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
Showing posts with label fire chiefs. Show all posts
Showing posts with label fire chiefs. Show all posts
Sunday, May 29, 2011
Thursday, May 26, 2011
Seek first to understand...
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
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
Thursday, May 19, 2011
Situational leadership: Using the right tool
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
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
Sunday, May 8, 2011
Managing up the chain of command
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
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
Monday, January 17, 2011
Reflections on the Utah Winter Fire School
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/
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/
Monday, September 6, 2010
On Dependability
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 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
Friday, January 1, 2010
When will the jobs come back?
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
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
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.
Thursday, July 16, 2009
Fire Department, Inc.
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
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
Wednesday, July 8, 2009
Righteous fire chief throws self on sword
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/
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/
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
Thursday, June 11, 2009
Hyper Vigilent... it can save your life.
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
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, June 7, 2009
Five Ways to Climb the Ladder of Success
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
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
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
Monday, December 22, 2008
Much to be thankful for
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
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
Subscribe to:
Posts (Atom)