Fire and Emergency Services Leadership Initiative (FESLI)

Is there a link between golf and firefighter safety?

2011-07-04T12:24:00.000-07:00

Could playing golf improve your fireground situational awareness? One study seems to suggest so. While playing golf with his son, a neuroscience researcher began to contemplate the nexus between what it takes to achieve success on the golf course and how that might apply to firefighters.

After all, the principles of situational awareness should be universal, he hypothesized. What would this look like? Based on previous research he had conducted with firefighters, he already knew that situational awareness was developed and maintained on three levels:

Level 1: Capture the most critical clues and cues (not ALL… just the most critical ones).

Level 2: Process those clues and cues (perhaps melded together with some less important things that are being observed) to form an assessment of the current situation.

Level 3: Make predictions of future events, by running mental models (mental movies) of various outcomes. Pick the one that has the best possible outcome and put that plan into action.

He was on the third tee box when he had this revelation. Consciously he thought to himself: “What are the most important clues and cues I need to gather for this shot – Length of the hole, hazards to avoid, wind direction, best landing spot to set-up the next shot. That’s the short list he thought as he surveyed the landscape. (Level 1 Situational Awareness: Capture clues and cues).

Then he began to contemplate what all of those clues and cues meant when they were put together. The hole was a par 4 which meant it was too long for him to reach with his first shot so driving the green was out of the question (option eliminated). There was a lake running down the left side of the fairway (hazard to avoid). The right side of the fairway was relatively open with a few trees that could present a challenge if the ball were to land behind one of them. The wind was coming from right to left at about 5 mile-per-hour. This was valuable information because a high shot (with a lot of hang time) might cause the ball to drift toward the left (where the water hazard was). Based on these factors and the green/pin location, he determined the best landing spot would be somewhere on the right side of the fairway. (Level 2 Situational Awareness: Putting together all the clues and cues from Level 1 to assess the current situation.

Finally, a club selection had to be made based on all the previous factors. Would it be the driver? No, too risky. Would it be a 9-iron? No, not enough distance would be gained to allow for the green to be reached on his second shot. The researcher settled on his 5 iron and he took a couple of practice swings. For each practice swing, he imagined the club striking the ball perfectly and the trajectory of the ball leading it right to the intended landing zone. He had ran a mental model – making a prediction of the future (Level 3 Situaitonal Awareness: Projecting future outcomes).

As he was in the middle of his backswing… “FOOOOORRRRE!” came echoing across the fairway. But it was too late, he was mid-swing and while he heard the scream and knew that it meant there was an incoming ball from another golfer on the course, he could not stop the momentum of his swing (even though he knew he should). But the yodel, nonetheless, drew his conscious attention to the possibility of being struck by the wayward shot. He had been, effectively, distracted… one of the leading causes of lost situational awareness on the fireground had reared its ugly head on the #3 tee box.

{{{ Plunk }}} was the awful sound made as his ball landed in the lake on the left side of the fairway, just as the erratically struck ball from the other fairway rolled right up on to the very tee box the researcher stood on. The golfer/researcher was overwhelmed with frustration, both at himself and with the other golfer who had been so discourteous as to yell right in the middle of his backswing.

Once I calmed down... er... once he... HE calmed down, he realized that developing and maintaining situational awareness on the golf course is more like situational awareness on the fire scene than he had ever previously imagined.

If there were ever a reason to play more golf, this is it! Happy Independence Day.

Fire Chief (ret.), Richard B. Gasaway, PhD, EFO, CFO, MICP
Golfer/Researcher
Chief Scientist, Public Safety Laboratory
Executive Director, Center for the Advancement of Situational Awareness & Decision Making
www.RichGasaway.com

P.S. I picked the ball up off the tee box, put it in my pocket, and considered it just compensation for my pain and suffering.

The value of having a personal mission statement

2011-05-29T09:11:00.000-07:00

The best way to predict your future is to create it. It has been proven over and over again that we move in the direction of our most dominate thoughts. If those thoughts are of pessimism and failure, we will behave in pessimistic ways and drift in the direction of failure. Our mental voice compels our actions.

Conversely, if our thoughts are of optimism and success, we will behave in optimistic ways and be compelled in the direction of success.

Think about the inner voice that is driving your thoughts… and actions. Like it or not, you have become exactly what you tell yourself you are. I doubt many successful people see themselves as failures. Likewise, there probably aren’t very many failures who see themselves as successful. If you don’t like where you are in life you can change it. Start with your mental programming.

An excellent first step is to develop a personal mission statement – a testimonial of who you are. Or perhaps better stated, the ideal self you want to be. State it in the presence tense and focus entirely on the positive aspects of who you are. Here’s an example:

I am a highly respected and successful ___________ (fill in the blank). I am well-respected by my peers and professional associates. I am a loving partner and parent who respects the individuality of my family members and support them wholeheartedly.

You get the idea. There’s no limit to the size of the statement. The number of elements should relate to the most important aspects of your life: Spirituality, family, vocation, health, interests, etc. It’s not necessary to put the items in priority order so long as you capture all of them. Some aspects of your personal mission statement may not represent who you are today. It’s more likely going to represent who you want to become. Some parts of it may represent who you are today, so long as that is who you want to be.

As you do this, write it down, print it out and post it in prominent places – on your refrigerator, on your bathroom mirror, on the dashboard of your car, on your computer terminal. While you should memorize your personal mission statement, you should also write it and read it out loud over and over again. This stimulates multiple senses. Writing it is tactile stimulation. Reading it is visual stimulation. Reading out loud is auditory stimulation. The more senses you stimulate the deeper the message will be seated into your subconscious memory.

Your positive self-talk will lead you in the direction of doing things that achieve your personal mission statement and, best of all, toward becoming the person you really want to become. The best way to predict your future is to create it and that starts with a personal mission statement that drives your actions.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
Executive Director
Center for the Advancement of Situational Awareness & Decision Making

Seek first to understand...

2011-05-26T19:09:00.000-07:00

Seek first to understand…

Here’s an exercise you can do at an officer’s meeting to help your supervisors improve their coaching skills. Give them the following scenario:

“You have a subordinate who is misbehaving. In one sentence, write how you would handle it.”

Then have each of the officers report out on what they would do. As each tells how they would handle it, keep score by putting a hash mark beside one of the following three categories (though don’t share the categories with them until all the answers have been given).

Tell-Inform-Instruct-Advise

Ask-Understand-Discuss-Learn

Unsure

All of the responses will fall into one of the three categories above and if your session is like most I facilitate in my leadership develop programs, you’ll see that most of the responses fall into the first category.

If that happens, you will have a teachable moment. The best officers/supervisors are those who seek first to understand, then to be understood (from Steven Covey’s 7 Habits of Highly Effective People).

All too often an officer wants to jump right into the solution to the problem… telling… informing… instructing… and advising… usually with a healthy dose of threatened disciplinary action for non-compliance to the officer’s demands. Talk about the set-up for a bad coaching session.

The best officers seek to understand why the behavior is happening and then try to work with the subordinate to develop an action plan to improve the performance to meet the acceptable standards of the organization. That, my friends, is the set-up for success!

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
Executive Director
Center for the Advancement of Situational Awareness & Decision Making
www.RichGasaway.com

Situational leadership: Using the right tool

2011-05-19T07:39:00.001-07:00

How to handle a particular personnel situation is often the topic of interview questions for promotion. These can be difficult to answer because the question rarely contains all of the information needed to make a good decision. This can work to your advantage or to you disadvantage depending on how you choose to resolve the use.

In most cases, the short answer to how you’d respond to a personnel issue should be “It depends.” However, if you stop there you’re probably not going to score well on the interview. Take the response to the next step and share with the panel what it depends on. What are the critical criteria that are essential to evaluate to make a good decision.

Say “It depends on additional information that provides the critical criteria that would help me make a quality decision. In this scenario, that criteria would include…” and then list the things you would consider when evaluating the situation and how you would respond. There are many ways to handle problems and each scenario is dependent on the situation.

The best leaders have many tools in their toolbox to help them build and maintain successful organizations. If their only tool were a hammer, then every problem would look like a nail. If a hammer is your only tool, you’ll end up using the hammer on a board that needed a saw. This will cause you expend unneeded energy because you used the wrong tool. You may eventually shorten the board by beating it until it breaks. Obviously, there’s a better way to get the task complete. Use the right tool, at the right time, in the right way, under the right conditions. That’s situational leadership!

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
Executive Director
Center for the Advancement of Situational Awareness & Decision Making
www.RichGasaway.com

Control your reactions

2011-05-14T17:35:00.000-07:00

Many times throughout my career I have been in a position to promote (or not promote) firefighters into positions of leadership. Sometimes the decision was hard because I was blessed with a number of highly qualified candidates. Other times the decision was easy because I had one candidate who stood out among their peers.

In communicating the decision to the candidates who were not selected, I have noticed the bad news presents an opportunity for a reaction on their part. How they react to the bad news is what I want to address.

Some of the candidates reacted in a way that was so positive and professional that it actually made me regret that I did not promote them. I saw a level of maturity that was absolutely impressive. When I have witnessed this, I have gone out of my way to give this candidate personal time and attention to help ensure the next time I have an officer position open up, they will be the leading candidate. In the bad news I saw their potential shine.

Some candidates, on the other hand, reacted in a way that was so negative and so unprofessional that it confirmed to me that I had made the right decision. I saw a level of maturity that was very unimpressive. When I have witnessed this, I have assured myself that the right decision was made not to promote this person and affirmed this person will likely never be promoted to a position of leadership. A little bit of bad news caused them to self-destruct. That’s not the kind of leader I want on my team.

If things don’t go your way, maintain your professionalism and fashion a positive, supportive response, even if you have to fake it. Being a loser hurts but you should invest great effort in ensuring you use your pain to compel you to address your shortcomings and to become a better qualified leader. If you take that pain and decide someone needs to pay a price for the injustice you faced, your behavior will only affirm to the boss the right decision was made. You may not control what happens to you, but you are in complete control of how you react to what happens to you.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
Executive Director, Center for the Advancement of Situational Awareness & Decision Making
www.RichGasaway.com

Managing up the chain of command

2011-05-08T13:24:00.000-07:00

Anyone, in any capacity in any organization can display the qualities of leadership. To be a leader is to influence others to see things in a different way or to use influence to compel change.

One of the best ways to influence change in an organization is to bump the ideas up the chain of command. How you do this will have a significant correlation to your success. Many bosses don't like their underlings telling them what they should be doing or what direction they should be leading the organization. So, best to avoid being so blunt with the boss.

A better approach is the soft sell. Wait for the time to be right and then float the idea past the boss. If you're really coy about it you can actually do this in such a way that the boss thinks the idea was his or hers. If you can do that, it's far more likely to get traction. If the idea doesn't take hold. Don't become too pushy. Rather, be patient and wait for another opportunity for the idea to be floated. This time you might say "The solution to this problem is very similar to the ideas we were talking about a few weeks ago." Notice... you don't say "MY idea..."

You'll be amazed how much you can get accomplished through your boss when you don't care who takes the credit. If you want a better organization, let go of the credit and let all your good ideas become your boss's ideas. With some finesse, it is possible to manage up the chain of command.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
Gasaway Consulting Group
www.RichGasaway.com

Reflections on the Utah Winter Fire School

2011-01-17T10:36:00.000-08:00

I just returned from presenting three days of leadership and safety programs for the Utah Winter Fire School, hosted by the Utah Valley University. As professional speaking is my vocation, I have many opportunities to present at fire schools each year around the country. This allows me to see fire schools that are amazingly well organized and some that are, well, scary.

The Utah Winter Fire School falls into the category of the former. The hosts were easy to work with and clear and timely with all their communications with me. They picked me up at the airport, took me to dinner, and made sure I got checked into my hotel room without any issues. These are especially nice gestures for out of state instructors that I appreciated very much.

But the thing that amazed me most about the program was the briefing the instructors received in the morning on the first day of the school. There, the Incident Commander provide an Incident Action Plan to the instructors and school support staff. They had all the bases covered and personnel were asisgned to attend to every detail.

I had two minor problems in my classroom, one involved the size of my projection screen (too small) and the other involved needing a cable to connect my computer to the overhead sound system. For both items my issues were treated like the school's top priority and were resolved within minutes.

At lunch time, there was a buffet provided for the instructors which kept me from having to wonder away from the convention center to areas of town that were unfamiliar to me. This also allowed me to eat quickly and get back to my classroom to meet with students who may have questions about the morning program.

There were no details overlooked by the staff. They had a professional registration area set up, distributed name tags on lanyards, gave out copies of the state's training magazine, and had a really nice vendor area (and the vendors sponsored meals and snacks).

Above all, everyone was amazingly nice and accomodating. If I was asked once, I was asked a dozen times if I needed anything or if everything was ok for me. And when they asked, it was genuine, not just something to say. The students were equally impressive. They were engaged and eager to learn. They asked really good questions and were good sports when I joked with them.

This was my first time ever presenting in Utah and for the Utah Valley University. I feel as if I returned home from one of the best experiences an instructor could have. In a word... impressive.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
http://www.richgasaway.com/

Five things to prepare for advancement

2010-12-06T07:42:00.000-08:00

Recently I received an inquiry from a fire officer who was looking for advice about what he could do to prepare for career advancement. After some reflection and notetaking, I spent the majority of my time figuring out how to get the list down to five. Here they are (listed randomly).

1. Accelerate your learning:

a. Read top rated leadership books (get them from the library for free). Some of the classics will be available on audio book).

b. Read a book on the fundamentals of supervision (not the latest and greatest fads book... a book on tried and true fundamentals.

c. Read Fire Engineering, Firehouse and Fire Chief magazines (on-line content is free).

2. Broaden your perspectives by exposing yourself to new ways of thinking:

a. Attend a business seminar that is not fire-related (Fred Pryor-type).

b. Visit websites where innovative thinkers are celebrated (www.TED.com).

3. Rehearse your performance:

a. Create scenarios (management and fireground) that you have to manage through. Script out your course of action, then critique your performance.

b. Record yourself (audio and/or video)... depends on the scenario and play it back and watch/listen to your performance. Rate it and make a plan to improve.

4. Learn from the mistakes of others:

a. Avidly read near miss and line-of-duty casualty reports. Vividly imagine yourself being there where things are going bad. Don't be a judge of what happened. Try to understand why it happened and how you could prevent that happening when you are in charge.

5. Develop a mentor relationship:

a. Find someone to serve as a mentor... someone who has accomplished what it is you want to accomplish. Learn from them. They've made mistakes. Learn from that. They've done things that work well. Learn from that.

b. Have someone you can turn to when you are faced with a challenging situation and you want a sounding board for how to work through it.

c. Consider hiring a coach to help improve your performance and help you prepare for advancement.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com

The greatest gift

2010-10-17T07:42:00.000-07:00

What is the best gift you’ve ever given or received? Was it clothing, jewelry, electronics? Recently while attending a class the speaker asked the attendees this question. I spent some time in quiet contemplation. As we went around the room some of the answers were pretty impressive – a new car for graduation, a vacation for an anniversary, the birth of a healthy child. No one could argue against the fact that all of those things were wonderful gifts.

When the facilitator got to me, my answer was different. The greatest gift every given to me has been the gift of someone’s time. It’s the most valuable thing they can give me for it is irreplaceable. If someone gives you a beautiful gold watch that costs them a thousand dollars, that would be an amazing gift. However, the person is likely to be able to replace the money they spent on the watch. The gift of time is irreplaceable.

When someone gives you the gift of their time, remember they could have given that gift it to someone else or kept it for themselves. But they didn’t. They gave it to you. When that happens, remember to thank them for choosing to give it to you.

The power of story telling

2010-09-25T13:25:00.000-07:00

Have you ever attended a class where the presenter was so dry that you felt like you were being punished to be there? I attended one such session at a conference recently. The program material was interesting but the presenter was brutally boring. He was trying to impress the audience with his "expert" knowledge on the topic, citing one study after another instead of establishing himself as an expert.

I came away with the opinion this person had read a few articles, and maybe a book or two on the topic and was trying pull off being an expert. It didn't work.

I think what as missing in this program was this "expert's" ability to relate real-life experiences with the subject matter through richly told stories that let the audience know he'd not only stayed at a Holiday Inn Express but he had REAL experience on the topic.

Expert presenters can connect with an audience in amazing ways when they are master story tellers. They can reach the attendees on an emotional level which enhances learning and the storage of information into memory. One of the very best story teller's I've ever heard was Zig Zigler. His presentation style leaves the audience holding on to every word and wanting more.

The presenter in my example left me bored and disappointed. I felt cheated out of my time. Even if he had expert knowledge (which is debatable) his style of presenting surely was novice.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com

Stop using the "Reply to all" button.

2010-09-19T18:14:00.001-07:00

Have you ever had this happen? One of your associates is in need of some information so they show resourcefulness and send out a broadcast email to a group of 20-30 people seeking an answer to a question.

Some of the people on the list, for reasons that I can only fathom relate to ego or ignorance, hit the "Reply to all" button and send their pearls of wisdom to everyone on the original distribution list.

Do you REALLY have to clog up 30 people's email in boxes with your genius? You're making a big assumption if you think we had any interest in the original question in the first place. And you're making a monumental assumption if you think we want to know your answer. Here's a hint... WE DON'T!

Stop hitting the "Reply to All" button when someone sends out a broadcast email for information. Reply to the sender and if someone on the distribution list wants to know the replies, they can ask the original sender to forward the good replies on to them.

Perhaps the only thing worse is when two people on the distribution list decide to carry on a conversation about the question and in the process hit the "Reply to all" with every one of their messages. You may think we are interested in your private (now made public) conversation. Here's a hint... WE'RE NOT!

I'm sure I speak for a lot of people when I say... STOP THAT!

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com

The value of networking

2010-09-14T15:09:00.000-07:00

I had a wonderful morning. I got the opportunity to meet and network with another professional speaker/consultant. It was refreshing to learn that our two worlds are very similar and that many of our challenges are the same. I enjoy learning how others have achieved success in their lives and about the turns and bumps they've had along the way.

This particular person is exceptionally upbeat and I enjoyed drawing energy from his demeanor and outlook on our profession and his passion to help others achieve success.

During the discussion I learned of some new opportunities for the delivery of programs to audiences from his circles and he learned of similar opportunities from audiences in my circles.

It was truly a win-win networking session. We never know what opportunities are just around the corner or who we may meet that can open doors and windows for us. I am thankful for having made this new connection, with a new association, and maybe even a new friendship. A couple hours in a coffee shop well spent.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com

On Dependability

2010-09-06T17:06:00.000-07:00

To be dependable means you can be relied on to perform your duties properly and timely. It also means you can be trusted by others to get the job done. To be dependable, one must support the rules of hte organization and follow the chain of command when addressing issues and concerns.

A dependable person gives every assignment their best effort toward the achievement of high standards of performance. To be dependable a leader must set the example of dependable performance.

I have had the pleasure to work with some very dependable firefighters and fire officers. And, sadly, I have also had the misfortune of working with people who talk a good game but deliver very little. They make hollow promises and try to fool others that they are an A-player. You can imagine which of the two were most enjoyable to work with. Be dependable.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com

A Personnel Size-Up Helps Situation Awareness

2010-02-18T07:47:00.000-08:00

The issue of under staffing is a hot topic these days. Staffing reductions are one of the impacts of our struggling economy. On a number of occasions I have discussed this topic – mostly from the perspective of budgets and politics.

Now, it’s time to look at the stark reality of how staffing can impact the situation awareness of commanders. In my book on Fireground Command Decision Making, I discuss one of the most surprising findings of my research – how significant the impact of staffing is on command situation awareness.

One of the essential tasks of a commander at any emergency scene is to conduct a size-up. Commanders are taught to look at things like building size/type, construction material/features, smoke/fire conditions, contents and life hazards. One of the things that is RARELY taught to developing commanders is the “Personnel Size-Up.”

The Personnel Size-Up is the commander’s assessment of what tasks can be safely accomplished based on the personnel on-scene. If you’re being realistic, you know that all crews are not created equal. Crew size, quality, training, age and fitness all impact a crew’s abilities. When the crews arrive it is important to size them up. Is the crew on Engine 1 the “A Team?” Is the crew on Ladder 3 from the “Island of Misfit Toys?”

If you work on a department with on-duty staffing, this size-up can start at the beginning of the shift when you see the roster of who is working on each piece of apparatus for the day. If you are a member of a department where the staffing responds from home, then you do not have the luxury of knowing the quality of your crew until they arrive. A Personnel Size-Up will help you make that determination and set realistic expectations.

One of the essential components of good situation awareness (and decision making) is being able to predict future events based on current conditions and actions of your personnel. In other words, getting out ahead of what is happening now and looking at where things should be five our ten minutes from now.

The quantity and quality of your staffing impacts your predictions of future events. The assignment you give your A-Team might take them 3-5 minutes to complete while the same assignment given to your Island Dwellers might take 10-15 minutes (and it will probably be done wrong).

As a commander, conducting a Personnel Size-Up will help you set realistic expectations of crew performance and the resulting future events. This, in turn, helps you maintain strong situation awareness.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com

For more Information:

YouTube Video Clips from a Situation Awareness Presentation

Podcast on Situation Awareness

[Author's note: This blog post was also posted at www.Firehouse.com]

The measure of success

2010-02-05T12:26:00.000-08:00

How does someone measure success? Some would say by the accumulation of stuff (houses, cars, boats, and other motorized toys). Others might say by size of the bank account (inclusive of stocks and bonds). I disagree with both.

I was told a very long time ago by a very wise person that I should measure my success by how much I help others succeed. In other words, the more I help other people achieve what they want in live, the more successful I will become. It took me a while to grasp on to the concept that helping other people be successful would some how make me feel successful.

However, having embraced that philosophy for nearly 30 years, I can honestly say it does work and I feel incredibly successful for having helped so many other people achieve their goals. In just the past several months I have provided coaching to three persons who want a career in the fire service. As their coach, it’s not my job to tell them what they want to hear. It’s my job to give them the unvarnished truth about their chances of success and how to improve those chances.

I also had a conversation with an associate of mine whom I helped with some advice more than 15 years ago. I told him that when he became successful, he would have an obligation to help someone else the way I helped him. The purpose of his call was to tell me that he had done for someone else exactly what I had done for him so many years ago. And so, the cycle repeats itself. Helping others makes me feel successful. Give it a try. You may be amazed at how good it feels to help someone else get what THEY want.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com
RBG3100@aol.com

Strategic Planning is like Vacation Planning

2010-01-22T11:40:00.001-08:00

Think about what it takes to plan a vacation. You have to consider who’s going with you; what you’re going to do; when you’re going to go; where you’re going to go; why you’re going in the first place; and, how you’re going to get there. In other words, the five W’s and an H (who, what, when, where, why, and how). The same is true when you think about strategic planning in your organization.

As the leader of the organization, you’re the driver or pilot, or engineer (depending on the mode of transportation you select) and the members of the organization are on board (hopefully) and going along for the ride. To get them on-board (i.e., buy-in) requires commitment and preparation on their part. They may have to be convinced, especially if they don’t know where the organization is going and why.

Think about if you wanted someone to go on vacation with you but you did not share the details of the five W’s and the H. Can you see how they’d be concerned and perhaps lack commitment to blindly follow you? To follow blindly in any direction is scary. You can run into trouble, you can get hurt, you can fail and look foolish.

If you want to have the best success with the strategic direction of your organization, get the members involved in the process of setting the direction and then communicate all the details of where you’re going, how you’re getting there, why it’s important to go there… you know… the five W’s and an H.

Fire Chief (ret.) Richard B. Gasaway, PHD, EFO, CFO, MICP
www.RichGasaway.com

[Note: This posting can also be found on "The Bleeding Edge of Change" at www.Firehouse.com]

When will the jobs come back?

2010-01-01T15:01:00.000-08:00

If there is one thing about the recession that has caused my heart to ache it’s the reduction in firefighter staffing in many communities. Some economists have argued that economic downturns can force businesses and governments to examine their operations and find more efficient ways to operate. On the surface that sounds good. We want our governments to operate efficiently and we want to be good stewards of the public dollar.

However, the budgets of many fire departments have been chiseled away over the past ten years and all the while these departments were taking steps to reduce expenses and improve their efficiencies. Stated another way, they have become mean and lean, finding creative ways to provide the most essential services with minimal staffing. There was no more proverbial blood in the turnip. So, when cities looked for the next round of cuts there was nothing left to cut except personnel.

Now we’re being told by the economists and the federal government that the recession is over. So what is to come of fire departments in a post-recession (recovery) period? Will the jobs come back? My prediction is they will not (at least not in the short term). I am not a pessimist and I so much want to see the jobs of my brothers and sisters restored.

In my travels I have kept tuned in to what local leaders have been saying, both publicly and privately. This is what I hear them saying… Fire departments have been over staffed and over funded for years and the recession gave elected and appointed leaders the opportunity (a good excuse) to cut out the “excess” with a good reason to propose reductions (the economy). Some of these elected and appointed officials give me the appearance they are actually smug and gloating in their successful attempts to reduce the size of the fire department.

Some fire department leaders have vocally opposed the reductions. Some leaders have resigned their positions or retired out of protest. Union leaders have stood their ground, but only with marginal success.

So when will the jobs come back? My prediction is the jobs will return very slowly, if at all. I also predict that it will take a crisis to reinstate firefighter (and for that matter police officer jobs). We all know this type of reaction is commonplace. There has to be an incident that results in serious injuries or fatalities. Then, and only then, do the elected and appointed officials begin to take grief from their constituents and the calls for action are heeded.

My concern is this: Firefighters are sworn protectors of humankind. Firefighters are wired for action. And unlike some elected and appointed leaders, firefighters will not play politics with the lives of residents. All of this spells the potential for the crisis previously mentioned to involve the lives of firefighters.

I am hopeful that firefighters and their command officers are having meaningful discussions about how the strategies and tactics should be adjusted based on cuts in staffing. I fear that firefighters will continue to fight fires the same way they always have and that is the recipe for a disastrous outcome.

To all my brothers and sisters I ask you that in these challenging times, if your department’s line staffing has been reduced, work smarter and discuss among your colleagues how to adjust your standard operating procedures. Remember that you mean the world to someone… act accordingly and take steps to ensure you safety.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com

Have a back-up plan

2009-12-14T05:12:00.000-08:00

If your career is in fire or EMS you have one of the greatest jobs possible. Having spent 30 years in the fire service, maybe I am a little biased. All things considered, it’s a pretty good career path. But what if something happened that meant you would not be a firefighter any more. Maybe you are involved in an accident that leaves you disabled. Maybe you have a heart attack at a young age that leaves you unable to return to work. Maybe you’ve been “downsized” as a result to the current economy. Maybe you unexpectedly find yourself working for a psycho boss and you decide to quit instead of enduring the stress of working for the boss from hell. Perhaps you were lucky enough to get hired at 18 and now you’re 50 and you can retire and move on to a new chapter in your life. Whatever the reason, you’re now a civilian again. Now what are you going to do?

There are many ways you can find yourself unemployed. Some may be planned. Some may not be. Regardless of where you are in your career, it would be wise for you to pause and say to yourself: If I could not be a firefighter, what else am I prepared to do? How else could I earn my living? How could I support my family? How would I find satisfaction in life? It is not the first day you wake up unemployed that you want to give thought to these questions.

One of the best pieces of advice that was given to me early in my career was: Have a plan B. Develop another skill or acquire knowledge or training that will prepare you to do something else… just in case. This advice was given to me during a time when I was contemplating switching my major in college from business administration to fire science. I was already two years into the business program when the desire to be a firefighter-paramedic overwhelmed me. I was completely consumed by the desire to serve. I was getting some awesome experience working for several fire and EMS departments. It was a good time in my life. I was having lots of fun. There was nothing more I wanted than to be a firefighter-paramedic.

I talked with a trusted advisor about switching majors to fire science. Surely that would help me get hired full-time on a fire department and help launch my career. My advisor was a firefighter and an instructor so I just knew he would be on-board with my decision to change my major. But he wasn’t. In fact, he strongly discouraged me from switching my major to fire science. I wasn’t expecting to receive that advice.

But when he explained his logic, it made perfect sense. He explained that a degree in fire science was not an essential component to getting a fire job. But, having a college degree would likely give me a few extra points in the hiring process. He explained that a fire science degree would be useful so long as I worked for a fire department but it would not have much usefulness if I ever moved on to doing something else. A business degree, on the other hand, would have usefulness within the fire department and would also open other doors of opportunity if I ever could not be a firefighter.

I was young and full of enthusiasm to be a firefighter. The thought of doing anything else never crossed my mind. I didn’t want to imagine that such a scenario would ever happen to me. Nonetheless, I valued his advice. After all, he had a good career in the fire service and his degree was in secondary education. So how could I argue with his logic?

I stayed in the business program and graduated with degrees in finance and economics. Then while serving as a volunteer firefighter-paramedic and company officer I continued in school and earned my master’s degree in business administration. Then came my big break… I got hired into my first full-time fire department job… as the fire chief. Talk about starting at the top! If I didn’t have 10 years of solid, progressively responsible volunteer experience and a master’s degree in business administration I don’t think I would have been a contender for the job. So my career was underway. But all the while, in the back of my mind there was the constant reminder of the sage advice from my mentor: What would I do if the day came when I would no longer be a firefighter? What was my Plan B?

That voice would nag at me. I can vividly remember him saying: Be prepared. So I went back to school again, this time to earn a doctor of philosophy degree. I had lots of friends and professional associates ask me why I would do such a thing, especially this late in life and with four school-aged kids at home? I knew I needed to have a solid Plan B. I needed to have something else to do when that day came.

To be fair, it was not only the additional education that helped prepare me for that day. I also started teaching classes and writing for journals early in my career (before the creation of Internet magazines and blogs). The more I wrote the better writer I became. The more I taught the better teacher I became. This was coupled with my insatiable desire to learn and for continual self-improvement. I read everything I could get my hands on. I attended every class I could. I never passed up an opportunity to teach a class or to volunteer for an assignment.

My upbringing in a family of blue-collar hard-working, whatever-it-takes steelworkers was evident in my work ethic. I didn’t realize it at the time I was growing up, but being in an environment of hardworking parents was also preparing me for my Plan B career. Unlike some, I was fortunate that my Plan B was just that… a plan. When I went back to school for my PhD I knew that when I completed this degree it would be time to put my newly acquired education to use and that would not be possible in a capacity of my current job. Completing my terminal degree would signal a graduation celebration… a graduation from school… and a graduation from the fire service career I had enjoyed for 30 years. It was a good run… and it felt good to have a plan. It felt even better when my plan came together.

All of this because 28 years ago I had a mentor who convinced me I should have a strong Plan B. That advice put me squarely in the driver’s seat to set my own destiny. Now I am doing work that I absolutely love and I feel so accomplished. I have more time for my family. My stress level is significantly lower and I feel like my consulting, teaching, writing and podcast messages are making a difference toward improving firefighter safety and fire service leadership. My blessings are many… because I had a Plan B.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com

Leaders are readers

2009-11-29T09:26:00.000-08:00

I recently had an opportunity to have dinner with another fire chief who has enjoyed much success in his career. He’s visionary, well-respected and gives much of himself back to our profession by traveling and teaching classes. I asked to define and describe a common trait that he sees in leaders as he travels the country. He told me the best leaders are avid readers of everything they can get their hands on: Books, journals, newspapers, even the magazines on the airplane.

I have to agree with this chief’s assessment completely. I have been an incessant reader throughout my entire adult life. I stash books like squirrels stash nuts. I have a couple on the nightstand in the bedroom, several on the end table in the living room, a few in my car and a couple in my computer bag. I typically read 4-5 books at a time. Maybe I’ve got ADD, ADHD or OCD. Whatever the reason, I can never remember reading just one book at a time. Maybe it harkens back to the habits formed in the formidable years when teachers would assign homework that required the reading from multiple books. Who knows?

My favorite types of books are those that inspire me to greater achievement. I enjoy books about leaders who have overcome adversity and those who have had successful careers. I like self-help books that give me ideas for making incremental improvements in my own performance. I may read an entire book and only extract one good thing I can use from it. But that one thing may be a golden nugget. Some of the best gifts I have received were books. Many I still have and re-read regularly. Some were so good, I had to give them away.

As much as I read books and journals, I don’t spend much time with the newspaper. I find reading the newspapers depressing. It’s always chocked completely full of bad news that I prefer not to read. I find my disposition being dragged down when I read about all the crime and troubles of our world. I’m not in denial that such things exist, I’d just rather not dwell on it. For the same reason I don’t watch much television either.

I am reminded about a discussion I overheard recently where the topic was the economy and the conversation was focused on two previous economic recessions, one in the early 1980s and one in the early 1990s. I didn’t remember there being recessions in the early 80s or 90s. I had to go look it up. In the 1980s recession unemployment was slightly over 10%. In the 1990s recession unemployment was just under 8%.

Hmmm. How could I not remember this? Surely it was big news at the time. Guess I was too busy living life and wasn’t too worried about all the bad news that was happening around me. I didn’t read the newspaper or watch much TV then either. I guess I didn’t know I was supposed to be depressed over the economy. I bought things when I wanted them and I didn’t worry much about the recession.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com
RBG3100@aol.com

[Note: This article was also posted on The Kitchen Table blog.]

Hee Haw Logic

2009-11-22T09:35:00.001-08:00

When I was a kid there was a comedy-variety show on television called Hee Haw. It was a show that was essentially senseless humor and the kind of program you could watch if you didn’t need much mental stimulation but just wanted to enjoy a laugh. One recurring segment of the show was in a barber shop where the barber would have a person in the chair giving them a shave and would tell them a story about something that happened in the town. The barber would say something that was bad news and the customer would say “That’s bad.” Then the barber would say “No, that’s good” and proceed to explain why that which the customer perceived to be bad, was actually good. And then when the barber was done explaining the good news, the customer would say “That’s good.” Then the barber would say “No, that’s bad” and proceed to explain why hat which the customer perceived to be good was actually bad.

So it goes in life. Everything good that happens to us has some element of bad and everything bad that happens to us has an element of good. It’s all in the matter of your perspective. Some people can, so effortlessly, find the bad news in anything that’s good. Take, for example, the conversation I had with someone yesterday about the weather here in Minnesota. It’s mid-November and our typical temperatures would be somewhere between Brrrr and Oh-My-God cold. While I’m teaching a class we take a break and I walk outside. The weather is amazing! It’s brilliantly sunny and the temperatures are in the 50’s (very unusual for Minnesota in mid-November). I made a comment about how beautiful the day is and someone says “Ya, if it just wasn’t so windy.” This comment made me think about how some people can find fault as if they get a reward for it.

This day was, indeed, a blessing and someone was still able to find a way to complain about it. Was it a “perfect” day. No. But is it reasonable (or necessary) to expect perfection? Isn’t “good enough” sometimes good enough? This day should have exceeded everyone’s expectations for warmth and sunshine. Yet, for this one person… still not good enough.

People who go through life with a disposition like this person’s miss some of the greatest treasures that are laid at their feet because they’re too busy looking for the bad things in life. One thing’s for sure, if you go around looking for bad news and faults in people, you’re going to find them. Likewise, if you go around looking for good news and gifts in people, you’re going to find that as well. And YOU… are one of those people. Look for the bad qualities in yourself, and you will focus on them. Look for the good qualities and you will focus on those.

When something good happens to you and you say you were “just lucky” you are discounting all your good qualities and giving credit to happenstance. Acknowledge that the good things that happen are because of your preparation and hard work. When something bad happens to you, don’t dwell on it. Find the good in it (and there always is something good about everything bad that happens) and focus on how to use that good to your advantage.

In the spirit of Hee Haw, here’s an example of a recent day in my life that demonstrates the banter from Floyd the barber.

- I was driving to a meeting today and amazingly there was hardly any traffic on the road.

- That’s good.

- No, that’s bad because I got a flat tire and there was no one around to help me.

- That’s bad.

- No, that’s good because the first car that came by stopped to help me.

- That’s good.

- No, that’s bad because the guy was taking his kids to school and didn’t have time to stop and help me out.

- That’s bad.

- No, that’s good because he offered to give me a ride to a service station at the next exit.

- That’s good.

- No, that’s bad because I had to sit next to one of his kids who spilled chocolate milk all over my new suit coat.

- That’s bad.

- No, that’s good because I took off my suit coat and tie and when I went to my meeting later that morning the client (who I was trying to impress with my new suit) commented on how at ease he was with my casual attire and that helped me secure a very large client.

Life is ten percent of what happens to you… and ninety percent of how you react to what happens to you. In every good, there is bad. In every bad, there is good. Keep you mind occupied by the good and it will propel you in the direction of success.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
Gasaway Consuting Group
www.RichGasaway.com

[Note: This article was also published on the Kitchen Table blog.]

Pilots Lost Situation Awareness

2009-10-25T07:25:00.001-07:00

By now you have probably heard about Northwest flight 188. The flight’s destination was the Minneapolis-St. Paul International airport. However, for reasons that have yet to be revealed, the pilots remained at 37,000 feet and flew right past the airport. It took over an hour for them to realize what they had done and correct the error. Air traffic controllers were trying desperately and unsuccessfully to reach them. Military jets were put on standby. The White House was alerted. How could this happen?

Initial accounts say the pilots were engaged in a heated disagreement over airline policy. A subsequent report said the pilots may have been sleeping. The National Transportation Safety Board will sort all that out. What we do know is the pilots lost situation awareness and mistakes were made. How could this happen?

This incident may have left you surprised or angry. After all, you don’t want to think the very people you entrust your life to are not paying attention when they’re flying the plane. I look at it a little differently. For years I have immersed myself in the study of situation awareness in dynamic, high-risk, high consequence environments and corresponding research in neuroscience and cognitive psychology. Admittedly, it’s not the kind of reading that most of you would find enjoyable, but I do.

One of the things I have learned is there are barriers to situation awareness – stated simply – things that impact your ability to pay attention. In research I conducted with fireground commanders, I was able to identify 116 potential barriers to a fireground commander’s situation awareness. With so many potential barriers, you might wonder how commanders maintain situation awareness at an emergency scene.

Many times when a near-miss or catastrophic event occurs, a loss of situation awareness is among the culprits. That’s because it’s not as easy to pay attention as you think. In addition to the things that happen around you that can draw you off task, there are a number of things happening in your brain that work against you. From my research, I have developed a training program to help public safety personnel understand what situation awareness is, how to develop it, maintain it, and how to regain it when it’s lost. I have been humbled by the number of requests I have received to present the findings of my research to firefighters throughout the United States, Canada, and England. If you want to taste of the program, I’ve posted some clips on my website. I’ve also produced a DVD series and wrote a book on the subject. I am passionate about improving fireground command decision making and situation awareness.

Pilots lose their situation awareness, overshoot the airport, and it results in an investigation to understand what happened so the lessons can be applied industry-wide to help prevent a future occurrence. A fireground commander loses situation awareness, makes a bad decision that results in a near-miss, and what happens? What’s done to correct the problem? Educate? Change behavior? Share industry-wide?

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
http://www.richgasaway.com/
RBG3100@aol.com

[Note: This article is also posted on the Kitchen Table blog.]

Houston's 10 Rules of Survival

2009-10-18T07:57:00.000-07:00

I read where the Houston Fire Department implemented ’10 Rules of Survival’ in the aftermath of multiple line of duty death incidents. I think they are on the right track, so long as these rules become institutionalized and are reinforced in an effort to change their culture.

The one thing that was noticeably absent from the list was the need to conduct a risk-benefit assessment prior to committing firefighters to an interior attack. Part of the risk assessment means evaluating if the fire has began to consume the structural components of the building (e.g., rafters, joints, beams, studs, etc.). It is also essential to assess the speed at which the incident is moving. To accomplish this, the officer/commander must look at the fire’s progress in the context of the passage of time. Under stress, you can lose your perception of the passage of time (temporal distortion is the term for it). Paying attention to the passage of time (even if it is just seconds or a few minutes) and looking at how fast the fire is progressing and how quickly the smoke is building and moving helps you understand the speed of the fire and whether or not your resources (firefighters and water) can get ahead of it. There is a limit as to how fast your firefighters and your water can move and if the fire is moving faster, your firefighters will be overrun but it. It’s a pretty simple concept, but one that is so often overlooked in the size-up phase of the fire.

The second part of the risk-benefit assessment is determining the benefit of engaging firefighters in an interior structural attack. Now, before the comments start flying about wimps and sissies, I will go on the record that I am a proponent of aggressive attack. However, it cannot be blind aggression. It must be a calculated attack – assessing what is to be gained from it. Is there a savable life inside? For those who may not know, skin begins to melt at 160 degrees. Crawling through a super-heated, zero-visibility environment with the objective being “search and rescue” is a misnomer. In this environment, it would be “search and recovery.” Even if you were able to extract the body before death occurred, third degree burns over 80% of the body are not injuries compatible with life and the victim will succumb to their burns.

To engage firefighters in the highest risk environments should be predicated on what benefit comes from that risk – and be realistic.We are firefighters. We are in a risky business. However, we should not be taking excessive risks to save unsavable lives and unsavable property. Nor should we be engaging in firefights when our resources (firefighters and water) are outmatched by the volume and speed of the fire.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com
RBG3100@aol.com

[Note: This was also posted on the Kitchen Table blog.]

Vest wearing sissies

2009-10-17T18:48:00.000-07:00

I was recently reading a heated debate in a forum where tempers were flaring. I may not be able to do the topic justice but I’ll try to summarize. I would refer you to the site, but I do not condone the form of childish name calling that I observed. It’s embarrassing, not to mention completely unprofessional. We wonder why we suffer to obtain and maintain the support of our elected officials and general citizenry? Some contributors have lost sight of the fact that those forums can be read by anyone. Ok, on to the topic at hand.

The sparring parties in this debate were warring on the topic of aggressive fire attack strategies. On one side of the debate was those advocating for strong command and control of the incident where the incident management team is responsible for assignments and accountable for the actions on the incident scene. On the other side of the debate were those stumping for more independent action by firefighting crews, denouncing the need for “vest-wearing sissies.” The tone of the comment led me to believe the author was of the opinion that incident and sector commanders who don identifying vests in the process of managing their incidents are fearful of aggressive structural firefighting.

As I have been a student of human motivation for many, many years, I have come to understand that all motivation is spawned from two emotions – fear and desire. Everything we do (and say) comes from fear or desire. I have to wonder… those who behave this way in forums - ironically, almost always anonymously - what are they afraid of? Or, what is it they desire?

You think you know? Feel free to post your thoughts. I just ask that you keep your comments courteous and professional. Remember… everyone has access to the forums.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGsaway.com
RBG3100@aol.com

[Note: Also posted in the Kitchen Table blog.]

Where has all the customer service gone?

2009-09-30T15:16:00.000-07:00

Customer service is a dying art. Or is it a science? I get the two confused these days. Anyhow… the one thing I’m not confused about is what makes good customer service. Some of the simple phrases… like “please” and “thank you” and “how may I help you” and “please visit us again” are not phraseology commonly heard much these days.

Go to a moderately priced sit-down restaurant these days (like TGI Fridays, or Ruby Tuesdays, or Applebee’s… you know the kind) and place your order and the response you’ll get is “sounds good” or ask for an extra napkin and you’ll get a “no problem.”

I was at a restaurant and there was a piece of machinery in my soup (honestly folks, I can’t make this stuff up). I set it out on a napkin and when I told the waiter about it, he shrugged his shoulders and said “I wonder how that happened” and then he walked away! No “I’m really sorry about that” or “Let me ask the manager to cover over and talk to you about this.” I didn’t even get an offer for a replacement bowl of soup.

Of course I didn’t eat it. And when my bill came, the soup was still on the bill. When I asked the waiter to remove the soup from the bill, he said I’d have to talk to the manager. My reply was “gladly, please ask the manager to pay me a visit.” The manager took the cost of the soup off the bill but wasn’t much better at offering an apology for the hardware discovery.

I shared this story with some friends over dinner recently in Baltimore. My story opened up a litany of stories from everyone around the table about similar experiences. We concluded that customer service has, for the most part, become an extinct art (or science). What hasn’t befell the same fate is the expectation of a 15 or 20% tip.

When you're on the street serving your customer... remember to say please and thank you... even if it is your 10th EMS call in the shift... it is your first time serving that customer.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/

Ego eats the brain

2009-09-04T15:28:00.000-07:00

Ego eats the brain. I had heard this saying some years ago from a wise sage in the fire service. He was talking about how some people become consumed with the power that comes with their formal authority. When this happens, they lost touch with reality and start to believe they are the smartest person in the organization and their way of doing this is THE way to do things. It’s sad to see because everyone around the egocentric leader can see what is happening. However, the ego-driven leader, by definition that world revolves around their perceived self-importance, cannot see it.

In the end, the egocentric leader is no longer a leader. Because, by definition, a leader must have followers and those followers must be willing to follow the vision of the leader. This essential quality is eroded with egocentric leaders… and every follower of the egocentric leader lives a miserable existence. They are often reduced to be “yes” people to the boss for fear of reprisal. This gives the boss yet another stroke to that mammoth ego: “I must be right because everyone agrees with me.”

If you were to slip a copy of this blog under the door of your egocentric boss, they'd surely believe it was intended for someone else... because their ego has eaten their brain.

Overcoming obstacles to get training

2009-07-25T21:12:00.001-07:00

While attending the Firehouse Expo in Baltimore, I had the occasion to speak to two firefighters who took personal time off from work and paid their own way to the Expo. I asked them why they did that and in both occasions they said their city administrations would not allow them to travel out of state for training so they took vacation time and came at their own expense.

How impressive is that? After I heard their stories I conducted an informal poll of firefighters who I met on the exhibit floor and in my classes. I asked them if their employer would not give them time off or pay for the registration and travel expenses, would they take vacation time and pay for the conference out of their own pockets? In the framing of the question, I assumed that most everyone (sans the two I had already mentioned) attended with their city's approval and on their city's expense.

I was really shocked to learn that many of the firefighters who attended the Expo had taken vacation time off work and paid their own ways because their city administrations would not support their attendance. I asked if this was because of the economy. No... many had paid their own way there for years.

It is shameful that cities will not invest in the future leadership of their departments. I applaud the firefighters who use their own time and spend their own money to become smarter and safer. You have my admiration.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com
www.woppyjawed.blogspot.com

What's the chances?

2009-07-21T06:56:00.000-07:00

I've been doing a little research for a class I am teaching at Firehouse Expo in Baltimore this month. The program is titled "Does someone have to die before things will change?" It is focused on the changes that have been made in the commercial airline industry as a result of catastrophic accidents. In preparing this material, I was curious about the odds of dying in a plane crash today. This led to a broader curiosity about the chances of dying other ways. Here's the 4-1-1.

Your chances of:

Dying from heart disease: 1 in 5

Dying in an automobile accident: 1 in 18,585

Dying from a bee sting: 1 in 56,789

Dying from a lightening strike: 1 in 83,930

Dying in a airplane crash: 1 in 8.47 million (flying in one of the 25 safest airlines)

Why are your chances of dying in an airplane crash so low? Because the airline industry has learned from their mistakes and invested a lot of money in design and training to improve airline safety.

Aviation accidents are front page news, even if no one dies. Vehicle accidents, even when someone dies (unless they are someone famous), hardly get a mention... maybe page three of the local section.

As expensive as it is for airlines to design and implement safety programs (and all of us who fly thank them for their investment), they also know the cost of accidents are far greater. The old saying... an ounce of prevention is worth a pound of cure... applies here.

If you are one of those white-knuckle flyers, take respite in knowing that statistically speaking, you should be far more concerned with your daily commute to work than in taking that plane ride to you vacation destination. There... feel better? Now you can be a white-knuckled driver instead of a white-knuckled flyer. Safe travels... whatever your means of transportation.

By the way... your chances of dying (in general) are 1 in 1 (100%). We're all going at some point... so enjoy your time here.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/

It's all about your attitude

2009-07-20T04:28:00.000-07:00

I've heard it time and time again. Ten percent of your success is determined by what happens to you and 90% by how you react to what happens to you. True... so true. If you are dealt some bad cards, you can get angry... become depressed... throw up your arms in despair... or you can choose to get energized from the situation... seeing it as a challenge to be overcome.

In everyone's life there is stress. There is good stress and bad stress. The good stress is called eustress... sometimes called positive stress. A stress that can compel change. The bad stress is called distress. Distress is a damaging stress... a form of suffering. Doctors will tell you that stress can kill you. When they say that, they are referring to distress, not eustress.

You are completely in control of your attitude. You may not be in control of the some of the things that happen to you, but you are totally in control of how you react to what happens to you. I'm sure you've been around people who are all fraught with drama. Anytime anything happens... it's a crisis. They bring on their own distress and, in turn, cause distress in others. You have probably also observed others who seem to be unphased by the bad things that happen or, better yet, are compelled to action by the adversities of life.

Everyone is going to have bad things happen. It's how you react to the bad things that is a display of how well you are in control of your attitude. You can moan and complain... or you can see that in all adversity there is a call to action... a call to change. Your choice... complain or embrace change.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/

Fire Department, Inc.

2009-07-16T04:42:00.000-07:00

I recently attended the IFSTA validation conference in Oklahoma City. Setting aside it was the absolutely hottest weather I can ever remember enduring (108 degrees), the conference was excellent. Chris Neal and Bob England do an outstanding job.

During a reception on Friday evening I was talking to an associate I have known for several years and someone who I would classify as being among the best and brightest in the fire service. We engaged in a discussion about the current state of the economy and the challenges his department is facing.

It was his opinion that most fire departments are being challenged today because the tight economy is forcing city and county governments to look at their operations using a business model-one that is based on profit and loss. He noted that many fire chiefs are not adequately educated to run a business and thus, they struggle.

Being someone who has worked in both the private sector as a banker (perhaps the epitome of profit and loss) and in the public sector as a fire chief, I can relate well to what he was saying. I can recall many occasions when I was conducting meetings with members of my department and someone would vocalize their frustration with my leadership style... "We're a fire department, not a business!" they would say with such disdain that I would feel as though trying to run the fire department like a business was somehow... dirty. Nonetheless, I tried to be patient and help them realize that we are, indeed, in the public safety business.

This mentality is not confined to fire department members. Several years ago I was reading in a newspaper about a battle raging at a city council meeting. The city was looking to hire a new fire chief. The debate was whether or not the fire chief needed to have a bachelor's degree or not. One of the council members was quoted in the paper as saying "I cannot, for the life of me, understand why our fire chief would have to have a college degree to run our fire department." The department in question had more than 400 career employees and a $20+ million budget. The fire chief in a department of this size isn't the "top firefighter." He's an administrator of a very large business with all the challenges and complexities of running a corporation: Budget, personnel, legal, marketing, quality control... it's all there.

Like it or not, the fire department is a business and the sooner you realize that, the better off you'll be. The fire department is not exempt from the fallout of a bad economy. It is going to take savvy business managers to survive these challenging times.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/
RBG31oo@aol.com

Another perspective on taking one for the team

2009-07-13T20:15:00.000-07:00

I was recently engaged in a healthy dialog with a fellow fire service professional on the issue of fire chiefs who are losing their jobs for standing up for what is right... refusing to make cuts that will impact the safety of the citizens and the safety of the firefighters. My friend inquired: "Where are the firefighters who are willing to put their careers on the line? If the chief is willing to give up his career because he will not violate his oath, what about the firefighters? Are they as willing to walk away from their careers when they know in their hearts they can no longer provide the services they were sworn to provide?

Before you kill the messenger (me), open up your mind and contemplate for a moment what might happen if there was such solidarity among the rank and file. Would it make a difference or would the city simply hire replacement firefighters as they do when they terminate the chief? Impossible you say? Are you old enough to remember when Reagan fired more than 11,000 air traffic controllers and hired civilians? It can be done, but not without a cost, for sure.

When the rank and file are on the same page, there is strength. As Lincoln noted: A house divided against itself cannot stand. Of course, Lincoln was talking about slavery, not public safety. But the concept is still applicable.

Ladies and gentlemen, if there were ever, in the history of the fire service, a time to get together and stand united for the common good... that time has come. Set aside your differences... or your house may fall.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/

Righteous fire chief throws self on sword

2009-07-08T10:09:00.000-07:00

Fire Chief Donald Barnes of the Shaker Heights (Ohio) Fire Department took a stand against more cuts to the fire department and it cost him his career. He is not the first chief to stand up for what he believed in and it cost him his career. I personally know several who have and I hold them in hero status. Nonetheless, it is a shame that fire chiefs have to throw themselves on the sword for the sake of trying to protect the lives and property of their citizens.

As fire chiefs, we take an oath to protect our citizens and that includes never doing anything that would jeopardize their safety. When a fire chief feels they are violating their oath, then they have to take a firm line.

Unfortunately, there are plenty of fire chiefs who would rather roll over and do whatever the administration wants done for the sake of saving their jobs. While that is shameful, it is also the stark reality that some leaders are more selfish than righteous.

I have always taken the stand that I would do what is right without regard to what the consequences are. It has cost me dearly on several occasions but at least I am able to wake up in the morning and look myself in the mirror and know that I did the right thing when I stood up to my boss.

There have been, along the way, a few times when I did acquiesce to the boss and did what I was told to do, even when I knew the outcome held great potential to harm public safety and firefighter safety. When that happened, I found myself wallowing in guilt and praying every one of many sleepless nights that no one would be harmed from the decisions I had been forced into making. It was a miserable existence.

I applaud Chief Barnes and I am confident he will land on his feet. As for the administration in Shaker Heights, I am hopeful that your residents will revolt against you for what you have caused to occur. You are one step closer to balancing your budget by saving $140,000 of pay and benefits from your fire chief. Congratulations. Your budget shortfall is nearly solved. Don’t worry at all about the consequences of public safety or fire department morale you have destroyed.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/

Do more with less...

2009-07-07T07:58:00.000-07:00

"Do more with less." We're hearing that cliche a lot these days, especially in emergency services as elected officials have found ways to justify cutting core services - like fire protection - and making the claim that such cuts will not have an impact on public safety.

Take, for example, the recent story on CNN about cuts in firefighters and the impact it had in Flint, Michigan and Alameda, California.

LINK:
http://www.cnn.com/video/?/video/politics/2009/07/06/meserve.budget.firefighters.cnn

Firefighting is dangerous and labor intensive work. Almost everything done on an emergency scene requires a team of four or five firefighters. Cutting down the size of the team has an impact. Elected officials can live in their denial if they wish, but it will show in the performance and in the consequences.

This is easy to see if you apply an example that is less emotional. In this case, a professional baseball team. The dialog goes something like this:

Owners: "Sorry guys, it's tough economic times. We're going to have to layoff some players and you're going to have to play the game with less players... 8 instead of 9."

Players: "Does the other team still get to have nine?"

Owners: "Yes, we're afraid so."

Players: "How are we supposed to win the game if we're outnumbered liked that?"

Owners: "You'll have to learn to do more with less."

This mentality assumes there are expendable positions on the team. Hmmm... who shall we cut.

The catcher? No... too important.
The pitcher? No... too important.
The first baseman? No... too important.
The center fielder? Yes! We'll cut the center fielder.

There won't be an impact. We'll just tell the left fielder and right fielder to run a little faster toward center field when the ball is hit there. We'll win as many games.

You know... and I know... this team is being set up for failure by myopic and dilusionary owners.

The problem is, baseball is just a game and no one is going to get hurt or killed if a team plays bad because they have less players. But firefighting isn't a game and there are real and lasting consequences when emergency services budgets are cut and firefighters are told to find a way to "Do more with less."

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/
http://www.woppyjawed.blogspot.com/

Who moved my cheese?

2009-07-03T10:41:00.000-07:00

If there was one book that I think contains on-point advice for what the fire service is going through right now it would be Spencer Johnson's New York Times Bestseller "Who moved my cheese?"

Who Moved My Cheese? has four characters. Two of them are mice named Snuff and Scurry and two are little people named Hem and Haw. The characters live in a maze that is the proverbial rendition of our life's environment... twists... turns... corners... unexpected things... you get the idea.

The characters are looking for cheese, which in this book represents one's happiness and success. Paired up, the mice and the little people set off on a trek through the maze in search of happiness and success (cheese). The mice and the little people come upon a cheese-rich cache at Cheese Station C.

The little people are content living off the success and happiness they are extracting from Cheese Station C and they develop a life around living off that cheese.

As it would happen, one day Sniff and Scurry arrive at Cheese Station C and find all the cheese is gone. They had been observing the cheese supply dwindling for some time so they're not terribly surprised by this finding. They were mentally prepared to set off on a new journey to find more cheese.

Later that same day, Hem and Haw also arrive at Cheese Station C and found the same thing... all the cheese was gone. They were angry and frustrated by this finding. Hem demanded to know "Who moved my cheese?" They were not prepared for this to happen. They fully expected their cheese would always be there for them. They throw a tantrum and go home hungry.

The next day Hem and Haw return to find the same thing... no cheese. Haw realizes the gravity of the situation and recommends embarking on a search to find some new cheese. Hem, still feeling victimized by the whole situation, voices his opposition to Haw's suggestion. Meanwhile, the mice searched and found a new cheese supply (at Cheese Station N).

And back at the cheeseless station (Cheese Station C) the little people are blaming each other for the lack of cheese and the situation they have found themselves in. Again, Haw proposes embarking in a search for new cheese. However, Hem is so comforted in his old routines and also afraid of the unknown that he continues to rebuke Haw's idea of moving on.

After days of living in denial the little people were still cheeseless. Eventually, Haw realizes he is gripped with fear and begins to laugh at himself. At that point, Haw realizes he needs to move on. As he enters the maze he chisels a note on the wall of Cheese Station C for Hem:

If You Do Not Change, You Can Become Extinct.

Haw is still fearful though of the new journey and he continues to write:

What Would You Do If You Weren't Afraid?

He ponders the question... then he sets off on his journey. Along the way, Haw finds a few scraps of cheese here and there that provides enough nourishment to allow him to continue his search. Haw's denial slowly wanes and he realizes the cheese didn't disappear suddenly. Rather, the supply diminished from being eaten.

Haw came across another empty cheese station and be began to worry again about his unknown future. But he had a new mindset now and he set his fears aside, realizing:

When you move beyond your fear, you feel free.

Haw decided to go back and visit Hem with the few bits of new cheese he has managed to find.
Stubborn and set in his way, Hem refuses to eat the new cheese.

Haw is disappointed at his friend's behavior, and decides to head back into the maze - searching farther and farther for new cheese (and having only limited success along the way).

Along the way, Haw leaves a trail of messages in the wall of the maze, hoping Hem will eventually embark on a search for new cheese and come along and read these messages.

Eventually after an extensive search, Haw finds Cheese Station N which contains an abundant supply of cheese. After eating, Haw reflects on his experience and writes these incredibly valuable lessons on happiness and success:

Change Happens

They Keep Moving The Cheese

Anticipate Change

Get Ready For The Cheese To Move

Monitor Change

Smell The Cheese Often So You Know When It Is Getting Old

Adapt To Change Quickly

The Quicker You Let Go Of Old Cheese, The Sooner You Can Enjoy New Cheese

Change

Move With The Cheese

Enjoy Change!

Savor The Adventure And Enjoy The Taste Of New Cheese!

Be Ready To Change Quickly And Enjoy It Again & Again

They Keep Moving The Cheese.

Now Haw inspects Cheese Station N every day and makes a habit of exploring different parts of the maze to prevent any complacency from setting in.

In this economy... the cheese is definitely being moved for a lot of people. Embrace these lessons from Spencer Johnson's great book. It may help you get through the turbulence that occurs when someone moves your cheese.

Richard B. Gasaway, PhD, EFO, CFO
website: http://www.richgasaway.com/
Another Blog: http://www.woppyjawed.blogspot.com/
E-mail: RBG3100@aol.com

Get Involved... Make a Difference

2009-06-23T12:45:00.000-07:00

For the past eight years I have had the honor of serving as a peer evaluator for candidates seeking accreditation (Chief Fire Officer) through the Commission on Public Safety Excellence. Among the requirements to be accredited is the candidates must make professional contributions. Most often, these contributions are in the form of serving in local, regional, state and national committees or candidates serving as instructors at regional, state and national conferences.

Once a person reaches the top level of their career ladder it would be easy to sit back, relax a little and relish your accomplishments. In fact, many, many chiefs do just that. They have lots of reasons for not getting involved and making a difference on the broader scale. If you try hard enough you can think up a good excuse to avoid doing anything you want. Equally, if you try hard enough you can find the time to give more than what your employer requires. Once you climb to the top of your career ladder, get involved... make a difference. It feels good and it's the right thing to do. My hat's off to the CFO candidates for giving back and making a difference.

Richard B. Gasaway, PhD, EFO, CFO
website: http://www.richgasaway.com/
Another Blog: http://www.woppyjawed.blogspot.com/
E-mail: RBG3100@aol.com

Lions and Tigers and Bears, Oh My!

2009-06-21T21:05:00.000-07:00

You remember that famous line from the Wizard of Oz. The mere thought of the existence of these scary creatures was enough to mortify the characters of the movie. The problem is, the were so fearful of unknown that they worked themselves into a frenzy over it. This is what happens sometimes when leaders are asked to look at doing business in a new or different way... to go down a new road... a proverbial "yellow brick road." There's lots of danger and suspense. Bad things can be waiting around every corner. Indeed, that could be the case.

But great new opportunities could be waiting around the corner as well and if the leader is not willing to venture down the road, they'll never know what could await them. Go on... live life a little. Take some risk and try new things. Conservative leaders may survive, but they surely will not thrive!

Richard B. Gasaway, PhD, EFO, CFO
website: http://www.richgasaway.com/
Another Blog: http://www.woppyjawed.blogspot.com/
E-mail: RBG3100@aol.com

A Few Good Men

2009-06-12T21:06:00.000-07:00

I just got done watching A Few Good Men, one of my favorite movies. One of my favorite scenes in the movie is where Tom Cruise is prodding Jack Nicholson to admit he ordered a "Code Red." Cruise asks Nicholson for the truth and Nicholson responds with "You can't handle the truth!"

I can't tell you now many times throughout my 22 years as a fire chief I wanted to tell the elected officials and my bosses "You can't handle the truth" as they were contemplating budget cuts that would impact public safety. Most of the time, they didn't even ask the hard questions about impacts because... they couldn't handle the truth... and they knew it. Or, my boss would order me to make the council report devoid of the stark realities of the impacts... because the boss could not handle the truth.

As I read the headlines on fire service websites, I am saddened to see the fire service sustaining so many cuts, while other things move ahead full steam - like the one I recently read where they were cutting firefighter positions, but building a new baseball stadium. Good God!

It's easy for electeds to feel all warm and fuzzy when talking about building a new baseball stadium and it's damn uncomfortable to talk frankly about the stark reality that if you cut staffing, service levels suffer and the duties performed by the firefighters becomes more dangerous. There's not way to avoid it. That's the truth. But, as we sadly know, they can't handle the truth.

Richard B. Gasaway, PhD, EFO, CFO
website: http://www.richgasaway.com/
Another Blog: http://www.woppyjawed.blogspot.com/
E-mail: RBG3100@aol.com

Hyper Vigilent... it can save your life.

2009-06-11T21:22:00.000-07:00

2009 Fire/EMS Safety, Health and Survival Week is June 14-20. The purpose of this week long event is to get fire and EMS personnel thinking... and talking... about safety. Don't take your safety for granted. More than 100 firefighters die in the line of duty each year. I bet not one of them thought it would happen to them, but it did. Today's buzz phrase... is hyper vigilent. To be hyper vigilent is to be extra perceptive of your surroundings and pay attention to the things that you might otherwise take for granted and overlook. When you go a long time without having an accident or a near-miss event you can became overly confident and complacent. Don't let that happen... become hyper vigilent.

Richard B. Gasaway, PhD, EFO, CFO
website: http://www.richgasaway.com/
Another Blog: http://www.woppyjawed.blogspot.com/
E-mail: RBG3100@aol.com

The importance of scientific research

2009-06-10T14:48:00.000-07:00

At the National Fire Protection Association Conference, I attended a presentation about a study that is being funded by the FIRE Act grant program and is focused on firefighter staffing levels. The preliminary findings were presented and, for the fire service people in the room, the results were a blinding flash of the obvious. A firefighting crew of three can accomplish more than a crew of two; a crew of four can accomplish more than a crew of three; and, you guessed it - a crew of five can accomplish more than a crew of four. Now why (you might be thinking) would we use FIRE Act grant money to fund research that tells us what we already know?

Studies like these are absolutely essential research. They're not designed to convince firefighters and fire chiefs that staffing levels impact quality of service. These studies are designed to prove to elected officials, who for the most part, do not understand or appreciate how important it is to get tasks accomplished quickly and safely at emergency scenes. Studies like these provide the evidence to back up the statements made by fire service leaders... so it's FACT and not OPINION.

Hat's off to the researchers and the sponsoring agencies, which includes the International Association of Fire Chiefs, International Association of Firefighters, National Institute of Standards & Technology, National Fire Protection Association, the United States Fire Administration and more.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

Five Ways to Climb the Ladder of Success

2009-06-07T09:19:00.000-07:00

I am often asked by aspiring leaders how to ascend the ladder of success. I'm not sure that I have all the answers when it comes to this topic, but I can tell you some things I have done, and observed others doing, that helps.

1. Formal education: Oftentimes education is not a requirement for advancement, but it sure helps open doors of opportunity.

2. Life-long learning: Once you take your basic training or get a degree, don't stop there. Learning should be something you do for life.

3. Help others achieve their goals: One of the quickest and surest ways to achieve success is to help others succeed. You learn in the process and helping others feels good.

4. Networking: There's no doubt about it... success is partially based on what you know, and partially based on who you know. You never know how someone you meet today may help you achieve success years down the line. Don't discount building and maintaining relationship.

5. Share your expertise: Become a teacher and mentor to others. As you teach, you learn. As you mentor, you learn. As you learn, you have more success. It's synergistic.

Best of success in your climb up the ladder. Let me know how I can help you.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasway.com

Pay it forward

2009-04-05T14:50:00.000-07:00

Have you spent the last 20+ years climbing the career ladder and now find yourself at the top? Excellent, congratulations! It takes a lot of hard work and determination to rise to the top of an organization... a position only held by one person... you. You've spend years and years acquiring knowledge expertise. Now what?

I say... give it all away. You owe it to the next generation to give away your knowledge and to share your expertise. Think about how much easier your climb would have been if you had mentors and coaches helping you along the way. People who gave away their knowledge to help you learn the lessons that would have otherwise presented you with challenges. Maybe you had people like that in your life along the way. If you did, you've been very fortunate. Now might be a good time to reach out to them and say "thank you."

The lessons you've learned along the way make you unique. You've got scars from your mistakes and if given the chance to script it all over again, chances are good you'd change a chapter or two. So give it away. Start teaching... start writing... start coaching... start sharing. It feels good and it's the right thing to do. You owe it to our profession and to the young people will represent our future.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

Get outside the firehouse mindset

2009-01-21T18:13:00.000-08:00

When it comes to doing things in new and innovative ways, no one is more creative than firefighters. However, there is a lot we can learn from other industries as well. Take for example the airline industry. They have found a way to achieve incredible safety performance... or Motorola, who has achieved phenomenal accuracy in the production of their electronic components.

Their success did not come by accident. Quite the opposite is true. To achieve excellence requires a commitment to be excellent at every level of the organization. If you want to achieve exceptional results, look to those who have accomplished it. There are plenty of articles and books that tell the story about how great companies excel.

Do yourself a favor and pick up a good book that tells the story of a successful corporate leader(or as a friend of mine does... go to Barnes and Noble and read it in the store while you sip a latte). Either way, I encourage you to get outside the firehouse mindset and learn from others outside our profession.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

The "new economy"

2008-12-31T06:46:00.000-08:00

This "new economy" is going to create some wonderful opportunities for the fire service. Let me explain. There's an old saying that goes something like this "You don't worry about where your next meal will come from when your belly is full." In other words, it's the hunger that drives our instinct to "hunt" for food. Budget cuts will mean there will be less food (money), forcing us to go on a hunt for new and creative ways to survive.

This can be a good thing because it will force fire administrators to look at solutions that before were not attractive. Again, back to my example, if you're not hungry, ants may not look like a tasty treat. But if you are starving, you may eat it (and might even enjoy them... I hear they're quite good when covered in chocolate). But if you are never forced to consider ants as a meal choice, you're far less likely to even consider them an option.

A fire department who has been able to survive on the budget plan that next year's budget will be equal to this year's budget plus 3% is in for a rude awakening. The new economy is going to force them to go on the hunt for new ways of doing business. What do I mean? Here's an example.

Let's say there's a fire alarm activation in a high school during school hours. Logic (and experience). Using my high school as an example (enrollment of about 2,500). There are no less than 1,000 cell phones in that school (my kids contribute 3 of them). If there is an actual fire in the school, the 9-1-1 phones are going to light up like a Christmas tree. So why is it that some fire departments send 3 engines, 2 ladders, 2 chiefs, a boat and a helicopter (ok, maybe a slight exaggeration... maybe they don't send the boat) to a fire alarm activation at a fully occupied high school. Send one company. If you get additional calls, upgrade. Controversial? Perhaps. But this type of response is, in my opinion, excessive and expensive. Helps to keep the numbers up and justify the staffing levels, for sure. But those staffing levels are going to change in this new economy and departments are going to be forced to hunt for new ways to do business.

Regionalization of services, consolidations, mergers, cooperative ventures... all on the table. Some years ago (age won't allow me to remember the year) we were going through some tough economic times and I wrote an article where I noted the tough economy will force departments to do things in new ways. Unfortunately, the economy turned around quickly and everyone was able to recover before they changed or starved and it was back to business as usual.

I am far less optimistic that this economy will turn around as quickly and we are all going to be forced to go on the hunt for new and innovative ways to survive... and thrive.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

This commentary was also posted on the Fire Service Chief Officer's Group on LinkedIn. My thanks to the visionary leadership of Fire Chief George Esbensen (Eden Prairie, Minnesota) for starting this group. I encourage you to join in the discussion here and there. Sharing thoughts and ideas makes all of us smarter.

Much to be thankful for

2008-12-22T13:01:00.000-08:00

As we all know, the type of work we do does not take a holiday during the holidays. In fact, many fire and EMS services are often busier because of the stress and anxiety people have in their lives. In our profession we see the best and the worst of humanity and the Christmas holidays often put us in a position to see some pretty bad things.

Please take time to reflect on how good your life is and how fortunate you are to have been called this this vocation. No everyone can do what you do. That is why firefighters, paramedics, EMTs, police officers and all who provide public safety are so revered. Under the worst conditions, when everyone else would turn away, you rush in to help. It's your nature... its your duty... it's your calling.

During this holiday season, pause, give thanks to God for all your blessings, and thank those around you for standing by you in the good times and the bad times. Your support system (family and friends) is so incredibly important. Don't forget to let them know that. Merry Christmas to you all... and to all a good and fire safe night.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

Automatic aid can improve firefighter safety

2008-12-13T20:17:00.000-08:00

I am hearing more and more about fire departments entering into mutual aid and automatic aid agreements. There are many reasons why this makes good sense. The first and most important reason I can think of is improved firefighter safety. If additional resources are dispatched from a neighboring department at the same time your department is dispatched then it stands to reasons the delay in their arrival will be reduced significantly. This can improve firefighter safety. By increasing the number of firefighters on the scene, the stress and strain on everyone is reduced. Simply stated there are more people to share the workload. An automatic aid department can also serve as your rapid intervention team/crew.

Depending in the size of your community and the proximity of the neighboring department's station(s), there is a risk the neighboring department could arrive at the fire before your department does. Short of bruising the ego of your firefighters, I struggle to see the downside of having the closest and quickest fire department arrive first.

The mission of all fire department is to reduce the loss of life and property while ensuring the safety of the firefighters. Automatic aid will help you achieve your mission.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

The foundation of a great fire department

2008-12-06T15:02:00.000-08:00

The foundation of a great fire department is built in three things: A strong organizational MISSION, an articulate and forward-thinking VISION, strong CORE VALUES. When I talk with departments that are having problems it almost always comes down to problems with members being out of focus as to the real reason they joined the fire service in the first place. As leaders, we have an obligation to ensure our members are involved in the development of the mission, are well-informed of the department's vision (direction), and live by the core values that are non-negotiable.

It doesn't matter if you are a formal leader or an informal leader, holding each other accountable for behavior that is consistent with the mission, vision, and core values is everyone's responsibility. Remember, if you allow undesirable behavior, it is the same as giving your permission for it to occur.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

Finding the good in a bad economy

2008-12-04T19:17:00.001-08:00

We are officially in a recession. Now what? Companies are laying off record numbers of workers. Now what? State and local governments are predicting huge deficits. Now what?

As tax revenues decline, local governments will be forced to reduce budgets. This can result in significant challenges to the providers of local government services, especially those who provide essential services.

Fire departments who have done the same thing the same way for a long period of time may find it difficult to find creative solutions in these difficult times. However difficult it it may be, fire department leaders must break out of the "that's the way we've always done it" mold and think creatively. I know of no vocation that is required to be more creative on a regular basis than the fire service. However, you are used to solving other people's problems and this time the problem is yours.

It is harder to solve a problem when you are emotionally attached to it. No fire department wants to cut any services that dedicated personnel have worked so hard to provide. No fire department wants to see members receive a pay raise that does not keep pace with inflation. No fire department wants to merge with a neighboring department and risk giving up their identity. But all these things are on the table.

Challenging economic times like these do not create character, but such times will expose the character of your members and challenge your leadership. I encourage you to be strong, principled, rational, and above all else, open-minded as you look for innovative ways to weather this stormy economy.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/

Firefighter Safety

2008-11-28T19:32:00.000-08:00

A while back I had an opportunity to do a ride-along with a large metropolitan fire department. I don't get the chance to do that very often so it was a real treat for me. As I was sitting around the dinner table with the crew, they were complaining about the city's lack of concern for their safety, citing example after example of where the city had denied purchases of equipment and gear that would make their jobs safer. It all seemed legitimate.

Then we got dispatched for a call and I got to watch, as they bolted to the trucks, donned their gear, mounted the rigs, and sped off to the emergency... and not one of them wore their seat belts. If you're going to complain about your city's lack of concern for your safety, don't be a hypocrite by failing to take the steps to ensure your own safety by wearing your seat belt. The quickest way to lose your credibility is to complain about what someone else is doing, only to do the same thing yourself. Wear your seat belts! It's the easiest thing you can do to improve your safety.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/

Lightweight Truss Construction

2008-11-26T05:56:00.000-08:00

While this blog is dedicated to improving fire and emergency services leadership, I want to take some editorial privilege to discuss a fire we had in Roseville yesterday at a four-unit apartment complex (a "quadplex" in the size-up given by Neil Sjostrom). The two-story building had heavy smoke emitting from the front door and a basement egress window. The attack crew was at the front door reporting hot, zero visibility conditions. Assistant Chief Tim O'Neill (Operations reported an all-clear on the unit from information provided by civilians, bu there was a dog inside. I ordered a defensive attack strategy... on a building where only one unit out of four is burning and the fire was spreading quickly. The crew used a thermal imager to assess heat conditions and try to locate the fire. There was high heat in the basement and on the first floor, consistent with the hot, angry, brown smoke that I was observing. They broke out the living room window and flowed some water into the structure. Bingo! The bulk of the fire was knocked down. Positive pressure ventilation was started which improved visibility and the crew entered to find a portion of the living room floor burned away. If they would have entered with high heat and zero visibility, they would have fell through into the basement... and we all know from the NIOSH reports how those usually turn out. I commend the discipline and experience of this crew led by shift commander David Brosnahan to know when NOT to enter. It saved their lives. When the fire was out, we went in to observe lightweight truss construction in the flooring (2x2s with particle board between them). In the end, one unit suffered heavy damage and the other three were completely spared... and we all returned safety to the firehouse! Amen.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

Bailout the American people

2008-11-25T05:19:00.000-08:00

Bailouts are abounding. First $700 billion for the financial industry. Now car makes, home builders and more are lining up for federal handouts. Enough! By the time the dust settles on all this, these federal gifts of your tax dollars will cost more than $400,000 for every adult American.

Here's a idea. Just give each adult American a $400,000 check. Talk about a recovery plan?!?! How could you go wrong with this bailout plan? Doesn't matter what a person does with the money, the economy benefits. Buy a house=economy benefits. Buy a new car=economy benefits. Fund a retirement plan=economy benefits. Pay off your credit card debt=economy benefits. Invest in the stock market=economy benefits. Take a vacation=economy benefits. Buy a new TV=economy benefits. Where's the downside?

There is a downside. There is no such thing as "free" money. The billions the government pumps into bailout plans will contribute substantially to the debt that already chokes our economy. As the federal deficit continues to grow, our economy will continue to suffer.

How is this current economy impacting you? How have you benefited from the federal bailouts?

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/

Training Grant Funding Deadline

2008-11-24T15:29:00.000-08:00

November 30 Application Deadline to Apply for Online Training Grant Funding

This is a reminder that November 30 is the last day to apply for a grant for online training. TargetSafety, a VCOS partner and supporter, has established that as the final date when U.S. volunteer and combination fire departments can apply for their $1.5 million online training grant.

Almost 200 applications have already been received from departments located in 45 different states. Among the states with the highest number of grant submissions are Ohio, New York, Pennsylvania, Kentucky, North Carolina and Texas followed closely by Iowa, Illinois, Massachusetts and Montana.

“Last year, TargetSafety and the VCOS awarded $1 million in grant funding to volunteer and combination departments across the U.S.,” said Chief Timothy S. Wall, VCOS chair. “With an additional half million dollars in funding this year, we hope to reach even more departments, providing a greater number of firefighters with the training necessary to do their jobs safely and efficiently.”

Those awarded the grant will receive six months of free access to TargetSafety’s PreventionLink™ online training and records management platform. The platform includes 15 hours of essential firefighter training from a choice of NFPA-approved fire curriculum, EMS continuing education, OSHA, human resources and general safety courses. Grant winners will also receive web-based tools for assigning, tracking and recording all online and instructor-led training as well as documenting inspections, policy reviews and other compliance-related tasks.
Volunteer and combination fire departments interested in applying for the grant can go to www.targetsafety.com/grant. Online applications must be submitted no later than November 30, 2008. TargetSafety and the VCOS will review all applications and notify grant winners by December 31. The program runs through June 30, 2009.

“As a partner of the VCOS and the IAFC, and a provider of online firefighter training since 1999, TargetSafety is absolutely committed to the men and women of the fire service,” said Kyle Kaechele, Managing Director, PreventionLink Services. “Through this program, we can help firefighters receive the instruction they need. We can also help training officers and fire chiefs easily document this training and other required compliance tasks.”
For more information about the grant, please contact TargetSafety directly at 877.944.6372 or firegrant@targetsafety.com .

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/

The signs and symptoms of pride

2008-11-23T12:12:00.000-08:00

As I get the occasion to visit fire departments I can tell so much about the department just by visiting their fire station and looking around. The signs and symptoms of their pride (or lack of) are all around for me to see. Little things tell so much. Clean trucks, clean floors, clean restrooms, empty trash cans, clean gear neatly stored... all signs and symptoms. What magazines are on the tables? Are they fire/rescue journals? Or are they periodicals on topics completely unrelated to fire/rescue? What's posted on the bulletin board? Messages about firefighter safety and upcoming training? Or classified ads from firefighters trying to sell an old car or motorcycle? How are the firefighters dressed? Nearly every day firefighters are going to get an opportunity to make a first impression on someone. Impression begins with "impress." Are your firefighters dressed to impress? Are the firefighters friendly and welcoming?

Think about how you judge a fast food restaurant. You want the restaurant to be clean and orderly and the staff to be kind and professional. So it is for fire/rescue services too.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/

ISO Proposing Changes

2008-11-20T19:28:00.000-08:00

ISO is FINALLY proposing changes to their fire protection rating schedule. Their existing system has been criticized for not being reflective of the true quality of fire protection services in many communities. Credit to ISO for listening to the criticism and for engaging the fire service in discussions about how to improve their rating program.

Below is information about the changes. I encourage you to visit their website and provide them with feedback on the proposed changes.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/

ISO is embarking on a project to review and, if warranted, update the content of the Fire Suppression Rating Schedule (FSRS). Our objective for this “Draft Concept FSRS 2009” project is to identify portions of the current PPCTM evaluation worthy of potential revision.

Over the next few months, we want to engage in discussions with a variety of stakeholders in organizations that deal with water, fire, and emergency communications. We’re seeking feedback on the scope and feasibility of the possible revisions.

We offer the following draft outline of items under consideration for revision. We hope the topics will serve as a framework for feedback you may wish to give us.
Increased reference to National Fire Protection Association (NFPA) standards
Possible revisions include: a requirement that, for a PPC better than 10, the fire department must have sufficient membership to assure response by at least 6 members (including the chief) to fires in structures eliminating the current ISO equipment inventory and replacing it with reference to pumper and ladder/service equipment listed in NFPA 1901 recognition of Initial Rapid Intervention Crew and Rapid Intervention Crew teams, according to NFPA 1500
an increase in minimum pump capacity for engines for Class 9 communities from 50 gpm to 250 gpm, in accordance with NFPA standards additional emphasis on firefighter safety and training:
training and credentialing for fire officers in accordance with National Incident Management System (NIMS) recommendations and NFPA 1021 training for fire apparatus drivers and operators in accordance with NFPA 1002 and 1451 no credit for training without proper documentation reference to firefighter safety requirements requirement for personal protective ensemble (PPE) clothing for all fire-suppression personnel at structure fires recognition of automatic-aid personnel responding to first-alarm structure fires extension of full credit for automatic-aid response plans to first-alarm structure fires when the departments have satisfied certain criteria for interoperability.

Training and development: An investment in your people

2008-11-18T17:02:00.001-08:00

As municipalities and fire departments look to tighten their budget belts, some tough decisions are sure to be made. One area sure to be evaluated is the budget for training and professional development. Cities and departments who reduce or eliminate this item are taking a short-term and short-sided view of how important it is, especially when budgets are tight, to ensure your employees have access to the latest technologies and techniques to be the most efficient and effective employees they can be. And while they are working extra hard to "do more with less" you can show them how much you appreciate their efforts by rewarding them with additional training and development. It is truly a "win-win" scenario. The employee feels appreciated, and the employer gains the benefit of a smarter employee. I cannot think of a better way to spend a budget dollar than on training and development.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/

Dr. Gasaway Recipient of International Research Award

2008-11-15T19:25:00.000-08:00

Dr. Gasaway Research on Situation Awareness Wins International Research Award

Roseville (MN) Fire Chief Richard B. Gasaway, PhD, was selected as the recipient of the prestigious FIRE/W. L. Gore Research Excellence Award at the 2008 Fire Related Research & Developments Conference held November 12-13 at the British Fire Service College in Moreton In Marsh, Gloucestershire, England.

The award was based on conference organizers evaluations of 32 research presentation submissions on topics related to fire and emergency services. Gasaway’s research paper and presentation were titled Fireground Command Decision Making: Understanding the Barriers Challenging Commander Situation Awareness. The presentation was based on scientific research Gasaway conducted to help improve the safety of firefighters operating at the scenes of emergencies.

“In light of the exceptional group of talented researchers who presented at this year’s conference, I am incredibly honored to have been selected for this award,” Dr. Gasaway stated. “An award of this stature serves as a vindication that my research has value20to firefighters in America and around the world. Thank you to the Fire Journal and W. L. Gore for their sponsorship and to the panel who selected my work for this recognition.”

Dr. Gasaway is a Firehouse.com contributor and host of The Leader’s Toolbox podcast program. Gasaway is considered to be one of the nation9 9s leading fire service authorities on the topic of fireground situation awareness and fireground command decision making under stress. This research has been adapted into a national firefighter safety program called Fifty Ways to Kill Your Brother©. The research has also been published in a book that is available on his website, http://www.richgasaway.com/. If you would like more information about his research endeavors or to inquire about a program presentation, you can reach Dr. Gasaway at RBG3100@aol.com.

British Fire Service College

2008-11-12T12:30:00.000-08:00

Greetings from the British Fire Service College where I am attending and presenting at a research symposium. This is my first trip "across the pond" and it has been very enjoyable. The people are very nice. Many things are different from what I am used to, including the accents, public transportation, prices, cell phone service, time difference... just to name a few. The symposium has been very enlightening as the UK perspective on some things (like firefighter safety) are very different (and often much better). They struggle to understand why so many U.S. firefighters are being killed annually, especially for simple things like not wearing seatbelts. I've been asked that question at least five times. I honestly don't know how to answer it. What could possibly the be viable excuse for not wearing a seatbelt?

It will be interesting to learn the U.K. perspective on my presentation on fireground command decision making. I wonder if some of the problems we face here in the States are universal... or unique. I'm guessing I'll find out tomorrow.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

Election Results

2008-11-09T14:44:00.000-08:00

The election is over and the voters have spoken. Regardless of whether you are republican, democrat, independent or another party, you are first, and foremost, and American. We have an obligation to support our elected leaders. If there was one thing that bothered me most about this election season, it was how negative the politics were and how easy it was for some politicians to throw our President under the bus. I don't agree with all the policies of our present Administration as I am confident I will not agree with all the policies of our new President and his Administration. But that does not mean I have to be mean spirited and attack the man because I think (from the comfort of my living room) that I could do a better job. It's not fair.

If you think you can do a better job than someone who holds and elected office, then run for that office. And if you do run for office, for God's sake, please tell me about the things you can do to make my life better (and less complicated). I don't want to hear you bash your opponent. Even if every bad thing you say about your opponent is true, it does not make me want to vote for you. I judge your behavior on the campaign trail as the behavior I can expect from you when you are in office. Don't tell me how you are a team player, a great communicator and a great problem solver, and then behave in ways that are not consistent with those qualities when dealing with your opponent. It makes you look like a hypocrite.

We are going through some tough times. Tough times do not build character, it exposes it. As a leader, people are watching you to and they take their cues from you about how to behave. Show yourself as a calm and predictable leader, worthy of the trust and confidence that your followers so desperately want to have in you.

Best wishes to our outgoing President George Bush and the members of his Administration. Thank you to Senator John McCain and Governor Sarah Palin for their desire to lead our great country. Congratulations to President-elect Barack Obama and Vice President-elect Joe Biden on a well-run campaign. I wish you much success with the challenges you will face when you take office. Your success will mean our success.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

Economic Opportunities

2008-11-03T19:38:00.000-08:00

Unless you are living under a rock, you know we are experiencing tough times. High energy costs, home foreclosures, corporate and financial industry failures, stock market downturns... it all seems like bad news. But in this bad news, there may be opportunity.

As cities begin to feel the strain of these difficult economic times, so will the fire department. For example, I believe many fire departments will be asked to take budget cuts, to reduce staffing, to cut services, downsize training, and more.

When this happens, you will be at a crossroads. You can go down the path of slash and burn, painful cuts and reduced service. Or, alternatively, you can look for new and creative ways to ensure your customer continues to get great service.

Look at the way you provide services. Do you send a full response assignment to every alarm drop? Maybe you don't have to do that. Do you bring every member in from home for every call for service? Maybe you don't have to do that. Is your department surrounded by other communities who duplicates every service you provide? Maybe it's time to strike up some regional cooperation. Or... dare I say it... mergers and consolidations. When you eliminate the duplication of services, money is saved. Money that can be put toward ensuring the residents receive the same, or improved levels of care during difficult economic times.

These challenging economic times are going to require changes in the way you do business. Do you want to be pushed and forced to change? Or do you want to be proactive and a leader of change? The time to decide is now... because the forces of change are already set in motion.

Richard B. Gasaway, PhD, EFO, CFO
http://www.richgasaway.com/

The Leader's Toolbox on Firehouse.com

2008-10-26T20:25:00.000-07:00

Join Dr. Richard B. Gasaway as he hosts the Leader's Toolbox podcast program on Firehouse.com.

http://dynamic.firehouse.com/broadcast/category/the-leaders-toolbox/

Richard G. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

Beer in the fire station...

2008-10-26T15:25:00.000-07:00

Within the past year, the elected officials to two Minnesota cities have voted to alow the fire department to have, serve, and consume alcohol in the fire station. In at least one case, these actions were taken against the advice of their city attorney and was in conflict with the recommendation of the legal counsel at the League of Minnesota Cities.

In my travels, I continually talk with fire service leaders who tell me about the struggles they have with being viewed as professionals, with being on equal footings with their police public safety partners, and with their councils supporting their efforts to progress their departments.

When I read headlines like these, I cannot help but wonder what impact it has on our profession. It doesn't matter if you are fully paid, part-time, paid-on-call, or volunteer, there is an expectation of professional service when we are called into action. If someone's house is on fire, or if their loved one is having a medical emergency, the expectation is that you arrive quickly, be well-trained, and offer competent service.

It's not too much to ask that the firefighters and EMTs who come to our aid be sober... in fact, not only sober, but be completely alcohol free.

So I don't sound like an anti-alcohol advocate, let me make it clear. I am not opposed to people enjoying a drink, or two, or more. What I am opposed to is firefighters who enjoy a drink, or two, or more, and then respond to emergency calls for service from a customer who expects, and deserves better.

We will never earn the respect we so yearn to have from our residents and elected officials so long as incidents like this make the news headlines.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

If I live to be 100...

2008-10-26T08:58:00.000-07:00

If I live to be 100, I don’t know if I will ever…

… see anything as ugly as an emergency vehicle involved in a high-speed crash.

… hear anything as sad as bagpipes being played at a firefighter’s funeral.

… smell anything as bad as burned flesh.

… have as bad a taste in my mouth as when politics are played with firefighter health & safety.

… fully appreciate the sacrifices my family made because I chose to be a firefighter.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com

Welcome

2008-10-19T12:30:00.000-07:00

Welcome to the Fire Service Leadership Initiative (FSLI). For nearly 30 years I have been involved in fire and emergency services organizations. In that time, I have had the opportunity to meet thousands of dedicated leaders representing many organizations from around the world. I have also had the opportunity to observe and study the best, and unfortunately, the worst leadership that our profession has to offer. This site is dedicated to those who want to be exceptional leaders. Thank you for visiting and I welcome your feedback.

Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com