and leave a positive thumb print on the fire service. Officers should perform each day passionately in an effort to change the fire service for the better. Working tirelessly to make the fire service safer, firefighters better educated and our service delivery the best it can be since we have a monopoly on the business in our communities. Bottom line officers need to be just that officers, not coat tail riders.

I want to leave you with a few final thoughts…Who or what are you working for?
1. Other people’s approval?
2. For more toys?
3. For someone else?

Or are you working for the right reasons. Hey folks as firefighters and especially fire officers you have only one option if you are going to do it with passion…LEAD BODLY FROM THE FRONT. Because, you have two dates and a dash in the middle what are you going to do with the dash? What will folks say your dash means when you are gone?

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Posted by dougcline on January 12, 2011 • Filed under: administration-leadership, Attitude, BECOME SAFE, christopher naum, command-leadership, company officer, Culture, Doug Cline, Education, Fitness, Health and Safety, KSA, Leaderhip, line-of-duty, LODD, Officer, training

Today’s Fire Service Officer

: The Emerging Fire Officer

For a Today’s Fire Officer to be truly effective, accountable and responsible to their duties, function and assignments; they must have the requisite training and skill sets that correspond with their job performance and functions. Regardless of your affiliation or membership, career or volunteer, rank or title; if you are performing as an officer in the fire service you need to have the right combination of training to support and augment the experience you obtain while working in field operations or other administrative or staff positions.

The question is do you know what is expected of you? Does your organization provide you with the road map? Is it defined, is it part of the recognized national standards process? It’s no longer acceptable to be functioning and performing in a rank and position of responsibility without the necessary knowledge, skills and abilities (KSA) in order to execute those duties in an effective, efficient and compliant manner aligned with your department’s policies, procedures and standards. The aspect of Officer Credentialing and Qualifications isn’t anything new.

Check out the full article posting on our sister site CommandSafety.com HERE

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Posted by Christopher Naum on November 22, 2010 • Filed under: administration-leadership, christopher naum, command-leadership, Credentialing, thecompanyofficer.com, training-development • Tagged: christopher naum, Commandsafety.com, Fire Officer, fire officer credentialing, Fire Officer I, Fire Officer II, Fire Officer III, Fire Officer IV, fire officer qualifications, Fire Officer Training, Fire Service credentialing and qualifications, IFSAC, job performance requirement, NFPA, NFPA 1021 Standard, NFPA Professional Fire Officer Qualifications standard, Onondaga County New York Executive’s Fire Advisory Board, PRO Board, thecompanyofficer.com, training, Voluntary Fire Officer Qualification Based Credentialing Program

Looking Under the Hood of Your Organization

Excellent driving skills are not the only factors that could prevent a driver from encountering a possibly fatal accident. Your vehicle must always be in tiptop condition for you to prevent any traffic or driving mishaps. Consider this: an ill-maintained vehicle is an accident waiting to happen. Keep yourself and your passengers safe by making sure your vehicle is in excellent condition.
That being said, let’s discuss how your organization is much like an automobile. Keep in mind that any time you are looking under your vehicle’s hood is always the perfect time to examine the different connections, hoses and belts i.e. personnel, policies, equipment, operating guidelines, etc. to make sure that they are damage, wear and leak-free.
If it’s your first time to check under your organization’s hood, then you’ll probably be unfamiliar with all the numerous parts in and around the organization. However, if you make it a frequent practice to check your organization and make sure that everything works, you’ll be able to identify all the different issues and problems in a jiffy. I suggest you procure a model and use it to evaluate any loose connections or changes that might have occurred in your organization.
One common model that is recognized Fire Service wide is the Center for Public Safety Excellence’s Commission on Fire Accreditation International model. Even if you are not looking to become an accredited organization, the self assessment approach has proven to be a sound performance criteria model industry wide.
There are a number of benefits in conducting a self assessment program for your agency. These benefits provide for practical, day-to-day organizational improvements. The hardest component is to be honest in your assessment. If conducted correctly the self-conducted performance evaluation will result in increasing the efficiency and effectiveness of your organization provided that the findings are applied to the planning and implementation activities.
Below are some benefits to conducting the self assessment:
• Quality improvement through a continuous self assessment process.
• Providing a detailed evaluation of the services it provides to the community.
• Identifying strengths, weaknesses and opportunities in the organization.
• A methodology for building on strong points and addressing deficiencies.
• Providing for department growth for programs, services and member capabilities.
• Fostering pride in an organization, from department members, community leaders and citizens.
Through self assessment, a systematic evaluation can be accomplished to determine what is currently going on in the organization, focusing on whether or not the organization is meeting the goals commensurate with its responsibilities. The assessment process is astounding in the clarity it brings an organization’s leaders and members, not only regarding how the organization currently works but how the various parts are interrelated, its overall state of health and, most importantly, what needs to be done to make improvements. You will target and prioritize top opportunities for change and develop detailed improvement plans.

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Posted by dougcline on November 17, 2010 • Filed under: administration-leadership, Attitude, Chief Fire Officer, command-leadership, company officer, Culture, Doug Cline, Education, Fire Fighter Safety, Leaderhip, Officer, thecompanyofficer.com, training, Uncategorized • Tagged: command officer, company officer, Doug Cline, leadership, motivation, Officer, responsibilities, safety, thecompanyofficer.com

What a Difference… A Minute Can Make

Have you ever recognized what a difference a single minute in your life can make? Most of us only count down the minutes at the end of the day near quitting time, or when we are waiting for a big event. We never really recognize just how important every minute is because every minute makes a real difference. It is important to remember that for everything there is a season, a time for every activity.

Be Aware of Critical Moments
A critical moment is when you make a decision that has a critical impact on your life. These can include fire ground decisions, career decisions, attitude decisions or decisions on choice of words. These may last only a few minutes, hours or days. Sometimes these decisions may have impacts that last a life time. Most of our decisions are made in a rapid fire mode and are impacted by attitude. It is important to remember that attitudes are choices or decisions we make.

Some Individuals would look at a pile of rubble and say “what a mess” while others will look at the same pile and say “what an opportunity”. At this moment there is a critical decision going on. Which one of these individuals would you want leading the fire department in your community? Most would say the one who has a vision of what that “mess” could be. I recently had the opportunity to spend some time in the great State of Vermont training with a group of outstanding emergency services professionals in Addison County. What a breath of fresh air. The amount of energy that was delivered to my starving body was incredible from spending just 48 hours with such great fire service leaders. I was able to reflect upon 50+ years of leadership legacy that was still going strong. That’s right; the fire chief of Vergennes Fire Department the late Ralph Jackman had been the Chief for 50+ years. The best part was he looked at everything in a progressive, proactive philosophy of saying “look at that opportunity”. He understood that every minute made a difference and he understood these critical moments and the importance of a positive attitude even when the chips were down and things were not going as he may have hoped or wanted.

As individuals and leaders of the fire service we must look at opportunities with vision. We must be able to decode the “mess” into “opportunity”. It is paramount that we focus on the concepts that it shouldn’t be this way, but we can make it something else. These are truly hectic times we live in, times that can challenge even strongest of seasoned leaders or firefighters.

Regularly ask yourself three (3) questions…

1. Who and what is influencing me?
There are many individuals and things that can influence you. Subsequently you must ask yourself if these influences are positive or negative. Many times your influences can be strong positive ones while other times they can be the negative ones that you fall victim too. It is important to have strong positive influences in our lives. Remember ever time you choose to follow an influence it is a critical decision and becomes a critical moment in your live. “
“Choose wisely Grasshopper”

2. Where does my mind naturally go?
What are you thinking about when you have free time or where does your mind drift off too frequently. Where your mind goes will have a big influence on critical moments in your life. Make sure that the place your mind is visiting is worth being there!

3. What am I passionate about?
What do I really like in life is another way to say this. Well often times when we get to this level of soul searching we can see that we have things a lot better than others. Often times it is a big reality check that we realize we are not following or doing our passions. It is important to make sure that your passion is not a negatively impacting one as well. Remember everything is influenced by our attitudes; you should always be reminding yourself that your attitude is like a disease and is yours truly worth catching.

Don’t Miss Opportune Moments
We should all be reminded just how brief our time being alive really is. None of us will live forever. We are merely moving shadows and all our busy rushing ends in often times nothing. Opportune moments don’t have to be big successes, but can be as simple as learning how to do something new. We are all busy and miss the opportunity to celebrate great moments. So with all this rushing around and what we are missing let’s look at what happens when you get in a real hurry or act in haste…
• You feel stressed.
• You lose your joy…simplified your laughter, special times and moments of impact.
• You are less productive.
• You can’t hear or see anyone.

So if you don’t want to miss opportune moments or act in haste you need to slow done. You may ask, “how do I slow down”? Remember it is important that you work hard but take time to rest as well. I recently was out to eat lunch. A group of pastors were at this restaurant as well. I heard one of the pastors state I always remind my congregation that the Devil never rests, another pastor asked since when did we start following his lead. Silence fell on that group for a moment and the first pastor replies wow I never looked at it like that! So what are some helpful hints to get you to slow down?
• Participate – Go and do more with family friends, colleagues.
• Delegate – Don’t put that big Superman “S” symbol on your chest. It usually doesn’t signify you are “Superman” but more like “Stupid man”
• Procrastinate – Stop and think before you act or speak, often times take more than just a second in this case. I see great leaders take days, weeks and months to act on items to keep from making poor decisions.
• Eliminate – Eliminate all the bad influences, attitudes and passions

Please don’t waste your minutes…they may be running low and you don’t even know it!

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Posted by dougcline on September 2, 2010 • Filed under: administration-leadership, Attitude, Chief Fire Officer, command-leadership, company officer, Culture, Doug Cline, Leaderhip, Mentor, Officer, Professional Development, Situational Awareness • Tagged: attitude, command officer, company officer, competencies, Culture, Doug Cline, leadership, motivation, responsibilities, thecompanyofficer.com

Leadership Influence

An officer best exemplifies leadership by devoting a major portion of his/her time to stimulate continuous improvement in both subordinates and the organization.

Today’s leaders are utilizing contemporary leadership styles. The officer needs to know when to use each of these styles for optimum outcomes within the organization. The four (4) contemporary styles include charismatic, transformational, transactional and symbolic.

Charismatic – Inspires follower loyalty and creates an enthusiastic vision that others work to attain.

Transformational – This style depends on the continuous learning, innovation and change within the organization. True transformational leadership is a rare quality.

Transactional – Involves an exchange between the leader and the followers in which the followers perform tasks effectively in exchange for rewards provided by the leader.

Symbolic – Bases theory on a strong organizational culture that holds common values and beliefs. Leadership starts are the top of the organization and extends downward. Subordinates must have full faith and trust in the leadership of the organization.

To be able to lead a fire department or a company it is paramount that the leader of the group be able to match and effectively utilize any of the various leadership styles based upon the individuals they are leading.

This focuses on truly understanding the organizational theories, interpersonal dynamics and group dynamics of the individuals and groups which make up the organization. We will find that more often than not the leader will be utilizing multiple leadership styles on individuals of the group simultaneously to effectively achieve the desired outcomes. Each of these leadership styles will be a result of the presence of the various leadership traits. It is important for the officer to know the strengths and weaknesses of each theory and style along with being capable of applying the principles that are most appropriate in any given situation.

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Posted by dougcline on August 16, 2010 • Filed under: administration-leadership, Chief Fire Officer, command-leadership, company officer, Crew Management, Doug Cline, KSA, Leaderhip, Officer, Professional Development, skills, thecompanyofficer.com • Tagged: command officer, company officer, competencies, Doug Cline, future leaders, leadership, motivation, Officer, thecompanyofficer.com, training

The Courage of a New Leader

Often in my travels and teaching I am asked by you officers and aspiring officers what it takes to be a good leader or how to become a good leader. I usually respond to that question with a question “What do you think it takes to become a good leader?”
Most respond with the typical answers; knowledgeable, fair, hardworking, etc. Well those are good traits, but let’s dig a little deeper into the meat of leadership and where it begins. Let’s start by replacing leadership confusion with leadership courage. This piece of advice was given to me a long time ago by Chief John R. Leahy Jr. (retired). It took me many years and a few more good mentors to figure out exactly what this truly meant. But I finally got it and it wasn’t all that hard. So let’s focus on replacing leadership confusion with leadership courage.

Don’t’ let your fear confuse the Department’s plan
I can remember a time when my efforts were focused on myself and trying to be the best I could be. Many young officers or aspiring officers get caught up in this drama. They believe that the better they become the better they will be as a leader. There is some truth in this statement, but the meat of being a good officer is much more than having numerous certifications and qualities. You must balance these good components with the courage to believe and support the department and its mission. Finding out the hard way that I could possess many good traits and qualities was not the total answer. In fact it was the smallest portion of the equation. After several years of floundering I finally learned that the most important component in being a leader at any level is being on board and supporting the efforts of the organization. So often I see departments with individuals who are constantly rowing against the Fire Chief, trying to go in other directions rather than the pathway set out by this individual as they try to fulfill the mission. Our fear creates conflict in our lives. The fear is of many things, mostly of change.
The business world is a place of constant change. The fire service is part of the business world whether individuals want to believe it or not. I will guarantee that if you look at any department across the world it is run some what like a business. There are budgets, personnel issues, accounts payable and accounts receivable. If that is not a business I am not real sure what else it could be. So with a fire department being a “business” we should expect constant change. If you look across the United States fire departments are faced with stories of mergers, layoffs and restructuring every day. No matter the scale, when these kinds of changes hit the work place, the literal, situational shifts are often not as difficult for individuals to work through as the psychological transitions that accompany the change. As organizational transitions occur they affect people. These are the individuals who have to embrace a new situation and carry out corresponding change. Leaders find themselves in roles of having to sell these changes.

Don’t let Your Confusion Cause You to Miss the Department’s Goals and the Mission
Fire Departments across the United States have Mission Statements and leader philosophies posted throughout the fire stations. But walk in and ask a firefighter, or even better a fire officer, what their mission statement says and I will bet that they can’t tell you, much less live it. As a leader you must follow suit with the philosophies set forth by the fire chief. Generally these goals and philosophies have an end result in mind. However, with our disciplined attention to detail to focus on the mission, the end results all too often fall short of the goals. As a young leader, have the courage to embrace the leadership philosophies. For a while you are guaranteed to receive ridicule and be called a few choice names. However in the long run you will find that you will become well respected for your consistency and diligence by most.
In my last article Dedication and Commitment “The Guts to Do More” I focused on much of this same material as it pertains to training.

Don’t Let Your Confusion Influence Your Obedience
With any successful department comes a strong vision. This vision is generally set forth by the fire chief. As a young or aspiring officer you must embrace that vision. Think about it: if the leader has no idea what the organization is to become, he or she cannot expect the people to know. No vision causes misalignment and confusion among the members of the organization. Not supporting that vision is just as detrimental to the organization and your leadership ability.
Vision is in direct proportion to accomplishment. The more you envision, the more that can be accomplished. I know by now you are saying this is not how it works! Well, I used to think that as well. I used to see my vision instead of the department’s vision. End result was a catastrophic failure personally and a drag line slowing the organization down.
Have the courage to obey leadership and the mission. These folks are probably not as stupid as you want to believe. There are many factors that play into the formula that you may not be privileged to know or even understand. Again fighting, questioning or rowing against the forward progression can result in a delayed or failed mission.
If you are beginning to see the light as a young or aspiring officer or you are an officer who is trying desperately to mentor a young counterpart, you may be asking your- self , “What do I do now?” Well it is as simple as 1, 2, 3.
1. Refocus on the department and the mission – Begin by putting the department first. As you do this and the success of the department occurs you will see that your success increases proportionally. By being diligently focused on being a team player in leadership you will see that you will develop good qualities and traits. Most of all you will gain respect as you have the whole at heart rather than you as an individual.

2. Release a Gift – Each individual has a gift to give. It is the desire to share that gift that doesn’t always exist. Start thinking of the department more than yourself. By devoting your talents to the department and others you will reap the rewards. Ask not what the department can do for you, but what you can do for the department is a good philosophy to follow.

3. Reach out to everyone – Your ability to help others supports the true mission of the fire service To Protect and Serve.

By taking responsibility for your actions and taking some of the heat off of the team, the department will be able to excel to great level. Most important you are part of the solution, not part of the problem that leads to failure.

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Posted by dougcline on July 7, 2010 • Filed under: administration-leadership, command-leadership, company officer, Doug Cline, Leaderhip • Tagged: company officer, competencies, Doug Cline, Future, knowledge, leadership, motivation, thecompanyofficer.com

Time Management and Effective Fire Companies

All firefighters realize and understand the importance of time when it comes to responding to an emergency incident. Time is recognized as one limited resource that must be maximized in every aspect. A difference in seconds may mean the difference between a fires being confined to the point of origin verses a fully engulfed room or a person being clinically dead verses biologically dead. Time is critical in every case.
But how do we, as company officers, view and utilize time between emergencies? It is common that most fire companies spend less than 10% of their time responding to and mitigating emergencies. The remaining 90% should be spent preparing and engaged in accomplishing the department’s mission.
Time management should be a consideration in the life of the fire department company officer. Failure to maximize available time available impacts the overall effectiveness of the company. It is critical that time management be a part of the predicated skills of a company officer. The more efficient your time management is the more you can focus on the effectiveness. It is the goal of this article to give the company officer, a place to start, regardless of the condition of the organization you are involved with. This starting point will give you guidance to implement a plan for yourself and the individuals of your company. This will enable the entire company to become a more effective unit and be utilized to its fullest potential.
There was a time in the history of the fire service that all we did was sit and wait for the alarm to sound and then we would race to the fire. The outcomes of these fires were never questioned. The integrity of the department was unquestionable. Well, times have changed and changed drastically. Citizens expect much more from their fire departments and they should receive it. In the economically challenged times we are faced with today, we are expected to accomplish more than ever before.
The first thing you must do as a company officer, if you are to effectively manage your time and utilize the company effectively, is to look at the framework in which your company operates. Ask yourself “Does the company have goals, objectives and action plans?” When you evaluate your answer ask, “Are these goals, objectives and action plans designed for the companies and personnel assigned to my station?” When you answer both questions, then ask the final question. “Do I have goals, objectives and action plans?” Obviously the key word in all three of these questions is PLAN. Without planning, no fire company will ever be cohesive, well-trained, productive unit we all strive for.
Planning is a continuous function that reaches well into the future. Planning creates the Global Positioning System (GPS) road map for the accomplishment of certain goals within a given time frame.

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Posted by dougcline on June 9, 2010 • Filed under: administration-leadership, command-leadership, company officer, Crew Management, Doug Cline, Leaderhip, Officer, planning, skills, Succession Planning, Tradition, training, training-development • Tagged: company officer, competencies, decision-making, Doug Cline, Effective Fire Company, future leaders, leadership, planning, thecompanyofficer.com, Time Management, training

Learn as if you were to live forever: Live as if you were to die tomorrow

Back in January I posted an article on The CompanyOfficer.com entitled: Your Capabilities and Future Success. It was about the legendary UCLA basketball coach John Wooden. Coach Wooden passed away at the age of 99 on Friday June 4^th, but his legacy will extend well beyond. Aside from his extraordinary career accomplishments on the court, he is best known for the simple life lessons he was able to identify with and convey. His “Pyramid of Success” remains a must-read book for all aspiring or current company or command officers.

As I was reading the various media articles this morning that defined a career, a lifetime and the man; a quote stood out that reflects highly on all company and command officers that I considered important enough to share here.

The excerpt goes like this; Even with his staggering accomplishments, he remained humble and gracious. Wooden stated he tried to live by the advice from his father : “Be true to yourself, help others, make each day your masterpiece, make friendship a fine art drink deeply from good books-especially the Bible, build a shelter for a rainy day, give thanks for your blessings and pray for guidance every day.”

John Wooden also expressed the following that I find compelling. It was a simple statement that has the power of wisdom and insight. “Learn as if you were to live forever: Live as if you were to die tomorrow.”

Take the time to learn more about Coach Wooden’s Pyramid of Success and look to apply these principles in your current or future positions of responsibility within your organization. The principles and methodologies of the Pyramid of Success have direct relationships and applicability to the Fire Service in numerous areas. Take the time to read his 12 Lessons on Leadership.

Two(2) Must have books for your professional Library by John Wooden include: Wooden On Leadership and John Wooden’s The Pyramid of Success

Check out ESPN’s great posts HERE

The Wizard’s wisdom: “Woodenisms”

Take the time to look at the information available at a number of various web locations; HERE, HERE , HERE and HERE, HERE and HERE

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Posted by Christopher Naum on June 5, 2010 • Filed under: administration-leadership, christopher naum, command-leadership, leadership, Succession Planning, training-development • Tagged: christopher naum, command officer, company officer, future leaders, John Wooden, leadership, Officer Development, Principles, Professional Development, Pyramid of Success, Succession Planning, thecompanyofficer.com, Wooden on Leadership, Woodenisms

Are You Prepared to PREVENT a Line of Duty Death?

Power is the ability to command or apply force.

Authority is the right to command and expend resources.

A leader is one who can generate effective individual and group action to accomplish agency goals.

The fire service is a dynamic profession that is richly steeped in tradition, noble in deeds and calling. We know the fire service to be constant – yet ever changing in today’s society. We have built this profession upon man and machinery in opposition with an uncontrolled force known as fire. The last fifteen years has shown a shift from traditional fire service missions to encompass a wide scope of service deliveries that is ever expanding. We are challenged daily on the way we do business.
These changes have affected not only the fire service as a whole but also each level
within. The importance of competencies for fire officers in skills, knowledge and training is of the essence in today’s fire service. Fire officer cultural and attitudinal changes are the crucial links that will ultimately determine the future of our business.
Each year the American fire service experiences an average of over 100 line of duty deaths each year. Further we know that the amount of working fires are down approximately 66% of what they were in the mid 1970’s. So what is the score card saying? Why do we continue to know the causes of line of duty deaths and do nothing to change? Summed up it is nothing more than attitudes. We need to change our attitudes. There is no where in the corporate world that you could come in and give an annual report that stated we had a good year, we only lost 100 employees that you would not be escorted out the door before you could get your personal items in a box. Ron Siarnicki of the national Fallen Fire Fighters Foundation (NFFF) made this statement in one of there program. Guess what…HE IS CORRECT! Why do we as leaders in this business continue to allow these issues to occur? Why do we continue to deem it an honor to die in the line of duty? Why are we so resistant to change? We call it tradition! Well as a fire chief and a fire service member I have to say, “GET OVER OLD and BAD TRADITIONS, START A SAFE NEW ONE!” Ok, if I stepped on some toes here, GOOD, they probably needed it. We cannot afford to continue allowing the same mistakes over and over again to occur. At some point we have to start saying it is not acceptable to have injuries and Line of Duty Deaths (LODD). We must change this culture and the time is now and it starts with YOU!
A few years ago I was shuttled to the airport following the New York Chief’s Conference in Lake George, New York. I was able to spend that time talking with a Bulgarian student who was asking many questions about the culture of the fire service. I asked me how many people get hurt or are killed doing this job as he had seen T-Shirts this week about this. I was ashamed to say we kill usually more than 100 firefighters a year. He then asked why. Boy did this hit home! We know why and how firefighters die in the line of duty but what are we doing to prevent them? In 2005we had eighty seven (87)line of duty deaths. My question is just how many of these could have been prevented? One area that we know we can control the environment and have good chances of not having a line of duty death is training. But in 2005 we had 10 line of duty deaths in training. This equates to 10% of the total line of duty deaths for that year. Secondly responding to and returning from alarms accounted for 26 line of duty deaths or 59%. Deaths in crashes continue to account for a significant portion of the annual fatalities. How many of these could have been prevented? How many were not wearing their seat belts? How many was speed a contributing factor? To answer the last two questions is far too many. This can be corrected with an attitude adjustment.

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Let’s look at how we can reduce these numbers. We need to first address our culture and make attitude changes. These changes need to be at all levels. We can begin this change today without problems by changing the thought process as new firefighters enter the academies across the United States. We can further push with the existing firefighters. We have to hit the dinosaurs hard because they take the new recruits freshly in the field and create dinosaur eggs that then develop into dinosaurs themselves. The year 2009 we saw a reduction in the line of duty deaths to below 100 again. Are we lucky or are we truly focusing on what the issues are. Thus the culture revolves in a vicious cycle. Ok there is the start but what do we do to impact the fire service?
We need to develop and require Comprehensive Health and Wellness Programs. These programs need to include physical conditioning, medical evaluations, and mental conditioning. With more and more firefighters perishing due to heart attacks and strokes (44 in 2005) we need to make sure that we are in the physical condition to do this job. I further think that the statistics are some what skewed. When we see LODDs of fire service personnel 65 years old or older who die after responses who did not engage in suppression activities it is being question as to where or not these individuals would have had a heart attack even if they were not on scene within that 24 hours. How many departments are providing and requiring comprehensive medical evaluations (NFPA 1582) for all of their members? If you are not, you need to look for a way to make this happen. So many times I hear of how certain medical evaluations have found members of the fire service with health issues they never knew existed. These physicals need to be annually. I recently was running a portion of our physical conditioning program which was a job performance physical agility test. I found one of our more experience personnel to be hypertensive (elevated blood pressure). I refused to let him test and sent him for medical evaluation. Guess what…he is alive today and has begun taking on life style changes and has medication to assist in controlling this issue. He had no symptoms of this condition and was at the potential levels for major problems. Simply as your grandmother would say, “an ounce of prevention is worth a pound of cure.”
Further we need to evaluate and support physical conditioning (NFPA 1583). These need to set personal goals as each individual is different, department goals and standards as to show everyone who performs must be able to perform at a set level.

Lastly, we must have qualitative and quantitative testing of physical conditioning. Not as punishment but as a teaching tool. How many of your members can tell you exactly how long an SCBA will last when they are working at full capacity. As command officers this is important information as we work on scenes and strive to complete accountability of our personnel. More importantly it will keep our personnel safer.
We know this is one of the most stressful jobs anywhere you could travel. So just how well do we condition our folks mentally. Have you ever heard “suck it up it’s your job?” Sitting and talking with some professionals from an FDNY Engine Company they talked about and exhibited significant signs of Critical Incident Stress. This, I am sure, is compounded several times over from the events that affect the lives of these firefighters, but hey lets face facts here. These brothers are hurting and hurting bad. But have we addressed any of this, how about there families? I bet they are hurting too! So what do we do to help this problem? We must provide good Critical Incident Stress (CIS) education and coping techniques not only to the firefighters but also for their families. I know that I have done multiple programs on the east coast about this same issue, addressing firefighters and families together both the firehouse family and our true families all at the table together. This program is titled “Hearts and Sirens” and it explores CIS as it affects both the emergency services working and the family we leave at home when duty calls. My wife tells here heart felt stories of the situations she has had to live through and what helped. Basically we provide education, coping techniques and skills to deal with CIS for families. Let’s face it tough guys, even the hard core folks, struggle with all we face in this job at some point. As they face repetitive issues it becomes cumulative and eventually the levels will build up to the eruption point. This can be prevented and enhance our quality of life with just a little education and swallowing of pride on our part. Face it we are not super human, as much as we wish we were.
Training is the paramount. We must continue to enhance our training in every aspect. This includes going back to the basics. We often see in NIOSH reports where basic and routine components of our job are not performed or are contributing factors to LODD and injuries. So why can’t we do the basics? We have the mentality of hey I been there done that, I don’t need to do that anymore, I have got that down. Ok are you sure? If so show me! If you got it should not be hard or lengthy. Next we need to focus on realism. What are we truly going to face. I deal with the mentality of that wouldn’t happen to us or that’s the big city stuff it’s not going to happen here. Well, last time I checked fire did not discriminate. It does matter who you are or where you are from. Reality check… who would have thought that an aircraft with terrorists on board would crash in rural Pennsylvania. That should prove this point with enough said. We must train hard, train realistically and train often. By doing this we stoke our tool boxes with the right tools for the job.
As we train we as leaders and trainers must make every effort to pull out the stops. We must not accept or condone any type of training environment or attitude that compromises the safety of any firefighter. We must cease pushing the envelope with cowboy tactics that only prove that you can show boat. If this is you I have a message…Your Dangerous and you need to change. We do not need to hurt or kill firefighters to have good quality training. In fact good quality training starts with no injuries and especially no deaths. In research of training line of duty deaths almost every incident could have been prevented.
In closing we must have to courage to say NO and the courage to be safe. It often is not a popular personality folks want to see, but again is it worth dieing for…Most times not! Come on folks, let’s face it, we are not doing everything correct here. We need to change and we need to change NOW!!! Do your self, your firefighters and their families a favor. Help prevent a line of duty death, change the attitudes and culture in your departments and have the courage to be safe! The families at home depend on you to be a leader and an officer. If you are not willing to do as much as possible to help with the change of the culture, do the fire service a favor, RETIRE or QUIT or RESIGN BEING AN OFFICER because you are part of the problem not part of the solution. Help us support the National Fallen Firefighters Foundation and the fire service quest of “EVERYONE GOES HOME”.

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Posted by dougcline on May 17, 2010 • Filed under: administration-leadership, command-leadership, company officer, Doug Cline, firefighter-safety-health, Leaderhip, line-of-duty, LODD, Risk Assessment, Situational Awareness, training-development • Tagged: accountability, company officer, decision-making, Doug Cline, future leaders, leadership, LODD, planning, responsibilities, Risk Assessment, Situational Awareness, thecompanyofficer.com

10 Leadership Lessons

USFA A wise person once said, “It’s not life that’s important, but those you meet along the way that make the difference.” Many people have taught me many valuable, unforgettable leadership lessons. Here are ten I’d like to share with you.

1. Be Cautious of Labels. Labels you place on people may define your relationship to them and bound their potential. Therefore, be cautious of a leader who callously says, “Hey, he’s just a firefighter.” Likewise, don’t tolerate the O-1, who says, “I can’t do that, I’m just a lieutenant or captain.”

2. Everyone Deserves Respect. We often do not respect others and even hang labels on them. Remember the old adage do unto others as you would have them do unto you.

3. Courtesy Makes a Difference. Be courteous to all around you, regardless of rank or position. Fire Department customs, as well as common courtesies, help bond a team. When your daily words to an individual will turn from a perfunctory “hello” to a heartfelt greeting, their demeanor and personality will outwardly be changed.

4. Take Time to Know Your People. Life in the fire service is hectic, but that’s no excuse for not knowing the people you work for and with. For years a hero walked among us at the station and we never knew it. Who are the heroes that walk in your midst?

5. Anyone Can Be a Hero. Don’t sell your people short, for any one of them may be the hero who rises to the occasion when duty calls. On the other hand, it’s easy to turn to your proven performers when the chips are down, but don’t ignore the rest of the team. Today’s rookie could and should be tomorrow’s superstar.

6. Leaders Should Be Humble. Most modern day heroes and some leaders are anything but humble, especially if you calibrate your “hero meter” on today’s athletic fields. End zone celebrations and self-aggrandizement are what we’ve come to expect from sports greats. A real hero will be too busy working to celebrate his past heroics. Leaders would be well-served to do the same.

7. Life Won’t Always Hand You What You Think You Deserve. We in the fire service work hard and, dang it, we deserve recognition, right? However, sometimes you just have to persevere, even when accolades don’t come your way. Perhaps you weren’t nominated for officer or firefighter of the year as you thought you should – don’t let that stop you.

8. Don’t pursue glory; pursue excellence. No job is beneath a Leader. If a Medal of Honor winner could clean latrines and smile, is there a job beneath your dignity? Think about it.

9. Pursue Excellence. No matter what task life hands you, do it well. Dr. Martin

Luther King said, “If life makes you a street sweeper, be the best street sweeper you can be.”

10. Life is a Leadership Laboratory. All too often we look to some school or certification class to teach us about leadership when, in fact, life is a leadership laboratory. Those you meet every day will teach you enduring lessons if you just take time to stop, look and listen.

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Posted by dougcline on May 3, 2010 • Filed under: administration-leadership, Chief Fire Officer, command-leadership, company officer, Doug Cline, Leaderhip • Tagged: company officer, Doug Cline, leadership, motivation, Officer, thecompanyofficer.com

Company Officers are Instructors and True Leaders

As we embark deep into the millennium and a new decade, changes are sure to occur. The fire service will surely see many of these changes. The place that we need to make changes initially is within ourselves as officers. We must be prepared to meet these new challenges and a new decade with a set of fully charged batteries. The task of change is extremely hard, as we are often times nostalgic. However, we must strive to reach new levels in service through education and training. The first taste of leadership in recruit academies is seen by trainees through the instructors and officers they have. As a young officer one of my mentors told me this little secret, “A true instructor is a leader of the future”. With that I had to ask how? My answer was, “you shape the minds and careers of many firefighters through education. By doing so you are leading the fire service of tomorrow.” It was not until much later that I could truly understood what this great leader was talking about. I have found it to be true that you lead tomorrow’s firefighters through instruction today.

An officer / instructor profile needs to encompass several areas to be able to meet these challenges and changes that we will face. First, we must find new motivation. Motivation that exceeds all levels previous. We must bring newfound excitement to the instructional programs we deliver. The excitement level that comes with the officer carries over and motivates the student to the same level or higher. We as instructors must enter the education setting that instruction is to take place with a true teaching attitude not one of just doing the minimum. Officers need to develop the right attitude about instructing. Attitude starts with evaluating whether you are meeting the mission statement of the fire service and your department through the training that you are performing. Secondly, you must evaluate whether your training is realistic. That is, realistic for your operations and equipment. Higher levels of training are great and have their place, but are we meeting the needs of the departments we serve. If not, we need to reevaluate what and how we are teaching. We must find new ways to deliver quality training in a society where budgets are being slashed to below acceptable levels. This will require you as the officer / instructor to be innovative if you are faced with a substandard budget. There are many resources that are available to a department and an officer if we just look for and cease the opportunities that are available. One opportunity that is not utilized by the fire service to the level that it could be is the National Fire Academy and the Learning Resource Center located there. The quality of education provided by the Fire Academy provides for one of the ultimate learning experiences you could encounter. Finally is your training current or out dated. I know that this is a big argument in every department. “We have done it this way for 30 years”, that is well and good. However, is there a more current, more progressive or better way?

The officer / instructor for this millennium is a three-part process that starts with the instructor as I have shown above. It does have two other key components, such as leaders and students. Leaders must take a more proactive role rather than the typical reactive role. Change is easier when affected from the top down rather than from the bottom up. As a leader of a department you must ask yourself several questions; Are we prepared for the changes of tomorrow? Are we currently meeting our training needs? Are we ready for what we are destined to face in the near future? Are we, as a group, willing to change to meet these new demands?

These are some key questions that not only leaders must ask of themselves, but each department and its members must also do this. Remember talk is cheap and your actions will speak louder than words. These actions may be the spark that starts or revitalizes motivation in the organization.

The students also play an interracial part in the training process. A student today must recognize that changes are imminent and concur. This starts with the willingness of a student to be motivated to new levels by their officers, their peers and by themselves. Motivation is the starting point for change. This motivation should bring new or revived energy. This new energy should be focused towards learning new ideas, concepts and techniques. This will require the student to explore new realms of the fire service and the knowledge that is directly associated. Exploration often times means traveling to different areas of the state, region or nation to find new information and ideas. Large symposiums and conferences like FDIC,
FIREHOUSE Expo and others are excellent examples of this travel where you can meet and learn from individuals worldwide. Travel can occur and you never leave the station. When fire journals arrive, do more than just look at the pictures. The availability of information on the World Wide Web is only a simple search away. Read and study how different departments handle responses and situations. Read the articles for more than just leisure reading. Once in these setting you must be willing as a student to explore new ideas. We often forget as instructors that we are also students. Each time you teach, you should be learning. All of these concepts are important, but without discipline to recognize and participate, change will not occur.

As officer / instructors you have an obligation to provide quality education. The future of the fire service depends on the utilization of our talents as educators. You see, the attributes of good instructors coincide very closely with good leaders. Company officers are the true leaders of the fire service.

Knowledge is power, share it!

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Posted by dougcline on March 30, 2010 • Filed under: administration-leadership, command-leadership, company officer, Crew Management, Doug Cline, fire-rescue-topics, firefighting-operations, funding-staffing, Future, Leaderhip, Mentor, Officer, planning, skills, Succession Planning, training, training-development, Uncategorized, USFA • Tagged: company officer, decision-making, Doug Cline, firefighting, Future, future leaders, generations, goals, leadership, mentors, motivation, Situational Awareness, succession, thecompanyofficer.com, training

Shiners, Whiners and Recliners

     I have heard a lot of analogies over my career about the fire service like “You can peal one fire department name off the wall and replace it with another one and it would be the same” and “it is the same circus but with different clowns”. The more I hear this type of talk the more I have come to realize that we got some really big issues at hand that need immediate attention. I have witnessed many events and issues over the years and recently listened to a guest speaker at church talk about recent situations he was in and how his staff reacted. The first thought that came to mind was the fire service. I know that many folks are going to say here is a negative attitude about to come out. Well it just might be but it is reality and we have to face that it is what it is! We have three types of folks in the fire service: Shiners, Whiners and Recliners. So which do you fall into? Let’s take a look at all three and see what we can do to identify their characteristics.
      This group known as the shiners in the fire service is the backbone of keeping the fire service moving and getting the work accomplished. These individuals work tirelessly in efforts to make the fire service more professional, safer ad better educated. They work to improve the safety of the community and give of themselves wholly. So why do Shiners get criticized so much. I recently had a department’s Deputy Chief tell me, “the more we do, the more they are going to expect and that will keep us having to do more, we need to coast for a while. We need to slow some of these folks down so we are not expected to do as much.”
     The “Shiners” are self motivated and they are always looking to make the system better. They are team players and truly care about the fire service. This group of personnel is usually only a hand full in your department. This is not always the case as I have witnessed departments that the majority of the personnel were shiners.
      Shiners are driven to find better ways to do their jobs. Even though a firefighter may have pried open a door on a search and rescue assignment, he may spend his time off thinking of a better or faster way of accomplishing the same task. That firefighter may spend time at construction sites or outside training to find out what works and what doesn’t. The whiners would complain that they had to work too hard, they didn’t have enough help, didn’t have the newest piece of equipment and not enough training. However if they had all they were complaining about it would be something else. These individuals are never satisfied and they try to bring everyone else down to be in their misery. The recliners would do just that, they would be hanging back doing nothing and telling everyone just how much they have done.
     Time and success are very important to the shiner. Shiners are never content with the status quo and tend to be highly organized. To the average person, a shiner’s desire to have things in such an orderly fashion and in control could be considered “obsessive-compulsive.” Shiners also tend to be easily bored, which makes them more inclined to find trouble or become productive. Shiners are always trying new ideas, techniques and looking for a better way. Not embracing mediocrity, they believe if it is not broke lets break it, let’s find a better way.
     Whiners would do just that whine that they are always tied up and they are too busy. They have a tendency to always be complaining and not working. The down grade new ideas and believe status quo is good. It has worked for the last twenty years so why do we need to go changing. The whiners like being bored; it gives them something to whine about.
     The recliners believe success is measured in how much time they can be reclined in the lazy boys resting. Recently I have heard firefighters and officers with the mentality that we are here to run calls and fight fires not all this other busy work crap. The public demands us to be in the stations so they know we are ready to respond. Well from the typical position of feet propped up and head laid back position that is what they see. Unfortunately they never make it out of the station to see that the public and the job demands more.
     Shiners, whiners and recliners, all firefighters don’t tend to be loners; they seek out group activities on the job and off the job. It has been said that birds of a feather flock together. Firefighters work and live in a group environment. From their very first day walking into a fire station, recruits learn that the fire service functions in a team environment. Firefighters train in groups, work in groups, live in groups and eat in groups. This close interaction favors people who are trusting, cooperative, dependable and determined. Because firefighters share so much of their lives with each other, they generally will build team values, foster increased team cohesion, and identify each member’s strength and weakness.
      However, some firefighter personality traits may conflict with the team environment. The fire service is generally looking for people who are assertive, upbeat and talkative. Each of these traits can be of benefit to the group, but they also can be a liability to the team. So the shiners are carrying the recliners why the whiners are complaining about the entire situation.
       In an interesting look at how firefighters work together, a study on work injury frequency and duration found that when firefighters cooperated in groups, injury rates were lower than when firefighters didn’t interact with each other. Firefighters who are reluctant to interact with other firefighters may in fact be reluctant to ask for help when they’re in trouble, possibly leaving them at risk of injury. So we can see that the shiners who most likely are always training and learning are our lowest risk to injuries. The whiners are complaining about something and most likely get out of doing it to speed the operation up and the recliners, well they are the ones who end up injured since they have not trained or worked much with the other groups. Heck it is tough getting up out of the recliner and doing something.
      During my 29 years in the fire service, seldom have I witnessed a shiner give up on a task. Shiners will work at all cost to complete a task or assignment, sometimes placing them self at risk for the betterment of the task. A whiner may complete a task but it usually takes double the time as they have to complain about it for one length and then after realizing they are being forced to do the work get it accomplished…whining the entire time about it. The recliners well it may or may not get done and most times it is the shiners who pick up their slack and get it completed for them.
     Failure isn’t in the Shiner’s vocabulary, so when Shiners are faced with a failed mission, they tend to take it very personally. Some administrators may think that a mission was a success without realizing that the shiner may have viewed the mission in a different light. Sometimes the fire chief’s viewpoint and the shiner’s viewpoint aren’t the same, resulting in conflict. The whiner’s failure is in the forefront of their vocabulary as they will be quick to tell you that this will not work and embrace failure. They then blame it on someone else saying that it was stupid to begin with and they knew it would not work from the start. The recliner’s view on this is well…if we sit around long enough someone else will do it or it will go away and we won’t have to deal with it. Problem is…they are correct, a shiner will pick it up of the mission dies due to lack of interest.
      Firefighting isn’t just a job to the shiner; it’s who they are. Shiners strongly identify with the job, as evidenced by the off-duty clothing, homes and vehicles of many. They’re highly dedicated people who love nothing better than a bigger and better challenge. On the flip side, a shiner who loses his or her job because of layoffs, early retirement, disability retirement or regular retirement will lose this identity, which can be personally devastating. Whiners do what they do best they whine but they are in the same boat here as the shiners if they would lose his or her job because of layoffs, early retirement, disability retirement or regular retirement will lose this identity, which can be personally devastating. Why because they like the sense of belonging to have something to whine about. They have to start all over again in some cases. Most whiners are whiners in all aspects of their life so they will transition easier than the shiner. Recliners will embrace this because they get to do more of what they like.
     Another common denominator in many shiners’ personalities is the burning desire to help people. Shiners enjoy helping out people in need. Firefighters are people who will place their own lives in jeopardy in order to save a life. They enter the fire service knowing that the fire service is a high-risk occupation and that they will place their own lives on the line for others. The whiners hold the same desire at a lesser level but like the fact they get to whine about having to do something. The recliners got into this because of the ability to hang out, do nothing and be involved. Shiners in their off-duty time have a tendency for volunteering with local civic groups or raise money for Muscular Dystrophy Association in an effort to help others. You rarely see a whiner or recliner involved in an event like this unless there is something in it for them personally.
     Well what I have described is the shiners, whiners and recliners theory. I know that this is a different piece under leadership, not politically correct and made a bunch of folks mad, but it has value. The value is these are the types of people you are forced to manage and deal with on a daily basis. My advice is to keep the shiners motivated, give the whiners plenty to whine about and the recliners move them to the busiest station where they can’t recline or just get rid of them, they are dead weight.

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Posted by dougcline on March 17, 2010 • Filed under: administration-leadership, company officer, Crew Management, Doug Cline, Future, Leaderhip, Officer, Situational Awareness, training • Tagged: accountability, assessment, company, company officer, Doug Cline, leadership, Officer, responsibilities, thecompanyofficer.com

Leadership Suicide; “Failure to Focus on the Future”

Leadership Suicide; “Failure to Focus on the Future”

I hear this phrase from fire officers across the United States, “You just can’t find good people today. They just aren’t like we were at their age.” So what does this mean? Some may say that the future isn’t too bright looking at the current generation. Others may say, “What is wrong with us?” I say if you asked the officers who trained us, they said the same thing about us, “You just can’t find good people today. They just aren’t like we were at their age.” So is the fire service really that bad now? I say no, we aren’t that bad but we could always improve what we are doing and I believe succession training is the key. Teach others from our mistakes and victories.

A successful leader must have a well defined vision of where the organization is going. Often times you can measure vision as it is in direct proportion to accomplishment. As we begin to develop the future generation of fire service personnel we must navigate that road with vision. Vision is like a navigational system guiding you precisely from point “A” to point “B”. With vision we must be focused on the mission as well. Like vision, the mission gives a successful leader a sense of direction and purpose. This same mission gives personnel and future leaders the same sense of direction and purpose.

As we navigate our pathways of development we must learn not to utilize a “shoot from the hip” philosophy. We must learn to set SMART Goals. SMART is an acronym standing for specific, measurable, achievable, realistic and time dimension. As we set goals we must set specific or well defined goals that can be measured. Measured is usually specific to statistics or set time tables. The realism is often the area leaders fail in. They either set the goals out of reach and they fail or set them too easy and never excel. Setting realistic goals means to set them where you have to stretch yourself but not fail in doing so. Without a time frame, the goal becomes merely a wish or dream.

As officers and leaders we are faced with developing the future leaders of the fire service. I often look around and see officers not setting a very good example in all aspects of the fire service. If you picture an individual you consider to be a great leader, like Dennis Compton, I can promise you will find one trait that they will exhibit…That is they will show integrity in all that they do! To have integrity you must have strong values like innovation, honesty, a positive attitude, team work, mercy and many more. But most of all you must take responsibility for your actions. I far too often see officer’s sell their subordinates down the road for their mistake.

Here is a responsibility check:

Do you get defensive when you are criticized?
Do you learn from your mistakes and start fresh?
Are you comfortable in admitting when you made a mistake?
Do you try to hide your weaknesses?
How do you feel when you make a mistake?
How does it feel when others know you made a mistake?

Depending on how you answer these questions will determine if you are willing to take responsibility for your own and others actions.

So we are at a point in the article where I ask myself: “Do I take you down the road to bashing you or do I take the high road?” Well if I want to commit leadership suicide I begin blaming you. But I want to take the high road here. So what do we do to correct the old saying, “You just can’t find good people today. They just aren’t like we were at their age.” You begin by promoting education and innovation. The more training and education the next generation can receive the better they will be. The problem is some of us old guys are just not the most willing to give up that information. We are afraid that we may not be the leader anymore. I got news for everyone out there, sooner or later you won’t be the leader, and so does it really matter? Besides if we utilize the knowledge the younger generation has and add it to our already gained knowledge, I don’t think we will get over run before our time.

Allow for mistakes. This is a hard one. But look at it this way, when they make mistakes they have learned one more way that doesn’t work, they didn’t fail. If you allow for mistakes I will promise you they will soar on wings like eagles.

Be adaptable and proactive to change. A lot of the problem with the younger generation is not them – it is us! Ouch that hurt didn’t it. That’s correct I just bashed us. We are so set in our ways that many of us can’t change or adapt to something new. I had a firefighter tell me that he had been on the job for 25 years and a few little changes had him so confused that he did know what to do. This is a prime example of the inability to be adaptable to change. These changes put this firefighter outside of their comfort zone and he was not willing to adapt. Change is inevitable. You better get ready because it is going to happen whether you are ready or not.

Listen to understand. As leaders we commit suicide by not actively listening. Wise people will listen and learn more. By not listening we are not truly communicating. So as a leader how many times have we not truly listened to our youth and we just blame it on their ethics. Maybe if we would slow up and open our ears we may hear what the true message is: “Help me and teach me in a way I can understand.” Ouch, hit another nerve. That’s correct we have to adapt to their way of learning and educate them so we can create a bright future. The way we learned is not how they learn today. We didn’t wear breathing apparatus in the 70’s either, but does that make it correct today?

Link recognition and rewards to their performance. By making these visible we enhance their egos and everyone has an ego to some degree. I was taught that you need to clearly define the goals and expectations, make it sincere, meaningful and unique and accept nothing less. As these goals and expectations are met recognize them and give a reward. Think about it, what motivates you?

Finally promote win-win thinking. This will set the stage for many things to come. So how many toes are hurting right now? Well I know one person who just got their toes stepped on…ME!

It is far too easy to fall into the old mind set and forget about being proactive, setting SMART goals or even giving the true effort to develop our future. As an officer and a leader we are charged with many duties, the failure to focus on our future is a critical failure that has catastrophic consequences. We must step up to the plate. As the leaders of the fire service, we must have to have the Guts to Do More. We must set a precedent for the future. We begin that precedent with the instructor in the mirror. We have an obligation of dedication and commitment to educating the future of the fire service.

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Posted by dougcline on February 14, 2010 • Filed under: administration-leadership, command-leadership, company officer, Doug Cline, Future, Leaderhip, Mentor, Officer, planning, training, Uncategorized • Tagged: company officer, competencies, Future, future leaders, leadership, mentors, motivation, succession

Leadership and Management

45104737 Both leadership and management are important and have their place. it is important not to confuse the two as they are different. Leadership is the skill and an attitude that enables one to get others to accomplish the objectives or goals that have been established. Management is the ability or skill of controlling resources, activities or tasks during the accomplishment of a objectives or goals. It is important to realize that these two concepts work synergistically together and that one without the other is not going to be very effective. “leadership is doing the right things, management is doing things right”, according to Doctor Warren Bennis of the University of California.

We can break this down a little further for understanding. We manage resources but you must lead people. The application of leadership and management will vary based upon several components; the resources at hand, the people, the confidence and abilities of the fire officer. Each officer will develop their own style. It is important to have a harmoneous balance between management and leadership. This balance will be dictated by the objectives or goals to be acheived.

There are three basic supervision styles; Autocratic, Democratic, Laissez-Faire.
Autocratic – I Decide
Democratic – We decide
Laissez-Faire – You decide

Effective Company Officers must have a mastery of all three styles and learn through experience which is the best style for every situation. Remember this is a learning process to reach “mastery”. You will make mistakes along the way in choosing the right style for a given situation. That is normal and it becomes a great basis for future decision making. When you make a mistake in choosing a style of supervision it doesn’t hurt to be humble with your personnel and let them know you made a mistake and you recognize it. When they recognize your sincere efforts to improve your supervision, you will gain respect from them. Remember respect is best earned not demanded.

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Posted by dougcline on February 1, 2010 • Filed under: administration-leadership, command-leadership, company officer, Crew Management, Doug Cline, Leaderhip, Officer, skills, training-development • Tagged: company officer, Doug Cline, future leaders, leaders, leadership, Officer, thecompanyofficer.com

True Passion

Good to Great…How many times have you heard that buzz phrase in the last three years. Maybe you never even gave it much thought till now. So let’s take this opportunity to dissect the concept. Good… If you would ask most any company officer or firefighter if they were a good company they would most likely reply yes. If we posed the same question only changing company to department the most common answer would be yes. In general conversation this same group would use the word good in describing most of their collegues. So why do they use good and not great? What does it take to go from Good to Great?

There are a lot of philosophies on what it takes to be great. Here is the only issue, once you set a goal to move you from good to great and it is achieved…are you great or is it the norm now. Basically you should be focused on continual improvement and never satisfied with “Status Quo”. There are many actions, achievements and items that may classify you as good to great, however, we should not forget that we are a service delivery organization and we are only as good / great as we are perceived by our customers. There is not many days that go by that I don’t hear a comment, read an article, get a phone call or email about what a brother or sister firefighter has done in this business. These range from certifications to speaking engagements to articles published. The list could go on and on. The ones that truly touch me are the ones where we the fire service provide what I will call “True Passion” for the business. Each day thousands of these incidents occur where “True Passion” is demonstrated by the fire service worldwide. I would like to take this opportunity to share one of these “True Passion” cases from my home department, High Point Fire Department. Here is the letter written by one of the crew members:

On December 14, 2009 Engine 9 was staffed with FEO Travis Thompson, FF Lamar Sullivan and myself (FF Derek Way). Captain Richard Trexler II was on vacation. On this date Engine 9 responded to a call on 604 Hickory Chapel Road for assistance needed by the police department. Upon arrival Engine 9 found a High Point Police officer at the front door stating that a lady needs help inside the residence. We found an 84 year old female laying face down on the floor beside her bed. The patient stated that she had fallen and had been on the floor for 3 days and that she needed help getting up. Engine 9 assisted the patient with getting up and helped her to a chair in her bedroom. The patient was alert / oriented and stated that she had fallen in the kitchen on Thursday, December 10, 2009, and had to crawl from the kitchen into her room. When the patient fell she was at the refrigerator and the door was left open, so all of the food had spoiled. This lady did not have anything to eat or drink for 3 days, was very weak and sore.

The patient stated that she did not have any food and that she would eat the next day when “Meals on Wheels” brought her something. When the patient said this Acting Captain Travis Thompson immediately asked FF Lamar Sullivan and myself if we minded giving our leftover dinner to this lady. We both agreed and thought it would be a great idea. By this time GCEMS was already on the scene, stated that the lady needed to eat and drink immediately. Acting Captain Travis Thompson told EMS that we had leftover food at the station and that we would like to get this food so that the lady would have food. We returned to the station, picked up the food and returned back the scene and gave it to the lady. By the look on the patient’s face I could tell that she was truly touched by having the food brought to her and was very thankful. I feel that by Acting Captain Travis Thompson offering food to this patient in need, he made the High Point Fire Department shine. This gesture not only touched the patient medically and physically, but personally touched her by knowing that FEO Travis Thompson truly cared about her wellbeing. I know some people are quick to write letters complaining about things but I thought that Acting Captain Travis Thompson’s actions were outstanding and thought that someone should know.

This is a prime example of Good to Great mentality. This is only one example of many that could be shared from fire departments across the world. Sadly the opposite outcome exists. There are companies who would have never put that personal touch into a call.

Captain Trexler:
It is good to see that your leadership carries on even when you are not present. You lead by example and try to do the right things. This attribute is tremendous in the fire service today as we don’t see that as much as we should. I am truly proud of your leadership and teachings to your crew as it shows as your the level of professionalism exemplifies that of a great company officer.

FEO Thompson:
As an acting officer your ability to step up an lead shows a promising future for you. Your ability to carry on the vision and mission set by HPFD and your Captain shows that your focus is on customer service and is sincerely from a caring heart. Your actions and thought process demonstrated the highest level of servantship…giving and caring for those in need

FF Way:
I ability to recognize what is excellent leadership is an outstanding trait. Your humbleness of recognizing a peer who has acted in excellence is one of a true servant and steward to mankind. This trait is the foundation of an excellent leader.

As a member and officer of the fire service for many years I am extremely proud of each and every firefighter and officer who have “True Passion” for your contributions truly make a difference everyday. Thanks for your tireless work and professionalism.
My questions to you:

Do you have the “Good to Great” mentality?
Do you have “True Passion”?
It takes both to be a good Company Officer!

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Posted by dougcline on January 21, 2010 • Filed under: administration-leadership, command-leadership, company officer, Doug Cline, Leaderhip, Mentor, Officer, operations, patient-management, Situational Awareness, Uncategorized • Tagged: company officer, Douglas Cline, fire service, leadership, Situational Awareness, thecompanyofficer.com

The Many Roles of the Company Officer

There is more to being a Company officer than managing emergencies. In fact most companies spend less than 10% of their time handling emergencies. When the company is in the fire station the officer is managing routine activities and managing a portion of the organization. At this level, company officers manage people, equipment and time.
With less than 10% of the time spent handling emergencies, this means that greater than 90% of the time is or should be spent on other department activities to include training for emergencies, personnel development, pre-planning for emergencies, public fire and safety education, fire code enforcement, physical conditioning and maintaining equipment / facilities. Regardless of what the activity may be the company officer is expected to lead the company through planning and managing of resources.
Ever really wondered what your role you played as a company officer? I can promise you the list is larger than you think…take a look!
• Coach
• Communicator
• Counselor
• Decision maker
• Evaluator
• Firefighter
• Innovator
• Instructor
• Leader
• Facilitator
• Manager
• Motivator
• Mediator
• Public Relations
• Role Model
• Safety Officer
• Student
• Supervisor
• Writer
• Mentor

So it is fair to say that when a firefighter accepts the role of Company Officer, They become responsible for not only themselves, but for others to include the public.

Photo taken and copyrighted by Fire Photographer Lisa Charpentier Leth-Nissen, NREMT-P

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Posted by dougcline on January 18, 2010 • Filed under: administration-leadership, command-leadership, company officer, Doug Cline, Leaderhip, Mentor, Officer • Tagged: thecompanyofficer.com

Your Capabilities and Future Success

“Success comes from knowing that you did your best to become the best that you are capable of becoming.”

John Wooden

John Wooden coached the basketball team at UCLA for 27 years. Under his leadership, the Bruins won 620 games and lost just 147. They won ten NCAA championships, and went undefeated through four different complete seasons — 1963-64, 1966-67, 1971-72, and 1972-73. Wooden’s Bruins established a still-standing record 88-game winning streak, before losing on 19 January 1974 at Notre Dame, 71-70.

Coach Wooden is renowned for the development of his Pyramid of Success. The principles and methodologies of the Pyramid of Success have direct relationships and applicability to the Fire Service in numerous areas. His building blocks for success included:

Industriousness
Enthusiasm
Friendship
Loyalty
Cooperation
Self-control
Alertness
Initiative
Intentness
Condition
Skill
Team Spirit
Poise
Confidence
Competitive Greatness

ENTHUSIASM: Brushes Off Upon Those With Whom You Come In Contact. You Must Truly Enjoy What You Are Doing. Your Heart Must Be In Your Work.

INDUSTRIOUSNESS: There Is No Substitute For Work. Worth While Things Come From Hard Work and Careful Planning.

FRIENDSHIP: Comes from Mutual Esteem, Respect, and Devotion; Like Marriage It Must Not Be Taken For Granted But Requires A Joint Effort

LOYALTY: To Yourself and To All Those Dependent upon You. Keep Your Self-Respect

COOPERATION: With All Levels of Your Co-Workers; Listen If You Want To Be Heard. Be Interested In Finding the Best Way. Not In Having Your Way.

SELF-CONTROL: Practice Self-discipline and Keep Emotions Under Control. Keep Judgment And Common Sense.

ALERTNESS: Be Observing Constantly. Stay Open-Minded. Be Eager To Learn And Improve. Be Quick to Spot a Weakness And Correct It or Use It.

INITIATIVE: Cultivate the Ability To Make Decisions And Think Alone. Desire to Excel. Do Not Be Afraid Of Failure, But Learn From It.

INTENTNESS: Set A Realistic Goal. Concentrate On Its Achievement By Resisting All Temptations And Being Determined And Persistent.

CONDITION: Mental – Moral – Physical Rest, Exercise, and Diet Must Be Considered. Moderation Must Be Practiced Eliminate Dissipation

SKILL: A Knowledge Of and The Ability to Properly And Quickly Execute The Fundamentals. Be Prepared. Cover Every Detail

TEAM SPIRIT: A Genuine Consideration for Others. An Eagerness to Sacrifice Personal Interest Or Glory For The Welfare of All.

POISE: Just Being Yourself; Being At Ease in Any Situation.

CONFIDENCE: Respect, Without Fear. Confident; Not Cocky. May Come From Being Prepared And Keeping All Things In Proper Perspective.

COMPETITIVE GREATNESS: “When The Going Gets Tough, The Tough Gets Going” Be At Your Best When Your Best Is Needed. Enjoyment of Difficult Challenge

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You can download a copy of his Pyramid of Success directly from his site. Take the time to go to his site and learn more about this concept and how it can help you as a company officer achieve greater success in your pursuits and endeavors. John Wooden also developed what he called his mortar blocks that consisted of;

Ambition
Sincerity
Adaptability
Honesty
Resourcefulness
Reliability
Fight
Integrity
Patience
Faith

Take the time to look at the information available at a number of various web locations; HERE, HERE , HERE and HERE.

Two(2) Must have books for your professional Library by John Wooden include: Wooden On Leadership and John Wooden’s The Pyramid of Success

As an aspiring, new or seasoned company officer, this is a must read and integration of these concepts, principles, values and philosophy into your work practice and way of life. More on Wooden and this Pyramid of Success in future postings.

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Posted by Christopher Naum on January 14, 2010 • Filed under: administration-leadership, christopher naum, command-leadership, company officer, Future, Leaderhip, Mentor, Officer, skills • Tagged: Application, Behaviors, christopher naum, Education, John Wooden, leadership, Philosophy, Principles, Pyramid of Success, skills, Success, thecompanyoffcer.com, training, traits, Values