Adaptive Fireground Management for the Company and Command Officer
This program presents insights into emerging concepts and methodologies related to the unique challenges during combat structural fire engagement that require refined strategic, tactical and operational modeling due to extreme fire behavior, building construction and occupancy risk. The principles of Adaptive Fire Ground Management (AFM) will be presented along with integrated discussions on:
Predictive Risk Management, Command Resiliency, Tactical Patience & integration of Five-Star CommandTM model will be presented with discussion on key Building Construction Systems and Occupancy Risk factors for company effectiveness, operational excellence and firefighter safety
The program will integrate key case studies, lessons from the fireground, insights into emerging fire ground tactical theory with a focus of understanding occupancy risk with today’s Buildings on fire.
This is an interactive and thought provoking program that challenges conventional fire service paradigms and explores leading edge theories and fire servicediscussion points from across the American Fire Service profession.
This program is for ALL levels of rank and experience, not just officers.
Friday March 8th, 2013 • 0900-1600 hrs. $50.00 per Student
Registration Opens at 8am Columbus FF Union Hall
Station 67, 379 Broad Street, Columbus, OH 43215
CEU: 6 hrs. Provided by Columbus State Community College | Meet & Greet Immediately Following
Analysis of Firetruck Crashes and Associated Firefighter Injuries in the United States
New study came out last month in the Annals of Advances in Automotive Medicine entitled “Analysis of firetruck crashes and associated firefighter injuries in the United States.” The authors state that there are some 30,000 firetruck crashes each year and that it represents the second leading cause of death of on-duty firefighters. Their research indicates that much more emphasis is needed on improving seat belt use.
Take the time to read the report. Additionally, a timely video production on Company Officer Responsibilities, Shared responsibilities for Apparatus Engineer/Driver and the entire crew related to seat belt use, response mode, defensive driving and the need to arrive to make a difference…
Approximately 500 firefighters are involved in fatal firetruck crashes each year and 1 out of 100 of these occupants dies as a result of the crash. Despite changes in regulations that govern fire vehicle safety, the average fatality rate per year has remained relatively stagnant. Rollovers are the most common crashes that result in firefighter deaths (66% of all fatal firetruck crashes), and a majority of those fatalities were unrestrained occupants. Redesigning and improving firetruck restraint systems could reduce the number of injuries and fatalities that occur in firetruck crashes, but the restraint systems will only be effective if firefighters buckle them in while riding in the apparatus
Motor vehicle crashes are the second leading cause of death for on-duty firefighters. Firetruck crashes, occurring at a rate of approximately 30,000 crashes per year, have potentially dire consequences for the vehicle occupants and for the community if the firetruck was traveling to provide emergency services. Data from the United States Fire Administration and the National Highway Traffic Safety Administration shows that firefighters neglect to buckle their seatbelts while traveling in a fire apparatus, thus putting themselves at a high risk for injuries if the truck crashes, especially in rollover crashes. Despite national regulations and departmental guidelines aiming to improve safety on fire apparatuses, belt use among firefighters remains dangerously low. The results from this study indicate that further steps need to be taken to improve belt use. One promising solution would be to redesign firetruck seatbelts to improve the ease of buckling and to accommodate wider variations in firefighter sizes.
Each year, an average of 100 firefighters die and 100,000 firefighters are injured in the line of duty from a variety of causes including, but not limited to, extreme physical exertion, underlying medical conditions, and motor vehicle crashes (United States Fire Administration, 2011). The United States Fire Administration (USFA), an agency of the Department of Homeland Security, cites motor vehicle crashes as the cause of death for between 20–25% of the annual line-of-duty fatalities. Motor vehicle crashes are the second highest cause of death for firefighters. The leading cause of death is stress and overexertion which accounts for approximately 50% of the fatalities. Other significant causes of death in the dataset include: caught/trapped (10%), fall (5%), collapse (3%) and other (7%) (United States Fire Administration, n.d.). Firetruck crashes, although rare in comparison to non-emergency vehicle crashes, tend to have grave consequences for firetruck occupants and for occupants in other vehicles involved in the crash. Despite revising national standards to improve firetruck safety and reduce firefighters’ risk of injury and fatality, the annual injury and fatality rate has remained essentially unchanged over the past decade.
The USFA has openly prioritized reducing firefighter risk as its number one goal (United States Fire Administration, 2010), intending to accomplish it through injury prevention and mitigation strategies to reduce the total number of line-of-duty injuries and fatalities.
This paper investigates the characteristics of fatal firetruck crashes and identifies some underlying issues that may lead to increased firefighter injury and fatality risk while riding in a fire emergency vehicle. The data presented comes from two different national databases with varying degrees of crash-level and occupant-level information.
Analysis of Firetruck Crashes and Associated Firefighter Injuries in the United States REPORT HERE
Raleigh Rollover: This video was shot by the Seattle Fire Department and created by Nuvelocity for training, educational and safety purposes for the annual Fire Department Instructors Conference in Indiana. We edited their footage into a dramatic and powerful story. http://www.seattle.gov/fire/http://www.fdic.com/index.html
On Saturday, November 17, members of the National Fallen Firefighters Foundation and Memorial Weekend Staff attended the Fireman’s Ball to present the Everyone Goes Home® Seal of Excellence to the department for its commitment to promoting firefighter safety.
“Under Chief John McGrath’s leadership, the Raleigh Fire Department has been a champion of firefighter safety and successfully has implemented the themes and concepts of the Life Safety Initiatives,” said Victor Stagnaro, director of fire service programs for the Foundation. “The department has focused on excellent customer service, professional service delivery and operational readiness through training and discipline. These characteristics epitomize the Seal of Excellence,” he explained.
A single incident reinforced the importance of fully embracing the tenets of the Initiatives. On July 10, 2009, Ladder 4, a tractor drawn aerial ladder, was involved in a single vehicle accident while responding to a report of a structure fire. Fortunately, there were no fatalities and all the members riding on the apparatus returned to work. Afterward, Chief McGrath and the members of the Raleigh Fire department committed themselves to preventing this type of incident from happening again.
The department sought out the best national training models to provide to its members. After researching the best practices related to apparatus driving, they joined forces with the Seattle Fire Department which was working on a comprehensive training program related to driving tractor-drawn fire apparatus. The result was an extensive training program for the apparatus drivers of the Raleigh Fire department and greater levels of protection and accountability within the organization. They also developed key points to remind all fire service members of the following:
Safety is First
Training is Essential
Wear Your Seatbelt
Control all Intersections
Be In Control of Your Apparatus
You Must Arrive to Make a Difference
The Raleigh Fire Department’s outreach did not stop there. In conjunction with the Seattle Fire Department, Raleigh chose to share the lessons learned and the heartfelt stories of the firefighters that were involved in the crash by developing a training video. Their willingness to openly discuss this close call took courage. But the lessons learned and the desire to prevent others from experiencing a similar event, perhaps one with a more tragic ending, took precedence. The Raleigh fire department pressed forward believing that the safety of firefighters is a crucial element in the culture of firefighting.
A veteran fire captain testified Wednesday that he was trapped in debris that fell from a ceiling during a February 2011 fire at a luxury home in the Hollywood Hills, where another longtime firefighter suffered fatal injuries.
Called to testify during a hearing to determine if an architect who designed and oversaw the construction of the home should stand trial for involuntary manslaughter, Los Angeles Fire Department Capt. Edward Watters told Superior Court Judge Michael Tynan that he “heard a loud bang” and suddenly found himself lying on his back with a “lot of weight on my chest.”
Gerhard Albert Becker—a 48-year-old German national who owned, designed and built the home —is charged in connection with the death of firefighter Glenn Allen, 61.
Allen, a 36-year veteran of the LAFD, died two days after being struck by a portion of the ceiling during the Feb. 16, 2011, blaze.
Photo By Tim Olk (all rights reserved) http://olkee.smugmug.com/Mabas-Division-9-City-Of/CFD-Funerals/Chicago-Detment/26417819_vPkW9J#!i=2203991836&k=XDgP8TT
A rapid and fast moving early morning fire in downtown Trenton, Ontario Canada resulted in the subsequent collapse of a three story mixed use commerical and apartment occupancy structure. Published media reports indicated the building was over 130 years of age and was in operation as an adult entertainment establishment on the lower level with multiple occupancy use apartments on the upper floors. The fire displaced 12 residents. The commercial portion of the building on the number one floor was not operating at the time of the alarm.
For a complete overview of the general fire, refer to the links below for the media links.
Two firefighters were nearly trapped while engaged in primary search and rescue operations as the fire conditions deteriorated and compromise and collapse conditions began to collapse the wood frame structure.
Pre-incident images clearly depict the typical building profile of a heritage type structure of the late 1880′s vintage with it’s sloping roof profile and window treatments that are evident on both the bravo and delta divisions (many with window mounted air conditioning units that constitute a collapse risk to operating companies on the ground perimeter) . As with many buildings in urban areas, the exterior envelope has been renovated in a manner that added an exterior metal clad panel system that is typically mechanically fastened directly to the facade or to a sub-assembly fastening system. This in effect covers the buildings originating facade, building materials and structural and cosmetic conditions.
Common to original building construction and layouts, the alpha division shows the manner in which the first floor wall has been modified with no indication of window locations and conditions in the upper floors. Common to this renovation technique is the placement of the metal facade directly over existing window openings and framing systems, resulting in either boarded and elimination of the window or the fames and glass still present within the interior room compartments compounding search and rescue assignments.
Sherwood Forest Inn, Image from Google Street View
The metal exterior cladding masks the ability for arriving companies to identify if the structure is wood frame Type V, ordinary Type III or Brace Frame construction. The profile and charactoristics of this building profile suggests a buidling of Type III Ordinary construction ( Brick and jost) with load bearing masony construction. This is not the case in this structure as fireground photos further depicted. The various fireground photos suggest that this was a wood frame structure with wood exterior sheathing with some brick masonry features applied to the alpha division. The building envelope is encased in a sheet metal panel cladding system attached the perimeter facade.
Delta Division, Google Street View Image
Image above shows the degree of interior fire involvement and smoke density. The sheet metal cladding that was applied to the surface facade masks the ability to monitor wall degradation and compromise, retains heat within the building envelope and has independent collapse considerations based upon the manner it is atached to the outer facade further compounding the structural integrity of the buildings wall envelope. Photo by Step Crosier.
In incidents taht have building profiles such as this, conservative risk management, establishment of primary and secondary collapse perimeters along the various divisions is imperative for firefighter safety and apparatus operabilty.
Collapse and failure of the primary structural support systems affecting both interior and exterior structural and infill systems. Photo by Marc Venema
The image above shows the extent of collapse. Look at the various construction features consisting of the original wood plank sheathing, brick facade work, wood framing system and the retrofitted metal paneling facade.
How would you Read the Building based upon the pre incident photos shown at the being of this post?
Would you assume the building was a type III or IV structure or a wood frame or brace frame structure?
Does each building system have a different bearing on fireground operations, strategies, tactics and operational integrity and company and personnal safety?
How much operatoinal time do you have for a primary search and rescue assignment or for deployment and effective location of a fire seat and application of hose streams before you developing compromising conditions with the interior compartments?
Look at the brick veneer added to the wood sheathing covered by the metal panels in this image. Photo by Steph Crosier
Chicago firefighter Herbert Johnson, left, poses with Chicago Fire Commissioner Jose Santiago, right, after Johnson was promoted to the rank of captain. Johnson died from injuries sustained while fighting a house fire on the South Side. — Chicago Fire Department
”You don’t need a last name for Herbie. Everybody knew Herbie”. A beloved firefighter, Fire officer, father and husband died in the line of duty on Friday November 2, in the City of Chicago protecting the citizens of his city working with the companies assigned to the structure fire alarm.
Chicago Captain Herbert Johnson, 54, suffered second- and third-degree burns during fire suppression operations being conducted in the attic of the residential house at 2315 West 50th Place, according to Chicago FD officials and published media reports. The 32-year veteran of the Chicago Fire Department died Friday night after he and another firefighter were injured in a blaze that spread quickly through the 2-1/2 story wood frame house. A second firefighter, FF Brian Woods was also injured and was reported in good condition at Advocate Christ Medical Center in Oak Lawn, according to a department spokeswoman, and was subsequently released. Chicago fire investigators are considering the possibility that a malfunctioning water heater sparked the fire that killed Capt. Herbert Johnson, a Fire Department spokesman said Saturday.
See CommandSafety.com for a complete accounting of the event, HERE
Family of fallen firefighter: ‘A hero for our city’ from the Chicago Tribune, HERE
Captain Johnson, was promoted from lieutenant this summer and was assigned to Engine Co. 123 in Back of the Yards Section of Chicago for the night tour but normally worked all around the City of Chicago.
Capt. Johnson from a 2006 Sun-Times photo
The following exerpt from the Chicago Tribune helps define the type of firefighter Capt. Johnson was:
Johnson’s influence on everyone he met was visible Saturday, with shrines at the site of his death and trees in his family’s Morgan Park neighborhood decorated with purple and black bows.
A 32-year veteran of the department, Johnson volunteered in 2001 to help with rescue efforts in New York after the 9/11 attacks. As a lieutenant in 2007, he received a Medal of Honor for outstanding bravery or heroism, the state’s highest accolade for firefighters — the result, his family said, of helping rescue children the year before from a burning building on the South Side.
Friends and family remembered him mostly for his jovial personality and tender heart, a burly man with a beaming smile who once took a sewing class so he could make a First Communion dress for his daughter.
Johnson and his sister, Julie, even went to clown school together, said their brother John Johnson, a Chicago police officer. That sister, a former police officer who is now a nurse, celebrated her birthday Friday, the day of Johnson’s death, family members said.
Their father worked for the city in the Streets and Sanitation Department, John Johnson said, and their grandfathers were Chicago police officers.
The eldest of eight children, Johnson always knew he wanted to be a firefighter, said his family members, many of whom are also in public service.
Just like every little boy that’s grown up in the last 20 years wanted to be Michael Jordan or Brian Urlacher, every firefighter that worked with him wanted to be Herbie,” said Tim O’Brien, a spokesman with Chicago Fire Fighters Union Local 2. “You aspired to be more like him in every way of life.”
Colleagues said Johnson spent the last several years working as an instructor at the Fire Academy. Generous and kind, he never missed a Fire Department fundraising event, they said. His helpful nature also extended beyond the firehouse, friends said, through coaching youth sports and volunteering at his church parish.
He always had a funny story and often left fellow firefighters in stitches, sometimes through his own distinctive belly laugh, colleagues said.
“He was always a hero to us and now he’s a hero for our city,” McMahon said. “Herbie never wanted glory or notoriety. Instead, all he wanted was to make Chicago a safer place for other members of the city. So please, in Herbie’s honor, check your smoke detectors right now, give your kids a hug.”
Johnson was an easy man to know and love, said friend Tom Taff, who runs a camp for burn victims that Johnson helped support. The recently promoted captain personified joie de vivre, a man with a big laugh who drove fire engines in parades, cooked for charity — left an impression in the many places he offered his service.
On September 11, 2001, Captain Patrick Brown and eleven men from FDNY Ladder 3 responded to the attacks at the World Trade Center. His firehouse, Ladder 3, is located in very close proximity to the Twin Towers so his was one of the first fire companies on the scene. Along with so many other rescue workers, the men of Ladder 3 participated in perhaps the most successful rescue effort in U.S. history. These rescue workers, at their own peril, managed to safely evacuate over 25,000 people from those burning towers. It is believed that Paddy and his men were on the 40th floor of the North Tower with 30 or 40 severely burned people when that tower fell.
He was an extraordinary officer and firefighter; Captain Patrick Brown was passionate, intense, complicated, humble, and an inspiration to both those who knew him and those who are just now finding out about this incredible man. He’ll be remembered as a devoted friend, a dedicated firefighter, a warrior, and someone who made a difference.
One of the many stories of extraordinary Company Officers, Firefighters, Commanders and Chief Officers… of the FDNY 343….
Ladder 3 Last Dispatch 1 Hour Before The North Tower CollapseHERE
Following an unplanned hiatus; TheCompanyOfficer.com is back, reloaded, revitalized and inspired with innovative visions and refreshing perspectives to support the daily mission of the company and command officer with leadership, knowledge and training for the first-due.
Expect some exciting things to come your way in the weeks and months ahead this fall with some reformatted programs such as Ten Minutes in the Street Scenarios and training aids as well as more interactive resources, downloads and timely postings, links and reference support.
Strive to achieve personal and operational excellence
Regardless of your rank, or time in grade, the length of time in your organization, the size and structure of your department or your daily demands and challenges; leadership, mentoring, contributing, setting the example, being at your very best individually or collectively as part of a team, a company or a department is essential and pivotal-
Think about it…..
Find your Energy
Explore your Strengths
Discover you Passion
Expand your Perspective
Understand your Beliefs
Choose your Attitude
Align your Behaviors
Challenge your Perception
Define your Success
Live your Value
State your Mission
Proclaim your Purpose
Achieve Personal and Operational Excellence
LEADING YOUR LIFE WITH MORE PURPOSE AND INTENTION
Take some time to review this exceptional video lecture from TEDxDirigo – and present byDavid McLain. Think about it and apply the insights….
Across the world I bet if you sat around the table on the tailboard of an apparatus or at any conference you would hear some folks that are talking about how “Boogered up” their department is. So what do you do when your department is “Boogered up”? The important component is to look in the mirror first and see if you are part of the problem. That’s right; I put the blame on you. Why? Well you are part of the department and most often we have a contribution to everything that occurs in the department at some level. So are you contributing to the “Boogering up” of the department? Well let’s look and see if you are part of the problem or part of the solution.
Let the Department Clarify Our Motive
Let each individual in the department examine themselves thoroughly and know their hearts. With that we mean are we following the mission of the department or are we working to meet your personal mission. Remember there is no “I” in team, so if you are more focused on your own mission than the department’s, then you are making a major contribution to the “Boogering up” of the department. With this we also need to look at this from both sides especially if you are an officer. I question you folks to look and see if you are servicing both customers; the public and the troops. Often you will see individuals who make the officer level forget where they came from. It is important that you serve both sets of customers. So bottom line is if we get in tune with what the mission of the department and the strategic plan of the Fire Chief then everyone will have ample opportunity to most often meet both the mission of the department and their own mission. This is possible because most times these have many similar aspirations if you just really look at them.
Purify Our Thinking
In getting focused on the mission of the department you will see that the “Boogering” will just blow away. To do this the department needs to have pure thinking for the department and not the individuals in the department. By focusing on the good of the community we will again go back to focus on the mission. This is something that leaders must do every day. As we talk the talk we must also walk the walk. The troops can see past the transparent membranes we try to hide behind as officers. If we focus on being pure of heart we will see the focus from the troops will come in line. Community relations are a big job, too big for a single person to handle. It will require the efforts of every member of your team to make this a successful venture. Of course it starts with you as the leader. As the leader you must sell this concept to the group of people who deal with the community on a daily basis, the emergency responders. During their work delivering emergency services they must execute the plan. I know you are asking what plan. The plan is what you want to accomplish in gaining community support. One of the more common theories that I heard recently at a conference made perfect sense. As an emergency services department you must make yourself so desirable that it would be political suicide for the governing agency not to give you what you want because the community would be upset. For this concept to work each individual of the department must buy into this concept of community support.
To think correctly as an officer you have to have to be honest with yourself and everyone else involved.
Reveal the Department’s Problems
I have always heard that everything in the department is g-14 classified and if administration told you they would have to kill you. Well where that anomaly came from…I don’t know. I have been in administration for several years now and it seem to me that if you want to know something you need to go to the troops as they seem to have some major inside connection that tells them everything…even some things that really never could be possible or true. As a leader you need to be open and up front with your folks. I have a hard time seeing where anything we do other than personnel issues and business deals is such a big secret. Here are some ideas:
1. Make your budget proposal available for your personnel to see.
2. Have input from others on the budget.
3. Have a web site section or a book for department communications.
4. Strategic plans should be shared and reviewed by others.
5. Conduct a Post Incident Analysis on responses
6. Have personnel situations where there is tension have to address the issue head to head.
These are just a few ideas that can open up the department’s ability to identify issues and make improvements with buy in from all levels.
Replace Old Thoughts with Modern Truths
I know everyone has heard or said the following statement, “That is the way we have always done it.” If you are not in one of these categories you have either just got into the fire service about 10 minutes ago of you are in complete denial. These words have been spoken more times than we care to think. The problem is we never seem to move on from what we have always done.
As times change so do the situations that we are confronted with. Responses are much different than they were 20 years ago. Firefighters whom have entered the fire service over the last 7-10 years have strong computer and technology skills. Fires are fueled with different materials. Building construction has drastically changed. However we are still in some cases deploying the same old tactics that were taught 20+ years ago. The two do not match up. The contents of our homes and businesses emit gases more quickly during fires and laden the smoke with more volatility than did the smoke witnessed by experienced fire officers from previous decades. To make matters worse, we are responding to fewer fires which significantly decreases our experience. As a result, we are seeing an increase in the number of firefighter injuries and deaths from flashover and other hostile fire events. It is time to take the no changes mentality off the back-burner and update it to the challenges of today.
We are finding that current research shows what we have done for years is not the best tactics. If you are not reviewing the National Institute of Standards and Technology (NIST) and Underwrites Laboratories (UL) research you need to begin. The information presented is astounding and will make you begin really analyzing what you do every day on the job.
Help Each Individuals Identify Their Own Short Comings
A skills gap analysis is undertaken to identify the skills that an employee needs, but may not have, to carry out his or her job or to perform certain tasks effectively. The skills gap concept is used in areas such as businesses and educational institutes. The fire service falls under both of these areas. The first step in performing an analysis is to identify all the skills required by an individual to carry out his or her work. It should then be possible to identify the critical and noncritical skills that are needed to carry out a role effectively.
A critical skill is one that is required to complete a task successfully. Noncritical skills enable a task to be completed more quickly or efficiently, or at less cost than would otherwise be the case. There is a relatively simple method for determining whether a skill is critical or noncritical. Quite simply, if an employee lacks a skill but completes a task satisfactorily, the skill is noncritical. Conversely, if a person completes a task but the outcome is unsatisfactory, the missing skill is critical.
By applying skills gap analysis across fire companies it is possible to find out which skill and knowledge shortfalls there are in an organization. It is then possible to target training resources on those necessary skills that require the most attention. This should result in the optimal use of resources in terms of improving the overall performance of the individuals thus impacting the organizational performance. For individuals, skills gap analysis can be used to produce personal development and training plans. It can also be used to bolster morale by showing how they have progressed over time.
For a department, skills gap analysis can be used to identify which staff members have most knowledge of particular aspects of the profession as well as those with skill gaps. Furthermore, it can aid recruitment by identifying the candidate whose skills best match those needed to function effectively in leadership roles. For example, in an application of skills gap analysis to the role of a firefighter, the essential skills considered were: critical thinking, oral communication, and the ability to work with others. Analysis also allows benchmarking and encourages tutoring and mentoring within teams.
Skills gap analysis can be undertaken using paper-based assessments, evaluations, assessments and supporting interviews. However, if an analysis is to be performed across a large number of employees, it can create a huge management and administrative burden. Many departments therefore use skill management software.
Analysis can be applied on a continuing basis or as a one-off exercise. Specialized software can generate a skills gap analysis report with a few clicks of the mouse. Paper-based reports take somewhat longer, depending on how many questions there are to answer.
Advantages
• A skills gap analysis can provide a critical overview of a company, allowing management to determine if staff has the necessary skills to meet department objectives or achieve a change in strategy.
• It provides an analysis of skill gaps in an organization, department, or individual role.
• Analysis helps departments to prioritize their training plans and resources.
• Analysis can help with recruitment and training, and it gives management a basis for deciding which staff should be retained and which are expendable.
Disadvantages
• Conducting a skills gap analysis can be costly in terms of the required investment in paper-based assessments or software, as well as the time required from staff to participate and for management to evaluate the results.
• It may be simpler and more cost-effective to ask company officers to identify skill gaps in their fire companies, or simply to ask staff in which areas they need additional training.
• The assessment can be subjective and open to distortion if staff do not answer questions correctly or do true assessments.
Dos and Don’ts Do
• Consider the potential impact of a skills gap analysis on morale. Assessing an employee’s capabilities can create fear and suspicion unless the reason for the analysis is understood and communicated effectively or done without the employee knowing it.
Don’t
• Don’t assume that you need to create a bespoke (in-house) framework to perform a skills gap analysis. Off-the-shelf frameworks can be suitable when adapted to your department’s needs.
• Don’t focus only on training needs. Skills gap analysis can be used to plan recruitment and redundancy programs, support organizational restructures, build effective teams, and manage business change.
Don’t go around saying something is OK when it isn’t.
I am sure you have been around people who like to bury their heads in the sand. You know the ones who avoid confrontation and have rose colored glasses. It is important to recognize and identify when situations are not OK.
Now that we know that it is not healthy for any organization, group or individual to go around saying it is OK when it isn’t, how do we fix the problem?
• Admit there is /are issue(s).
• Identify what the issue(s) is /are.
• Search for solutions to correct the issue(s).
• Develop a strategy of solution implementation and evaluation.
• Follow through with your efforts.
Conclusion
The single biggest way to impact an organization is to focus on leadership development. There is almost no limit to the potential of an organization that recruits good people, raises them up as leaders and continually develops them. Don’t let leadership get “Boogered Up” in your organization.
The Newest radio show on FireFighter Netcast.com at Blogtalk Radio…
Taking it to the Streets with Christopher Naum.
On the Air Monthly on Firefighter Netcast.com.
A Buildingsonfire.com Series and Firefighter Netcast.com Production.
Advancing Firefighter Safety and Operational Integrity for the Fire Service through provocative insights and dynamic discussions dedicated to the Art and Science of Firefighting and the Traditions of the Fire Service.
