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/
Showing posts with label culture. Show all posts
Showing posts with label culture. Show all posts
Monday, January 17, 2011
Saturday, October 17, 2009
Vest wearing sissies
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.]
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.]
Friday, September 4, 2009
Ego eats the brain
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.
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.
Tuesday, July 7, 2009
Do more with less...
"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/
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/
Friday, July 3, 2009
Who moved my cheese?
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
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
Tuesday, June 23, 2009
Get Involved... Make a Difference
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
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
Sunday, June 21, 2009
Lions and Tigers and Bears, Oh My!
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
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
Friday, June 12, 2009
A Few Good Men
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
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
Wednesday, June 10, 2009
The importance of scientific research
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
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
Sunday, April 5, 2009
Pay it forward
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
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
Wednesday, January 21, 2009
Get outside the firehouse mindset
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
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
Saturday, December 6, 2008
The foundation of a great fire department
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
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
Friday, November 28, 2008
Firefighter Safety
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/
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/
Wednesday, November 26, 2008
Lightweight Truss Construction
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
Richard B. Gasaway, PhD, EFO, CFO
www.RichGasaway.com
Tuesday, November 25, 2008
Bailout the American people
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/
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/
Monday, November 24, 2008
Training Grant Funding Deadline
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/
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/
Sunday, November 23, 2008
The signs and symptoms of pride
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/
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/
Thursday, November 20, 2008
ISO Proposing Changes
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.
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.
Wednesday, November 12, 2008
British Fire Service College
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
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
Sunday, November 9, 2008
Election Results
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
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
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