FOTRUST PODCAST: Dr. Denis Onieal

Dr. Denis Onieal, Superintendent National Fire Academy

 While attending the 2013 New Jersey Weekend, at the National Fire Academy, I was able to sit down for an informative chat with the Superintendent.  Dr. Denis Onieal and I go way back.  Twenty-eight years to be exact.  He has been a friend and mentor, for equally as long. Back in the mid to late 80's, Dr Onieal and I worked on several projects for the Jersey City Fie Department, the State of New Jersey and the Federal Government. 

He has always taken a practical and insightful approach, to every project or issue.  His interpersonal skills are, what I think, the essence of his character; he cares about people.

Listen to our brief talk concerning Fire Officers and the future of the Fire Service, in general.

Podcast Powered By Podbean

Listen to this episode

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.

Podcast Powered By Podbean

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.

 

Podcast Powered By Podbean
 

Click here and listen to this episode

Where Did the Time Go???

Dear Friends

Where did the year go?  I blinked, had a Christmas cookie and the next thing you know it's April!

In all seriousness and not to whine, A Vision and as an extension, myself has been incredibly busy.  You might have heard about our weather experience...you know Sandy?  Lost my home office and basement, computer, network and microwave.  Sheesh....we're still working on getting out from under the mess, but as in everything, some good did come out of it.  I was assigned as the Evacuation/Mass Shelter Branch Director for Jersey City; managing 9 shelters.  We were able to develop a few new directives in Mass Shelter that we will be sharing with the rest of the country in Emergency Preparedness. Our validation came when Federal Agencies, Assets and Resources stated that they wanted to copy a few items from my playbook.  Great job done by all and a tremendous effort by, Fire, EMS and Police.  (why can't we work that way with the day to day ops),  --- Did I say that?

Many Thanx to all who helped.  The full story has to be told and I will post when I get a vacation.  Special Thank You goes out to our Military Personnel, at the Jersey City Armory; led by Chief Armorer Charles Parsons and my new Bro. Capt. Rene Roa.  (fotos to follow)

I recently joined the prestigious Instructor Cadre of the International Association of Fire Fighters (www.iaff.org) Master Instructor Corps.  I am honored and humbled; I hope to share and learn with the best (students and instructors).  This position  gives me the opportunity to share information and knowledge with even more folks in the upcoming years. 

Are you going to be at FDIC2013(www.fdic.com)?  If so, please let me know and let's get together, trade a few war stories,  and just learn from each other.  My best lessons are those I've picked up from  colleagues and friends.  I'm giving a class on "Highrise Fire Safety Management: A Look from Both Sides Now".  It will be Friday, April 26, 2013, in Rooms 134-135, @ 8:30hrs and will last for 90 minutes.  Pop by and say hello

Also to the Victims and Responders in Boston and elsewhere.  Our thoughts and prayers are with you.

Stay safe !

John

The Chameleon Fire Officer: Mentor, Menace or Mediocre: Make up your mind!

A chameleon is defined as any one of numerous Old World lizards of the family Chamaeleontidae, characterized by the ability to change the color of their skin, very slow locomotion, and a projectile tongue; or a changeable, fickle, or inconstant person.

Having worked with Firefighters and Fire Officers from several departments, over many years, I continue to hear the same complaint and praises.  The issue is consistency.

THE CHAMELEON FIRE OFFICER:

Graphics by Malcolm Alston

The Chameleon Fire Officer: (The one who changes and blends with his/her environment as a defense mechanism.)  Is slow to react.  They can be characterized as fickle, moody and unpredictable.  They may display one aspect of their character as Firefighters; then a different one as a Fire Officer.  At best, they will make one change and you have to live with it; or at worst be one way today and another tomorrow.  I hear this assessment, over and over and over again.  Indecision and inconsistency in the fire station is bothersome yet tolerable.  It can be deadly on the fire-ground.

Let's look at the three: Mentor, Menace or Mediocre.

MENTOR:

Graphic by Malcolm Alston

Have you adopted the character traits, persona and practices of a mentor.  Someone who is approachable, learned, intuitive, genuinely concerned for the positive growth and development of others?  Are you a good listener?  Do you constantly strive to stay at the top of your game (by study, taking courses and by information sharing), so that you are a valuable and knowledgeable resource to subordinates, colleagues, your superiors, and the public?  Do you help, aid, and assist all members of your service?  Do you seek genuine opportunities to encourage others?  Do you attempt to turn negatives into positives?

Being a mentor is a selfless act.  It is a continuous process. It is a transparent process. It takes a strong commitment and a lot of work!

MENACE:

Have you adopted the character traits or persona of a Menace?  Are you perceived as one? Let's face it --many members of our profession are "Type A" personalities. That is a good thing, at times and a horrible attribute at others.  I have met officers that bring hidden and no-so-hidden agendas to the workplace.  Why?

When this happens, it clouds their judgement in all aspects of the work environment.  It causes other members of the service to shut down and avoid them.  One of the problems with that is many times those Menacing Officers are in key positions in the organization. LOL.  There is not enough couch time to unpack the psychological "issues" that created this "character"; just know that they are out there.

Now, when I say a "Menacing Officer", I don't just mean the type that is always lewd, crude and obnoxious.  I don't even limit that monicker to the one that is "in your face".  I have met some of the quietest menaces you could find. Their modus operandi is calm, cool and just as menacing as officer who is "out there".  These quiet, nondescript, "Closet Menacers" (<--poetic license, instead of "Menaces") have their own way about harassing coworkers and subordinates.  They apply discipline and work assignments, disproportionately.  They play favorites and the "ends against the middle" (Classic divide and conquer).  Some of whom you would think stepped right out of the pages of General Sun Tzu's, "Art of War" or Niccoli Machiavelli's, " The Prince ".  Cold, quiet and calculating.  Yet, a Menace, none the less!

MEDIOCRE:

Have you adopted the attitude, character traits and/or persona of a mediocre officer.  Status Quo is sufficient. It's the Guy or Gal at the top who caused these problems and only they can fix them.  "Morale is low!"  "You really can't change things, anyway."  "Why Try?"  "There's no benefit or penalty for attempting to improve things."  "People are people."  "This new generation of Firefighters are the worst ever!"  "You just have to go along to get along (and get ahead)."  "Things are just fine the way they are."  "I set my expectations low and that way I am rarely disappointed."  "Same Circus, Different Clowns!" "I'm just here for the paycheck.".  Sound like anyone you know?

The Mediocre Officer is indecisive or, at worst, nonchalant. They are not engaging.  They skate by, with everything.  This person takes on the personality trait that they have already arrived or have risen as high as they can.  His/her characteristics are "Laissez-faire" (indifferent, hands-off or do the bare minimum).  One definition of laissez-faire is literal, "let it/them pass".  Meaning let it along.  Don't get involved.  Don't interfere.  Don't make changes.  Don't make decisions.

Which One is Worse?


Please use the comment section to explain.

Copyright 2012 John Alston. All rights reserved.

"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! 

expanded podcast online...

 Copyright 2012 John Alston. All rights reserved. 

Box vs. Out of the Box Thinking

Podcast Powered By Podbean

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?

more to follow...

Podcast Powered By Podbean

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!

Podcast Powered By Podbean

Copyright 2012 John Alston. All rights reserved.