NFA: Managing Officer Program

Managing Officer Program

The National Fire Academy’s (NFA’s) Managing Officer Program is a multiyear curriculum that introduces emerging emergency services leaders to personal and professional skills in change management, risk reduction and adaptive leadership. Acceptance into the program is the first step in your professional development as a career or volunteer fire/Emergency Medical Services (EMS) manager, and includes all four elements of professional development: education, training, experience and continuing education.

How the Managing Officer Program benefits you

As a Managing Officer Program student, you will build on foundational management and technical competencies, learning to address issues of interpersonal and cultural sensitivity, professional ethics, and outcome-based performance. On completion of the program, you will:

• Be better prepared to grow professionally, improve your skills, and meet emerging professional challenges.
• Be able to embrace professional growth and development in your career.
• Enjoy a national perspective on professional development.
• Understand and appreciate the importance of professional development.
• Have a network of fire service professionals who support career development.

The Managing Officer Program consists of:

• Five prerequisite courses (online and classroom deliveries in your state).
• Four courses at the NFA in Emmitsburg, Maryland.
• A community-based capstone project.

A certificate of completion for the Managing Officer Program is awarded after the successful completion of all courses and the capstone project.

Selection criteria for the Managing Officer Program

The selection criteria for the Managing Officer Program are based on service and academic requirements.

Service Requirement

At the time of application, you must be in a rank/position that meets either the Training or Experience requirements below. Your chief (or equivalent in nonfire organizations) verifies this training and experience through his or her signature on the application.

1. Training
You should have a strong course completion background and have received training that has exposed you to more than just local requirements, such as regional and state training with responders from other jurisdictions.
This training can be demonstrated in one of many forms, which may include, but not be limited to, the following:

• Certification at the Fire Officer I level (based on National Fire Protection Association 1021, Standard for Fire Officer Professional Qualifications).
• Credentialed at the Fire Officer designation through the Center for Public Safety Excellence.
• Training at the fire or EMS leadership, management and supervisory level.
• State/Regional symposiums, conferences and workshops supporting leadership, management and supervision.
• Other training that supports the competencies identified for the Managing Officer in the International Association of Fire Chiefs (IAFC) Officer Development Handbook, Second Edition.

2. Experience
You must have experience as a supervising officer (such as fire operations, prevention, technical rescue, administration or EMS), which could include equivalent time as an “acting officer.”

Academic Requirement

To be considered for the Managing Officer Program, you must have:
Earned an associate degree from an accredited institution of higher education.
OR
Earned a minimum of 60 college credit hours (or equivalent quarter-hours) toward the completion of a bachelor’s degree at an accredited institution of higher education.
In addition, you need to pass these courses before applying (available both locally and online through the Federal Emergency Management Agency and the NFA):

• ICS-100, “Introduction to ICS for Operational First Responders.”
• ICS-200, “Basic NIMS ICS for Operational First Responders.”
• IS-700, “National Incident Management System (NIMS) An Introduction.”
• IS-800, “National Response Framework, An Introduction.”

How to apply to the Managing Officer Program

You may submit an application package at any time during the year, but not later than Dec. 15. The first sessions of the Managing Officer Program will be offered in April and August of 2015. Students who apply by Dec. 15, 2014 will be selected for one of the 2015 sessions or a session offered in 2016 at a date to be determined.
To apply, submit the following:

1. FEMA Form 119-25-1 General Admissions Application Form (PDF, 337 Kb). In Block 9a, please specify “Managing Officer Program.”
2. A letter requesting admission to the Managing Officer Program. The letter should include (with no more than one page per item):
   
   
   • Your specific duties and responsibilities in the organization.
   • A description of your most substantial professional achievement.
   • What you expect to achieve by participating in the program.
   • How your background and experience will contribute to the program and to fellow participants.
   • A description of a challenging management topic in your organization.
3. A letter from the chief of the department (or equivalent in nonfire organizations) supporting your participation in the Managing Officer Program. The letter must certify that you have supervisory responsibilities and that all of the information in the application packet is true and correct.
4. A copy of a transcript from an accredited degree-granting institution of higher education.
5. A resume of professional certifications including date and certifying organization.
6. A resume of conventional and online management and leadership courses completed, including title, date, location and host of the training.

Send your application package to:

National Emergency Training Center
Admissions Office
16825 South Seton Ave.
Emmitsburg, MD 21727

Curriculum for the Managing Officer Program

Prior to Oct. 1, 2017, you may take prerequisite courses before, during and after the NFA on-campus first and second year program. Starting Oct. 1, 2017, prerequisite courses must be completed before beginning the on-campus program.
Select a course code below to see the course description.

Prerequisites	First-year on-campus courses	Second-year on-campus courses
“Introduction to Emergency Response to Terrorism” (Q0890)	“Applications of Community Risk Reduction” (R0385)	“Contemporary Training Concepts for Fire and EMS” (R0386)
“Leadership I for Fire and EMS: Strategies for Company Success” (F0803 or W0803)	“Transitional Safety Leadership” (R0384)	“Analytical Tools for Decision-Making” (R0387)
“Leadership II for Fire and EMS: Strategies for Personal Success” (F0804 or W0804)
“Leadership III for Fire and EMS: Strategies for Supervisory Success” (F0805 or W0805)
“Shaping the Future” (F0602 or W0602)

Managing Officer Program Capstone Project

The Managing Officer Program Capstone Project allows you to apply concepts learned in the program toward the solution of a problem in your home district.
You and the chief of your department (or equivalent in nonfire organizations) must meet to identify a problem and its scope and limitations. The scope of the project should be appropriate to your responsibilities and duties in the organization, and it should be appropriate to the Managing Officer Program. Possible subjects include:

• Lessons learned from one of the core courses required in the Managing Officer Program.
• Experiences of the Managing Officer as identified in the IAFC Officer Development Handbook, Second Edition.
• An issue or problem identified by your agency or jurisdiction.
• Lessons learned from a recent administrative issue.
• Identification and analysis of an emerging issue of importance to the department.

Before initiating the project, you must submit a letter from your chief indicating the title of the project, projected outcomes, how it will be evaluated or measured, and approval for the project to go forward. When the project is completed, your chief must submit a letter indicating that it was completed successfully.

 
http://www.usfa.fema.gov/nfa/managing_officer_program/index.shtm

Chief Billy Goldfeder's Keynote Address P.G. County

William "Billy" Goldfeder Graduation Keynote Addr…: http://youtu.be/DfqDfQfZgr0

Union County Fire Academy Graduation Keynote - Semper Paratus

Had the opportunity to address the graduating fire fighters at the Union County Fire Academy Graduation.

A Great 3 Valve Capture

A Great 3 Valve Capture

Great clip of a 3 valve capture with flammable liquid and 3 dimensional fire evolution.  What stands out for me is the coordinated attack (water, foam, extinguishers) and  AC Seelig of FDNY.  He not only talks the talk...but walks the walk.  The essence of fire officer trust.

PODCAST: Lee Ireland - The Future Fire Service

While taking another advanced management class in Emmittsburg, with Mr. Lee Ireland, I was able to get some interview time with him.  Lee has been involved in the Fire Service, Emergency Management, Local Government and an enlightened prolific Author/Teacher.

I have had the profound opportunity to hear him before and the experience is always edifying.  The course I took with him last was the Train-the-Trainer for the National Fire Academy Course, "Shaping the Future".  I can't wait to deliver it!

Lee Ireland has a great method of delivering instruction, while empowering his students.

Listen in, as Lee and I discuss current and future trends in the Fire and Emergency Services realm.

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Decision Making and the Planning Process -- Joe Castro/ Jim Chinn

 

I've had the great opportunity to hear Joe Castro and be taught in the classroom by Jim Chinn. 

 

They are great presenters and well versed in the importance of Command and Control issues; Primarily in the realm of critical decision making and the planning process.

 

You will want to get out a pad and pen to take notes.  Be sure you have time follow along with this critical information.

 

Enjoy this lecture from the TEEX Leadership Symposium series. 

FOTRUST PODCAST: Chief Eddie Burns

Fire Chief Eddie Burns (Ret'd) Dallas F.D.

I had an information packed and candid conversation with Chief Eddie Burns, retired of the Dallas Fire Department, Dallas, TX.  I have had the great fortune to team up with Eddie Burns inside and outside of the classroom.  Here he shares keen insight into the successful steps and preparation one must take to be productive and effective as an Executive Fire Officer.

He talks about the importance of Competence, Trust and Loyalty.  Listen and let us know what you think.

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FOTRUST PODCAST: Stephanie Denis Gatineau Province Canada

Lt. Stepahnie Denis, Gatineau Province Canada

While Larry Conley and I took a pause to grab some grub, we met two cool firefighters from Canada @FDIC. LT Stephanie (pronounced "STEF-ON) Denis, of Gatineau Province Canada. He and his co-worker Patrick traveled to FDIC to train and meet other firefighters from near and far. We had a great conversation about the fire service and he agreed to share some of it our readers and listeners here. There may be some minor differences in our organizations, but listen clearly to the many similarities. Almost everyone of our interviewees have been able to point one, if not more, person(s) who influenced them. That makes me know that we, who have been in the service for some time, have to be careful about those who are watching us and being influenced by us. Not just by what we say, but more importantly, by what we do and how we carry ourselves. I want to thank LT Denis, for taking the time out to share.

Click below to hear our short chat.

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FDIC 2013 - Here We Go Again

Had a great and informative time this week at FDIC 2013.  As always, a record crowd.  As always, a great place for firefighters and fire instructors to exchange ideas, learn and grow.

The session opened with a stellar ceremony and great words of encouragement and inspiration.  As with most important ceremonies and events the pipes and drum corps sound the clarion call to action and remembrance.  The corps is made up of Pipers and Drummers from all over the nation.

I found a great opportunity to chat with Sparky in his fire engine.  He gave a lesson on how to become "The Man:.  LOL  This great piece of Public Fire Safety Education equipment still draws a crowd and when the operator s a character themselves...well, you just have to watch.

The week has gone so fast we're going to post pictures (worth a thousand words) to catch you up.   Sat down to interview some great fire officers and instructors that we are posting for your listening pleasure and edification.  Be sure to check back periodically for them.

BRB...

FOTRUST PODCAST: BC John Mittendorf Los Angeles

A Great Fire Officer - BC John Mittendorf

With all of the great opportunities @FDIC to share and grow, you cannot help but get edified in the presence of a John Mittendorf.  I have know John for quite some time.  I have followed his career and work ethic for many years.  Many will value his lectures, articles and new book on Truck Company Operations. 

He is legendary for his description and detail of all truck company operations on the fireground. His publications and lectures are as entertaining as they are informative.  He is a frequent presenter at FDIC and across the nation.

But few may remember that he wrote a book on, "Facing the Oral Interview".  Pages I still peruse from time to time.  They have ageless wisdom inextricably attached to them.

 

I caught up with Chief Mittendorf, recently.  I asked him a few questions about Fire Officers and the Fire Service.  Click on the link below and take a listen to our chat.

 

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A Pause for the Cause: Hurricane Sandy

Hey Friends.  Thanx for all of the kind thoughts, wishes and actions on our behalf, during Hurricane Sandy.  As you must know, I haven't had time to blog or write lately.   I was in charge of the Evacuation & Shelter Branch.  It was a labor of love and quite arduous.  It was accomplished by a great team and cooperation between all agencies, medical and military.  We are going to re-write the book on Mass Care and Sheltering.  More details to follow, as we defrost from the Nor-easter that followed the hurricane.  (I just got power and internet back on at home )

Listen to this great song, by Barry Manilow and continue to think of us in NJ, as we recover.  It's not over yet.

Trust In Me: by Etta James

A little musical interlude to break up your day. From time to time, I will be interspersing our articles with the multimedia approach. LOL.  I hope you enjoy it.

I just used Shazam to discover Trust In Me by Etta James. http://shz.am/t550099

"The Seven Steps to Success" by John C. Maxwell

One of my favorite authors,  John C. Maxwell, continues to deliver these pearls of wisdom and insight.


“Seven Steps to Success"
1) Make a commitment to grow daily.
2) Value the process more than events.
3) Don't wait for inspiration.
4) Be willing to sacrifice pleasure for opportunity.
5) Dream big.
6) Plan your priorities.
7) Give up to go up.”
― John C. Maxwell

The 5 Failures of Command

Recently, I had a conversation with a group of Fire Officers about the state of Leadership and Character, in the ranks of the modern day fire service. I stated, without fear of contradiction that the "First-line Supervisor" Rank was the most critical position on the job.  We all agreed.  We went through all of the ranks and discussed them, 1 by 1; their impact on our profession, in all of its aspects. We then began to discuss the effectiveness and/or the lack thereof. We are willing to stipulate that there are so many areas to cover, that we ran out of time. There were so many items that we had to start narrowing the focus.  We got down to 5.  They are: 1) Poor Communications, 2) Lack of Accountability, 3) Lack of Discipline, 4) Lack of Commitment, 5) Lack of Training.

The 5 Failures of Command:

1. Poor Communications - As is stated, so many times, communication is the principle method by which we get things done.  At every level in the fire service, when there is a gap in service (both for our External and Internal Customers), the lack of communications or poor communication rises to the top of the list.  Whether in the Fire Station, Headquarters or in the street, poor communications are at the root of calamities, disasters and miscues.   Written orders, guidelines and rules must be clearly formulated and clearly communicated. Public Fire Education and Fire Prevention efforts must take the "end-user" into consideration.  Complete and succinct information can make working with the public, on important issues, so much more easier.  Yet, many Officers are not trained in effective communications and many don't know when communications have gone awry.
2. Lack of Accountability - ACCOUNTABILITY: for actions and responsibilities; for crew members, equipment and tasks, particularly at the scene of emergencies.  Lack of Accountability could also be classified as a Lack of Responsibility; members being responsible for their own actions. A few years back, I saw so many classes being offered on Accountability Systems, Rapid Intervention Crews, May-Day's and Self-Rescue techniques.  I taught many of them.  The prevailing issue that came up was working to keep our people from getting into those situations in the first place. Purposeful and proactive accountability can aid to that end.  When we impress upon our people that situational awareness is paramount, we are telling them to be accountable.
3. Lack of Discipline - Our service is effected, negatively, not by the exercise and issuance of discipline, but by the lack of the same.  Many members talk about the lack of morale from time to time.  Some attribute it to contracts, equipment, schedules, the person at the top, Officers, etc.  However, I can say that the lack of discipline is a more pernicious element to low morale than any other.  It's easy to blame the Chief, Commissioner or Fire Director for your woes, however, what is going on in your neck of the woods.  What about the things you have direct control over.  I have found that when discipline is effectively applied and evenly enforced; when members know what your expectations are and you are willing to hold them to the standards, morale and productivity improve.  It starts and ends with you!  Yes, YOU!  Lack of discipline, in your own personal and professional demeanor/deportment, can be contagious.  You wear your uniform improperly, so will your subordinates; come to work late and stay unshaven/disheveled, so will your subordinates; cut corners, they will; break rules, they will.
4. Lack of Commitment - I am a big proponent of commitments and being sure that you are clear on them. It is a significant character trait for firefighters and fire officers that is severely lacking these days.  I have seen a great shift from a true commitment to the job, your crew, your officer and yourself  to a true commitment to "yourself".  The number of self-centered, self-absorbed, conceited and narcissistic firefighters is at an all time high.  It permeates every aspect of our service and I don't see the trend slowing.  There are several reasons why, but commitment stands out.  Look up from the phone, laptop and/or iPAD and see what has happened to our beloved profession.  It's not pretty.
5. Lack of Training - How does one get to Carnegie Hall?; Practice, Practice, Practice.  How does one become an Effective Commander in the Fire Service (one that members will Trust)? TRAIN, TRAIN, TRAIN!  You have to train, to acquire the confidence, skill sets and competence to operate in your position. You must read, take courses and network with other more experienced fire officers to stay abreast of emerging technologies.  You must seek a mentor and then be  a mentor to someone else.  Your training must be multi-disciplined.  There are some great corporate management books out there.  There is required reading for our profession and acquired reading.  Be a sponge.  Continue on a course of achievement and education.  It works! 

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 Copyright 2012 John Alston. All rights reserved. 

Box vs. Out of the Box Thinking

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A few years back, I had a great opportunity, during one of our planning sessions, to take notice of a particular "world" view held by a facilitator. The session was an emergency management development group.  It was sponsored by a dear friend and was facilitated by two other individuals.  These persons were not from our agency or group.  They were not familiar with its culture and underpinnings. They led us on different approaches to arrive at some of the decisions that we had to make.  That was the great part!  I like learning new methods and challenging some ideas that may have outlived their usefulness. 

However, the not-so-great part was that, as the days went on, I got a sense that one of the facilitators may have been harboring a little negative, possibly condescending, attitude.  It was noticeable, in his comments and gestures.  I tried to shake it, because anyone can have a bad day (theirs or yours).  First impressions, although are usually "spot on", can sometimes be misleads.  You have to give presenters a chance. People who make presentations to others know that you have to warm up the room, get a read and then proceed.  You may have to change methods, tactics and directions to get your room to "buy-in". But I digress!  Okay, this guy bothered me. The feeling I had just wouldn't go away.  As the days went on into multiphase sessions, that sense increased.   I thought, "Hey, this guy doesn't know us.". 

Then, it happened:  One of my colleagues made a suggestion.  It was a great idea, by the way. It was based on sound past practices. It seemed feasible.  It was succinct.  But the response from the facilitator was, "Well, you're just not an "Out-of-the-Box thinker".   I then saw my colleague retreat and shut down.

You're just not an out of the box thinker? I thought to myself; the way that statement was delivered was condescending. It seemed as if he was saying to the person, "You're not that creative", ; "You're not that bright!, "You're not intelligent enough.", "You're not that flexible." You're rigid. You don't know what we know.  YOU'RE NOT THINKING!   I took umbrage to that and I didn't like it either. ;)

When you tell someone that they're not an out-of-the-box thinker,  it shouldn't be a negative.

I find that "Box" and "Out-of-the-box" thinkers are both needed in planning situations and emergency management.  In our day-to-day situations, Box Thinkers are very clear on their roles and responsibilities. They are clear on the "space" they occupy.  They can prove to be invaluable, under many circumstances.  They have full knowledge of their position in the organization and are detail oriented.  

If you're going to be a "Box Thinker", though, be sure to handle everything within the box.

I know it may seem like an abstract analogy but follow me for a little while.  Be clear on where your box fits into the entire operation.  Know the relationship and responsibilities that your box has to the other boxes adjacent to, below and above your box.

EXAMPLE: If you're a company officer and your "box" is being on the Ladder Company; "Handle everything within your box!  If your task, that day, is to perform search & rescue then handle everything in your box!  If you're assigned to be the supervisor, on the third floor or division three of the building, then you are responsible for everything within that box.  Fire suppression, search and rescue, ventilation, salvage, pre-&post- control overhaul, etc.  Know the  authority, resources and tools that are necessary for the box, completely.  If your box is ventilation; then you should know everything there is to know about Ventilation: positive pressure, negative pressure, hydraulic, mechanical, natural, vertical, horizontal.  You need to know when to apply what and at what appropriate time.  Handle everything within that box.

When you're an out-of-the-box thinker it means that you have the ability or the wherewithal to step outside of the norm; or you just decided to think of things in a different way.  That doesn't make you a better thinker than the people who do think within the box. 

EXAMPLE:  If your box is OPERATIONS, at an incident, and you are the Operations Section Chief...handle everything within your box.  Assign the necessary tasks, establish the correct groups, place them in and on the proper divisions.  Call up the appropriate resources.  Provide for accountability and safety measures.  Monitor progress.  Be clear on your communications, directions and requests.  Staff all required positions.  Use checklists.    And...and...and...

MASTER YOUR BOX!

Additionally, to be an "Out-of-the-box" thinker means that you can take the conventional methods, the tried and true methods and apply them in a different way.  You may have the ability not use the conventional methods at all and still realize a successful outcome.  You know the standards.  You just look at the situation in a different way. You may want to come up with a different or alternative means to perform the same task.  You may very well look at things completely different. 

In Emergency Management, when you think outside of the box you are still utilizing box thinking to formulate your idea.  You have to.  Think of it as a Stringed Quartet vs. a Jazz Quartet.  It's still music.  One is very structured and the other more improvisational and yet they still utilize some of the same instruments, chords and notes to produce the final sound that they desire.  It can even be the same song or piece of music.  Very often the stringed quartet can make improvisations or perform different interpretations to the classical pieces. 

"Out-of-the-Box thinking" is no greater than "Box thinking", when it's done completely. It just means that we have different approaches to achieving a successful outcome..

I think they're both great and I that any individual can possess both characteristics of a "Box or Out-of-the-Box thinker.

Which one are you and why do you think so?

Be the Thermostat Not the Thermometer

When talking to Fire Officers I find that many, sometimes, fall into two basic categories: 

"Thermometers" and  "Thermostats"

Sometimes they find themselves, in one of two of these categories, through no fault of their own.  Through discussion at meetings and by gauging the types of questions that they ask; or positions they assert; I wonder how they arrived there.  Is it the "climate" where they work?  Maybe the orientation or initiation they received.  I surmise that  long before they rose through the ranks, their indoctrination, association and/or training dictated their category... and they can't shake it. Was it osmosis???  The old nature-nurture debate???  No one can give a definitive answer.

A more pertinent question: Is there a system or process in place to move Fire Officers into one of these two categories?  Is there a process to change them from one category to the other?

Thermometers:

Thermometers (definition - an instrument that reads or measures temperature) read the temperature in the room and display there findings. They do not initiate their own actions.  They wait until something happens and then display themselves. They change constantly, based on other conditions.  Thermometers are sometimes fickle or, at best, just register/report/represent the "ambient" temperature.  In other words, you don't get a true read.  Sometimes there is a delay in their response. They do not initiate anything.  They react and respond to outside influences.

Thermostats:

Thermostats (definition - an automatic or manual device for regulating temperature), on the other hand, are changers. They have the ability to effect and affect their environment.  They can cause us to become warm or cold.  They can alter the atmosphere.  They can make us/others uncomfortable or motivate us to change.  They can have a negative effect, at times. But if they are set right, they continue to do their job correctly.  Thermostats can handle the heat and the cold, seamlessly.  The good ones do their job efficiently.

Which One Are You?

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Copyright 2012 John Alston. All rights reserved.

The Six C's of Fire Officer Trust

I have been fortunate to work with a number of Fire Officers, from every rank and in many different departments. It's been privilege and honor to train new officers, in a variety of ranks and disciplines.  I count it a privilege, because it gave us a chance to share, learn and gain insight into the many components of Command.  The prevailing question on their minds has always been; 

"How do you know, when you know?  

These Six "C's" of Fire Officer Trust (Commitment, Competence, Confidence, Communication, Courtesy, Courage), can follow in the order that I have given them; or may follow what best suits you and your situation; save the last...  COURAGE.   

The First "C" is Commitment:

It's all about commitments...yes, there is more than one of them.  It begins with a true commitment to yourself. Wanting to be the best that you can be, through preparation.  Then there's the commitment to your families.  Making sure that the trust they have placed in you, while you would spend time away from them, was not in vain. No one forced you to select this career. You honor their faith in you, by committing to be and do your best. Then there's the commitment to your agency or organization. Whatever type of organization it is volunteer or career, you must be committed to give them one thousand percent of your efforts, required time and resources. You must be committed to conforming to the rules, regulations and policies of that agency or department. You must be committed to taking care of the equipment that has been placed in your charge;  the personnel that you will supervise;  your cohorts and colleagues that you will be working with;  and you must be also committed to your superiors. You must be committed to the vision, mission and goals of the organization. Then you must make a conscious effort to be committed to the citizens that your organization serves;  to be professional at all times; and to provide the best possible service you and your organization can deliver.

The Second "C" is Competence

When we speak of COMPETENCE, what we are saying is to continue to learn and grow in your organization.  Learn the inner and outer workings of it.  Learn and work with other agencies that may interact or support your organization.  Learn and master your policies and procedures.  Take courses that will increase your knowledge-base.  Seek out opportunities and events that will allow you to share and network with others in your profession.  Others who may know a better way of doing things and sometimes do not share your same ideas or views.  Stay current.  Read the trade publications.  Search the Internet, attend trade shows and training seminars.  Expand your awareness of industry trends and evolving technologies that may assist you in the effective management of your responsibilities.  You must master the tactics and tools, strategies and rules of your organization. " Know them cold!"

...and READ, READ, READ, READ,,, READ!!!!!!!!

The Third "C" is Confidence

With your commitments identified and your competence improving through, reading, study and expanding your knowledge base; we can focus on the Third "C", which will actually come automatically: CONFIDENCE. Confidence comes when you know who you are and where you are in the table of organization. It comes when you know what your function and purpose are.  Confidence comes from knowing. Knowing what your responsibilities are.  Knowing who you are responsible to and for.  Knowing the length and breath of your authority or purview.  Knowing the depth of your commitments.  

When confidence comes, it gives you what we call, "Command Presence."  This is not to be confused with Ego or evolve into Arrogance.  There is a decided difference between the two.  Confidence does not have to be boastful or egotistical. Confidence can and should be quiet assurance of what is right, fair and appropriate.

The Fourth "C" is Communication

The Fourth "C" is one of the most pivotal: COMMUNICATION.  Effective and  appropriate communication is critical, at all times and at all levels, in our profession.   Where do we begin? 

In our offices and fire stations: both written, visual and other nonverbal communication effect our day-to-day operations.  On the fire-ground or the scene of an emergency vital communication by radio, mobile phone, material safety data sheets, preplanned guidelines and computer data terminal all require effective communication.  It is so important, when managing people and emergencies, to effectively convey thoughts, orders and concerns. Communication is the bedrock of how we get things done. It's so important, however, many times it is overlooked in its significance. Making sure that we communicate effectively is Job One. The great thing about communication is that it can be improved upon.  The study and practical application of conveying messages must be learned and practiced. The only component we do not have control over and that is necessary for all effective communication is FEEDBACK.  Feedback comes from listening.  Communication is considered, by many, to be a two-way process but I think often it is a three-way process.  We send a message to a receiver.  We have the sender,  the message and the receiver.  We must be clear with our messages.  We must be effective with our communication style. More importantly, we must listen for confirmation and/or questions regarding the message.  We have to be mindful of our delivery system. We have to be aware of our surroundings, interference, noise, static and/or perception. We must study communication and practice communication. We must seek opportunities to determine if our message was transmitted correctly.  We must also be patient when we are listening.  Hearing is the physical act of receiving the sound. Listening is interpretation and processing. There is a difference (ask any married person). 

To attain Fire Officer Trust, we must be just as good a listener as we are a communicator.  Seek to hear,  before you are heard!

The Fifth "C" is Courtesy

On September 13, 1981, my dear mother left this earth.  Couple that date with the 11th Anniversary of the 9/11 Attacks, it was a pretty rough week.  Not a day goes by that I don't miss her or think of the friends I lost 11 years ago.  Through it all, I remember what she taught me and I honor them by exercising it: COURTESY.

She had simple rules:  Keep your hands to yourself; Share and share alike; If you don't have anything nice to say about someone, don't say anything at all; and if you have the ability to help someone, anyone,  you help them.

That's what we do in our business.  We help people.  They call us.  We show up and we fix things.  If we can't, we get someone there who can and we don't leave them until they do.  Be Courteous at all times!  It makes a difference.  Our profession, in some places, is getting a bad name, undeservedly so and in some cases we earned the bad "Rep" from the actions and attitudes of some of our own.  Be professional.  It costs you nothing and reaps immeasurable dividends.

The Sixth "C" is Courage  

Change the things you can.  Accept the things you can't but have the COURAGE to try!  Courage is not only needed on the field of engagement.  It is needed in the decision making of our organizations.  We have to have the courage to change our culture, ourselves and our thinking, when it is needed.  I have witnessed some heroic and courageous acts and decisions on the fire ground, to save lives, that still impress me to this day. Yet, I also witness day in and day out officers who lack the courage to insist that their members wear seat-belts. Courage is needed, sometimes, when we have to admit we were wrong or that we failed to meet our objective.  The "Cowboy-way" is not always the courageous way.

In Conclusion:

You don't have to agree.  I know these things work.  Try all of them.  I hope.  Try one.  It can't hurt.  

The answer to the question, "How do you know, when you know?; You will know when your peers and community respond to you in such a way that you know they trust you.  Until then, keep striving!

See you out there!

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Copyright 2012 John Alston. All rights reserved.

One to Grow On: Training

Healthy and Productive Competition During Training

It is important to note that all safety factors were addressed. *

A great learning tool and practice after a day of classroom theory, before the doldrums set in, is to create a little friendly, safe competitive exercise.  It can be a hose stretching, ladder raising or forcible entry evolution.  The students learn and the exercise bolsters teamwork and fosters camaraderie.

SIDEBAR:

Just wanted to give me a shout out to JCFD Class 58-11.  I learned so much from you, as your training officer.  Hope this friendly competition video helps to remind you and  inspire you to be:

Perserverant, ever vigilant!

 It was a great time for the entire class. all 63 of you.  I hope you find everything that you need in your current and future officers.

* Special thanks go out to the Officers and Staff of the Morris County Fire Academy.

Dum Spiro...Spero!

In response to a friend's recent posting on a social network; where he stated that he was lowering his expectations of people. 

I responded:

Dum Spiro...Spero. (Latin for: "While I breathe, I hope.)

While I breathe, I hope that I and others have the capacity, wherewithal and opportunity to change their lives; the lives of others; and do better than we did the day before. It's a matter of choice. Set measurable goals.

I expect so much more from humanity. It's there and it's palpable.

People will rise or sink to your level of expectation. Expect more, hope more, help more. Just do it.  You will reap exponential results!

Although deeply concerned, I wasn't upset with him.  He stated a growing trend in our society.  Most recently I read news that a city school district, in New Jersey, will lower passing grade scores from 70 to 65; their reason, so that more students can participate in extracurricular activities. :(   We are accepting, encouraging and recapitulating underachievement. 

WHY?

Dum Spiro...Spero...

(Loosely translated: "Hope springs eternal, in the human breast.)

As Fire Officers, we must strive, daily, to be and do our best; set high expectations for your crews, companies and divisions.

What do you think?

Every Fire Officer is An Instructor

Pictured here, Capt. James (J.P.) Early, JCFD.

As a Fire Officer, you are an Instructor; whether you intend to be 

or not...

Like it or not...   Believe it or Not...    

INSTRUCTOR: To be or not to be; is the question.

Pictured above is a good friend and great Fire Officer, Jimmy Early, Engine 15, Jersey City Fire Department.  Jimmy is a walking, living, breathing, human encyclopedia on Fire Service Hydraulics and Engine Company Operations.  We've known each other for more than twenty five years.  I have always been impressed with his passion, knowledge and, yes, love of Firefighting.  We both worked busy houses and the Rescue Company.  We both commanded busy Engine Companies, in the same battalion.  "I had his back and he had mine".  In other words we trained our crews together.  We studied.  We played "What if..", before we got to the fire scene.  If he got to the fire, with the first line, he knew I had his Back-up or Supply line; whichever was required. And  I knew full well, "Lining in", that I was covered by a knowledgeable officer, with a well trained, capable crew.  We both recognized the importance of training.  We both recognized that, with incidents down and the mass exodus of so many experienced fire officers, we would have to document everything; review the basics everyday; talk to our crews and cohorts. 
... and teach, and teach, and teach.

Fire Officer Trust is attained when learning has taken place and we all know what to do.  To be a good officer you must become a good instructor.

I continue to encounter Fire Officers who:   "have their time in"; have seen it all;  have done it all ; and feel that they have nothing else to do, in the Fire Service.  Yet, they command crews of younger firefighters who do not have the same "wealth" of knowledge or experience. Well, Officers, those firefighters selected that house or piece of equipment because of who you were and what that rig means in the system. But you refuse to train them or even check their progress/readiness. If you are not eager to train and/or share your knowledge...then why are you still there.  You do your firefighters and the public a disservice, by your very presence!   I even urge those younger firefighters, who feel that they are not learning and growing, to leave.  Get out!   Run!  Your life depends on it.

As a Fire Officer, you hold a critical position of authority, trust and responsibility.  You agreed to take the job.  With your accepting of the position came the duty of becoming an instructor.  Many departments already require all officers and officer candidates to be certified instructors.   Sadly though, many do not. 

Fire Officers: To everyone that you come into contact with; the public, subordinates, cohorts, colleagues, superiors and other responding agencies, you are an instructor.  You are either teaching them what to do or what not to do; intentionally or unintentionally. Your decisions, lack of decisions; your actions or  lack of actions; your attitude, voice, intonation, expression all teach others about you.  

  

...you must be prepared and knowledgeable.

Your day to day activities require you to instruct.  Instruct the public on Fire Safety and Fire Codes. Instruct new firefighters, officers and other agencies on procedures, regulations or new equipment.

You must be prepared and knowledgeable.  When you are, they will have confidence in you.  They will trust you ( #fireofficertrust ). You will be able to accomplish more when that happens.  The worst type of officer is the one that does not train, is not prepared and unsure of how to proceed; members will question or worse challenge your decisions.  At the very least, they will become hesitant or reluctant to carry out your orders. 

What Can You Do To Become Prepared and Knowledgeable???

I'm glad you asked that question.  Read, study and take courses.  There is so much information in the libraries (yes, they still exist) and on the Internet.

Take courses.  The National Fire Academy, local colleges and universities, trade shows (FDIC, Fire Expo, etc.). Many of your own departments offer great opportunities for learning and training.  Find out and pursue the necessary steps to become a Certified Fire Instructor.  Contact your State Agencies to determine the requirements and certification process. 

In the interim, Read!  Check out our book list: The Fire Officer's Book Shelf   There are so many great publications on Fire and Emergency Services.  These courses are good to expand and reinforce some concepts that you may be practicing, with your particular agency.  They are great for expanding your knowledge-base and giving you a different perspective on longtime standards in our industry.

Finally, Share!  Share what you know and even share what you don't know.  It's OK to say, "I Don't Know, but I will find the Answer". 

It's Criminal, as a Fire Officer, to say, " I Don't Know and I Don't Care!"

What do you think?