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 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. 

Welcome to Fire Officer Trust

Welcome to the Fire Officer Trust Blog.

How We Got Here...

Looking back on my time at my first fire command, as the Company Officer of Engine Company 9 (the busiest Engine Company in the State of New Jersey), with the Jersey City Fire Department; I had a great time as a company officer  I am enjoying my time as a Battalion Chief.  The prevailing theme in my tenure, as a fire officer, and as I see it for the great people that I have had the privilege to work with is TRUST.  You want the people that you work with to trust you.

Some officers think that by the very nature of their office, rank and title that they have the respect and trust of their crew members and subordinates. Nothing could be furthest from the truth or reality.  

As a Fire Officer you should be compelled, I would even venture to say, honor bound to Prepare, Conduct and Maintain yourself in such a way that your subordinates, co-workers, colleagues, cohorts and superiors come to trust you.  Trust your judgment and your position.

This will not come easy for some and, sadly, may not be attained by others. With this blog, it is my fervent hope to have dialogue and examples that highlight the importance of #fireofficertrust .  

It started with some discussion in the classroom.  I was in charge of the Training Academy for the Jersey City Fire Department. I was running a program that we, in our department affectionately and smugly, call, "Captains Camp".  It's a two week program that we developed for newly appointed / promoted Company Officers.  The previous programs served their purpose but did not address a myriad of the concerns that new Company Officers would have to face. 

Like what?? ...I'm glad you asked:  Your shift starts at 0800 hours.  All members are to be in uniform and ready to ride at 0745 hours.  One of your members has not yet arrived and you have no knowledge of her/his whereabouts.  What do you do?  What do you do first?  What will you do to ensure that you make the right decisions in the right sequence? What can you do to avoid ambiguity or poor decisions in the future?

An incident so simple and common; however your handling of it will register trust indicators at every level of your organization.  That's just one of thousands of decisions you will have to make in your career as a Fire Officer or any management position.

 

The dilemma of our testing process, in New Jersey, is that the books that you must study for promotion have little correlation to the S.O.G.'s and S.O.P.'s  of most of our departments. Ergo, you study for the test and then learn how to be an Officer in your respective departments. 

Fighting Fires, mitigating emergencies and serving the public is hard enough.  Managing the resources to accomplish the aforementioned tasks takes leadership and trust.  These two do not come with a promotion ceremony or the pinning of badges.  They come from Fire Officer Trust.

With that said... I hope you will follow us, check back from time to time and contribute to this blog.  It is by the sharing of our experiences we can insure the safety, survival and trust of our beloved profession...

follow on twitter @j_alston  or #fireofficertrust