Full Contact Leadership PDF

Full Contact Leadership Ch 1 Congrats on Your Promotion! Now What? The gift of leadership comes with great responsibility Leader must Demonstrate - Loyalty to superiors - Carry out lawful orders - Enforce pol/pro...

Full Contact Leadership Ch 1 Congrats on Your Promotion! Now What? The gift of leadership comes with great responsibility Leader must Demonstrate - Loyalty to superiors - Carry out lawful orders - Enforce pol/pro - Support mission - Achieve goals of the department - Committed to excellence 24/365 Engine that drives responsible leading is loyalty - no room for passive loyalty - “Act Like You Own It” Prime Directive - everyone comes home safe - Protect people from self in icted wounds Formal Organization - Department provides framework designed to support an o cer in soft and hard environments, safeguard (SOP, Pol/ Pro, training…) Playing by own rules, be prepared to accept responsibility - confusion, uncertainty, inconsistency, failures in leadership are all byproducts Informal Organization - Uno cial information, gossip, rumors, scuttle butt - when properly directed it can become an invaluable asset O cer must align the Informal Organization with the goals and the missions of the Formal Organization by nding the intersection between the two Best counter to Informal Organization is to ensure proper information is available O cers that refuse to recognize the informal group will dilute there own ability to lead Eight Criteria of an E ective Leader - Student of Human Relations 1. Be Consistent - set clear expectations and follow through 2. Be Honest - honesty builds credibility - dishonesty is a credibility killer 3. Be Emotionally Mature - ability to understand and manage emotions - No place for Adrenaline driven decisions - Contagious, others will act emotionally mature with you 4. Be Fair - Judgements that are free from discrimination ffi ffi ffi ff fl ffi fi  5. Be Competent - How an o cer carries out responsibility of rank roles/ functions - Communicate e ectively orally and in writing 6. Be Organized - facilitates a leaders compactly for competence, consistency and fairness - Action without a plan is a form of Russian Roulette 7. Be Intellectually Curious - time and energy invested in learning about the JOB - Knowing about and understanding the people, organization and the mission - Seek to challenge themselves and those around them causing them to think about problems and issues 8. Respectful of The Power of Orders - the way you follow orders is the way orders will be followed Ch 15 Setting Expectations E ective leadership starts and ends with setting expectations Telling doesn’t mean comprehension, allow for questions and answers Leaders are accountable to personnel, equipment, apparatus and facilities under there command Commanders accountable to the department Department responsible to the public they serve - re prevention is a point of contact with the public O cers are responsible for supporting mission and enforcing expectations and educating assigned personnel Pro ciency and Compliance is the job of the company o cer When setting expectations or giving orders, a full contact leader will leave no room for ambiguity or misunderstanding Setting expectations is key to consistency and fairness To set expectations an O cer must have uid communication with subordinates and superiors All orders must be justi able Set expectations early, often and as needed Life safety and property conservation can never be compromised O cer must have vision and command philosophy to guide action and decision making - put it to paper fi ff ffi ffi fi ff fi ffi ffi fl ffi  Proactive leadership - makes things easier for o cers and subordinates Reactive leadership is a fall back position only called on in the absence of proactive leadership New Engine O cer - Good Start - Place gear on unit, check SCBA, PASS - 360 - unit with re ghters until they can do it on there own - Confer with o going o cer/ FF - Review company journal - Co ee and breakfast after these duties have been completed Department Expectation - having everyone ready to roll is the single reason we exist Primacy - learn best when we get it right the rst time “At-the-rig” meeting is a great way to reinforce expectations Comfort Zones - get out of them Watch and See strategy - Observation period for strengths and weaknesses to develop a plan and vision Subordinate deviations are in direct relation to leadership support Ch 16 Coaching and Counseling Synergy occurs when individuals work together in a positive supportive work environment - every emergency depends on synergy Job should be better when you get o than when you stated Fire department is where synergy, cohesion, division of labor, specialization, mission teamwork come together to protect and serve the citizens they are sworn to protect - (Swiss Army knife for the Community) Fire Service is a career of learning, relearning adjusting and reevaluating Profession - The Job Fundal Mental Contract - Follow to the best of there abilities, lawful service related orders and directives Any mission is possible when leaders properly coach and counsel leaders placed in charge Coaching and counseling skill are acquired from study and practice and more study and practice FD is a large team divided into smaller teams ff ff fi ffi fi ffi ff fi ffi  Fire ghters are the most valuable asset of the department “Hardware” - tools, facilities, apparatus… - maintenance is routine do to Pol/Pro “Software” - Human assets of FD - require more care - tool for this is coaching and counseling Coaching encompasses hands-on, motivational and emotional aspects of the JOB Leader must demonstrate commitment to the department, mission and the people they are in charge of leading Nine States of Being that Requirer Coaching and Counseling must be applied at every stage 1. Preparation 2. Inservice and Ready 3. Standing by 4. In Response 5. Arrival and Size up 6. In Operation 7. Termination 8. Returning to Quarters 9. Standing Down Leader Coach - guides someone to learn and execute to the best of there ability through instruction, reinforcement and clarifying tasks - Expands the contributive capacity of each individual to optimize the team - Good leader coaching saves lives Coaching - exercise of interpersonal communication - Requires a plan that includes the team and set clear objectives - Feed back loop for listening and acknowledgment for accomplishments - positive and negative assessments - Super vigilant on how things are said - Enthusiasm is contagious - Each one Teach one mindset - someone always has there back Leaders success is measured by the success of there men and women Counseling is interpersonal communication - Interview, job appraisal, performance review, employee assistance, support… - Goal - align re ghter with needs and requirements of the formal organization fi fi fi  - Never focus on person or personality just behavior and con ict resolution - Clarify and reinforce team members roles and responsibilities - Positive Discipline - proactive or preventative discipline - not negative - Considered of full contact leadership - DON’T PUT IT OFF Leader-counseling - open honest conversation about subordinates negative or distracting behavior - Key is being physically, emotionally and intellectually connected - More asking than telling, requires hyper vigilance Spot Counseling - on the spot attention - Never use for issues that require structure/con dentiality 5 Components of Subordinate Counseling 1. Appropriate Environment - Identify reason/ purpose of meeting - Behavior not person and reinforce value to department 2. Supervisory Responsibility and Problem Solving Skills - Acknowledge problem - Improvement Path - Explore alternative problem solving 3. Command Presence - composure, self control - Encourage open honest discussion - Attentive Listening - repeat back - Follow Solution to Completion 4. Understand Requirement of Leadership - Action plan agreed to in writing - With schedule and Bench marks - Set follow up and review - A rm value to Department 5. Perform Self-Assessment - Do all involved agree - Inform other parties? - Firm Logical decisions? - Does meeting meet Pol/Pro - Submit report to supervisor Counseling skills paired with Coaching are Formal, Semi-formal, Informal - lite forms are Semi-Formal and Informal ffi fi fl  Leader Counseling/ Coaching is a form of Mentoring Confront the Uncomfortable - Human to Human Interaction Transfer the Punishment fails to calculate the disruptive impact “Problem the Cat Dragged in” at new re house - Doesn’t teach management how to learn to handle issues Lazy Leadership - Rationalizing away or Fails to recognize negative impact of half stepping routine and/ or seemingly incipient-sized marginal muscle or prerogative - Plays HAVOC within and Organization Blew it, Knew it - revealed by post incident review of facts and discipline choices in professional development of leaders O cers don’t need to explain every decision or order just rationally justify action or order 80% of leadership is protecting re operations from self-in icted consequences Successful “in-house programs” can be developed and pushed department wide Routine Preventative and Human Maintenance 1. Monitor - your people 2. Assess - in service readiness 3. Make Ready - certify in service ready status FD success is dependent on support, engaged, e ective mission centric leadership corp Transfer - valued leadership skill - support sta ng and coverage requirements - Also happens with promotions or specialty training - As sophisticated as telling someone to stand in the corner but maybe be e ective under certain criteria and must be communicated - Transfer is change and change is stressful Discipline vs Transfer as Punishment - Leaders actions and orders must serve a purpose of supporting and protecting the member, organization and advancing FD - Discipline - training that corrects mold or perfects behaviors and mental faculties - Best Discipline is front loaded with positive training, education and unambiguous prescription for action - Punishment - in icted or imposition as a penalty for an o ense ffi ff fl fi fi ffi ff ff fl  - Negative Discipline - designed to align employees behavior with department goals and responsibilities - Transfer is a managerial slight of hand, failure of leadership, white ag and a knee jerk reaction, disruption that causes a ripple e ect - Discipline - is a team building tool fl ff