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Let’s Hear It For The D.C. FEMS!

11 comments

 

I hope you all have a strong cup of regulah this morning. It's cold outside, I didn't sleep real well last night and this morning we learn of the official end of an era.

In case you've been living under a rock lately I'll just fill you in that the D.C. FEMS are not a new team to join that Lingerie Bowl league, although I wish it was. It's what Fire Chief Ken Ellerbe of the former District of Columbia Fire Department has decided, in his infinite and omniscient wisdom, that the citizens of D.C. want to see their fire and EMS department called. Now, originally Ellerbe said that the name change was going to better reflect the entire role of the DCFD and that is was about both missions, fire and EMS. Now it is evidently about what the people really want to see and hear about their fire and EMS department. Where he got this information from I have no idea. And furthermore I sincerely doubt any of the residents of DC really give a crap. Now, I know what you're going to say. "Kenny," you'd say, "if the citizens don't really care in the first place then what's the big deal?" "Who cares what the department's called?" Well, that argument does hold some water but here's my problem with it. You're making a change under false pretenses. You're making a change becuase it's, "what the people want!" Or because, "It better reflects what the department's overall role is." I say, if those are the only two reasons you are making a change, and one that sounds really, really dumb, and you are going to incur monetary encumberences in this time of econmoic downturn and budget crises, then you're an idiot. And probably an idiot who has political aspirations past the fire department. Oops. Was that my outside voice?

To make this whole thing worse there is collateral damage being done to our brothers and sisters in DCFD, er, DCFEMS. I'm not sure if they're on a quarter master system or if they have to pay out of pocket for uniforms and the like but according to my morning copy of The Secret List from FirefighterCloseCalls.com, it is going to cost members between $300 and $400 in new FEMS logo emblazzoned clothing. Any member caught wearing the old DCFD logo will be subject to disciplinary action. I'm seeing a lot of write-up's in the future just on principle. I'd take one happily, gotta tell 'ya. Not to mention that I'm sure they have to repaint all the rigs, change letterhead and a hundred toher things. So what's that going to cost? Maybe it doesn't matter since they're in DC. Maybe the DCFEMS can just raise their debt ceiling and do stuff without regard to budgets. Seems to work in the rest of the town, right?

This whole ridiculous thing goes back to the post I made a little while back I called, "Does It Really Matter? Really?". If you haven't read the post it is still available below. In it I talk about silly stuff that evidently Chiefs and such think is really, really important that really, really has no bearing on our job and our performance at all. Like changing the name of your organiztion to FEMS. Usually these things are done under the guise of better customer service, or representing the people you serve better or other such silliness. I dunno. As I state in that post, I just think that when people call 911 they want us to show up on a timely manner and perform our jobs well and professionally. They could really care less about what we are wearing our what our rigs say. But to change the name of a proud organization with a rich history to something that sounds so, well, silly under the premise that it's what the people want? How about addressing issues that really matter, where they really matter.

My regulah's cold. I'm gettin' off 'da Tailboard to go freshen it up some.

Posted by on January 4, 2012 • Filed under: Archive, fire-rescue-topics, General Rants, news, Tradition, Pride, Ownership • Tagged: , , , ,

“Risk a Lot to Save a Lot” is B.S.

21 comments

 

* Image from Ukiah Blog.

Ok, now 'dat I have your attention you better sit down and have some of this Irish regulah wit' me because I've got a feeling this one is going to get me in some trouble. Here goes…

"Risk a lot to save a lot" is B.S. No offense to Chief Brunacini but what has become a fire service golden rule is, in my opinion, a myth. The over-simplified saying attempts to take our entire job and box it up in a nice little saying that rolls off the tongue and can easily be remembered standing outside a burning building at 2 A.M., unlike RECEO and COAL WAS WEALTH and all that other crap. Along with its sister-sayings of "risk a little to save a little" and "risk nothing to save nothing" , "risk a lot to save a lot" has been bastardized to justify some actions or to crucify others. And I think it's crap. Maybe my logic is flawed but here's why I think so.

The Brother from  FF Robert Wiedmann of FDNY Rescue 2 in Crown Heights, Brooklyn; FF Jon Davies from Worcester Rescue 1; the Worcester 6; FF Paul Brotherton, Lt. Jeremiah Lucey, Lt. Thomas Spencer, FF Timothy Jackson, FF James Lyons and FF Joseph McGuirk; FF Corey Ankum from Chicago Truck 34 and FF Edward Stringer from Chicago Engine 63. What do all these men have in common? They have been seriously inured or killed while fighting fire where people were reported to be or thought to have been trapped. What else do they have in common? They saved no one. Does that mean that their memories are somehow tarnished? Does it mean that there was no reason for them to have been in a situation where their lives could have been at risk? My humble opinion is a resounding, "NO". Each of these men, and thousands of others, have been injured and killed doing a job that is predicated upon one thing; risking our own lives to help someone else. Nowhere in any oath that any of us took does it say that there absolutely, positively must be someone trapped in a fire building or another emergency. No where does it say that we absolutely must have infallible knowledge that someone is in there, under there or on top of there. Wherever there happens to be. We risk a lot every day just by going to work and rarely do we ever make true saves.

One of the closest calls I've had in my career occurred on an interstate highway at the scene of an MVA. It was a minor accident. A couple people with neck pain who wanted to go to the hospital be checked out. I was holding the head of the backboard while we removed one of the drivers from the vehicle. My back was to the lane of traffic that was still open and our apparatus had been placed in a blocking position behind the accident. At the time I had one of those big Mag Lights hanging from my truckman's belt and it usually hung right off my right butt-cheek. Just as the patient was being moved onto the board a car whose driver was obviously far to important to be held up by all this traffic, used the inside break-down lane to pass all the slowed or stopped vehicles. Problem was there was a Mass Statie cruiser sitting in the break-down lane right even with the accident. So this moron jerks his wheel to the right, cuts across two lanes of traffic heading right for us, jerks it back to the left and continues on his way. But not before he hit that Mag Light hanging from my belt hard enough that it flipped up and struck me in the back hard enough to leave a bruise that lasted for weeks. I thank God every day I had that bruise too because a couple more millimeters and it would have been much worse. What did I save? A patient who wanted to go to the hospital to get checked out probably for no other reason than to strenghten their court case when they sue the other guy? Yet I risked everything. It's my job. It's what I was called to do.

Operating in the roadway at an accident; operating at a structure fire; natural gas leaks; electrical hazards; Haz Mat jobs; domestic violence or other EMS runs. They can all injure or kill you just as quickly as searching ahead of a hose line looking for someone who may or may not be there. In my eyes at least, the risk is the same but the end-benefit to most types of runs we take in is far less. For most of those types of runs the only thing that will be saved is property. And it seems as though in todays fire service property isn't worth any risk. But do we still go on those runs? Of course. Should we stop going on those kinds of runs? Of course not. Do we need to develop risk matrices and acronyms for every type of run we might encounter? If that's what happens I'm throwing my helmet at someone and walking out of the firehouse giving a double one-finger salute. We do our jobs. We train to minimize risk. When the bell goes off we go. We use our knowledge, training and experience when we arrive to make decisions and act upon them. That's what we do. We are firefighters and Jakes-of-all-trades.

There are those that will say of the Brother from Rescue 2 Brother Wiedmann, "He shouldn't have been there!", "There was nothing to save!", "It was too much risk!". But what if he had been burned when the natural gas leak he had been investigating in the same apartment building, with all the residents standing safely in the street, found an ignition source and exploded? Then it would be, "What a brave firefighter!", "Their job is so dangerous!", "You just never know.", and other such statements. Yet the end-result would have been the same. A burned firefighter who risked everything in doing his job to save what? "Risk a lot to save a lot", my ass. We risk a lot to do our jobs. Period.

 

Posted by on December 20, 2011 • Filed under: fire-rescue-topics, firefighter-safety-health, firefighting-operations, General Rants, in-the-line-of-duty, line-of-duty, Tradition, Pride, Ownership • Tagged: , , , , , , , , , , , , , , , , , , , ,

Things I’ve Learned

6 comments

 

 

Everyone warming up with their cup of regulah? It's cold out there today. Let's just sit and chat for a while until we warm up a little, shall we?

The following is a partial list of things I've learned or have come to believe are true over my career. These are my beliefs, which come from my experiences and may be different from yours. They are in no particular order of importance, except the last two, which should be the most important. Please feel free to add your own in the comments.

1)   The fire service is a small world. Everyone knows someone. And with the internet, everyone knows someone you'd never in a million years think they'd know. Keep it in mind.

2)   Even though I do it more than I'd care to admit, responding out of emotion is rarely the correct choice.

3)   The day you say "screw it" to checking a piece of equipment is the day you'll need to use it and it won't work.

4)   I don't care what anyone says, there's something to the whole full-moon thing.

5)   The shift before you have something really important to do, you'll be up all night. Guaranteed.

6)   This job is fairly simple. It's when we try to simplify it even more with acronyms, flow-charts and decision making models that we generally screw it up beyond all recognition.

7)   Getting promoted has very little to do with how good a firefighter you were, or are. In fact, it is generally the exact opposite.

8 )   Little things matter. Don't believe me? Have an o-ring fail on your airpack sometime.

9)   You may get away with something you shouldn't 100 times. But that 101st time, ouch.

10) There is no feeling in the world like saving another human life.

11) There is no feeling in the world like not being able to save another human life.

12) People that are just a little touched don't scare me. They can be kinda fun. People that are truly hoopie, that don't live on the same planet as the rest of us, they terrify me.

13) When someone looks at you and tells you they are going to die, believe them.

14) There is nowhere colder than at the top of a stick flowing water on a greater alarm fire in the middle of winter.

15) The drive into work on Christmas morning is one of the loneliest and saddest, no matter how long you have on the job.

16) When something at home breaks, won't open, won't start or leaks you'll be at the firehouse. Promise.

17) You'll get hurt at some point. Hopefully it won't be serious.

18) If you try to "just get by" it'll cost you at least twice as much as if you would have just done it the right way the first time.

19) Some of the best friends you'll ever have will come from this job. So will the worst enemies.

20) He who talks the most generally also gets ignored the most.

21) If you are a good officer you're company will perform well for you because of you. If you are a poor officer your company will do so for and because of the barn-boss.

22) You can know exactly where you are going but be driving to the wrong place. Think about it, Magellan.

23) Being a lowly firefighter is the best job on the department. Officers, am I wrong?

24) If you want to know if there is any company pride, or a morale problem, look at their hand tools. Hand tools and their state of care is like a window to a company's soul.

25) You will work for idiots.

26) You are, in fact, an idiot from time to time also.

27) You'll have an "Oh S*%t" moment at some point. When you do, thank God you're ok and learn from it.

28) An Engine is an Engine. A Truck is a Truck. A Rescue is a Rescue. A Squad is a Squad that performs one of its two primary functions at a time. A Quint is a pipe-dream unless it has a minimum of six members on it.

29) A Halligan is a solid piece of formed steel with an adz, pick, bar and fork. Anything that is more than one piece and has those other features is an imposter.

30) If you get a "feeling" listen to it. Usually it pays off. It might not be in the form of a massive collapse, explosion or other really bad situation being avoided, but it will pay off somehow.

31) There is always someone better than you.

32) The fire service is an political animal. I hate it too, but get used to it. The Chief, Mayor, Selectmen or Trustees will not always make the "right" decision.

33) A company officer has his or her place on the fireground. And it's with their company.

34) If what you are seeing in front of you doesn't seem right, it's probably because it isn't. Take a second to think about it before going forward.

35) People are rescued alive from seemingly impossible conditions. Give them a chance.

36) Training is the most important "thing" in the fire service. Sorry Pub Ed/Prevention nazis, but it is. 

37) You will rarely be thanked in an amount equal to what you really put forth. But if that's why you're doing this then you're already screwed.

38) Your family won't always understand fully why you are so tired, upset or emotionally drained. You have to undertand that from them though. Get over it.

39) We see some really crappy stuff.

40) We see some really hysterical stuff too. Laugh heartily when you get the chance.

41) No one will ever fully understand what a juvenile, fun, crass, wonderful place a firehouse can be unless you're in the club.

42) Anyone who says an axe is only a cutting tool and not a prying tool has never really forced a door.

43) In my opinion the best position on the fire department is the irons.

44) The age of the "Keyboard Firefighter" is in full swing (not me though, I swear). My advice is to ignore much of it but rip their freakin' heads off when they are just dead ass wrong.

45) New kids are like lumps of clay. Or pieces of s*%t. Figure out which is which and either mold them or flush them.

46) A senior firefighter or Barn Boss can have more of an influence than any officer ever will. It can be good or bad, however. It's up to the officer to use it or squash it.

47) Bucketing, an egg in a boot, the "Cinnamon Dragon" and ice water into the shower are still funny. Fake gunmen, wrapping people up and hanging them upside down and other such non-sense that is videotaped and posted on YouTube for everyone to see your idiocy, is not. 

48) When you partially go through the floor and fire is trying to eat up your leg until the Engine from below hits it and beats it back, go thank them. Even though they still wish they were assigned to a special services unit.

49) Playing with your kids and loving on your wife is better therapy than a bottle or anything else will ever be.

50) This is still the best job in the world. You don't have to be here. Remember that.

Now getjerbutts off 'da Tailboard and add something to this list.

~TK

Posted by on December 11, 2011 • Filed under: Archive, General Rants, Tradition, Pride, Ownership • Tagged: , , ,

Have You Been “Departmentally Institutionalized”?

1 comment

 

Oh man. Not feelin' it today for some reason. I definitely need a cup of regulah to get me going. Grab yerself some too and have a seat here with me.

Teaching gives someone a unique opportunity that not everyone else in a given field has. It gives a person the chance to look around and see how other people do things. It gives them a chance to meet new people and have discussions in which information is shared, tips and tricks are discussed and new ideas are formulated. Obviously you don't have to be an instructor in your given field for this opportunity to present itself. In fact, in the private sector it is most commonly called networking, I believe. Getting together with others that have similar job descriptions and chatting them up. Sometimes the purpose is to get feelers out for a better position. Sometimes it's to see what the competition is cooking up and sometimes it's just to see how other people do things. The difference between the fire service and private industry is that if we don't ever want to network or expand our horizons we really never have to whereas in business you almost certainly will have to endure some outside training sessions or conferences at some time. What I mean as it relates to us in the fire service is that once you get hired by a department you get sent to an academy. If your department is not large enough to run their own you may get sent to a neighboring department for theirs or to a regional training academy. Once you succesfully complete the academy and return to your company, and assuming you have all mandatory certifications for your department, you never have to attend any outside training again in your career unless you really want to. There are plenty of firefighters I know who have been content to stay a basic-level firefighter and have done only the classes and drills required of them while they are on shift. They never attend outside classes, read the trade journals, read fire service blogs or web sites or attend conferences where, outside from the actual training, you can meet firefighters from other places and chew the fat with them. This leads to what one jake I know describes as "Departmental Institutionalization."

So what is "Departmental Institutionalization"? Well, basically, it means a person has been born into an organization and never left. They receive all their training from one spot which in turn leads to the development of difficult to break organizational mores and deeply held personal beliefs as to the right and wrong way of doing tings. This can often be a detriment not only to the individual but to their company and organization as well. Some would say that being trained in "the way of the department" for which you work is essential and a good thing. And I would agree to a point. I certainly want the candidates coming onto my job to know how to pull and re-pack our hoseloads, what the job is of each seat on the apparatus is, our running procedures etc. But not for their whole careers. I don't want our training division to be the sole source of information for the candidates or anyone else in our department. What if there's a better hose load? What if there is new technology out there? What if there is new research that can help us perform our job better, but no one knows about it because everyone is content to sit back on their laurels and just go to drill every shift and never take the time to invest in themselves and their career away from work? That's one aspect of "Departmental Institutionalization". The other can be even more damaging than just rolling up inside your department's cocoon and never coming out. Unfortunately it's one that we may have much less ability in influencing.

The other side of "Departmental Institutionlization" comes from on-high. Sometimes organizations breed a level of rigidity into themselves that members are afraid to stretch for fear of discipline, humiliation or a combination of both. Sometimes a department becomes so narrowly focused on itself that it never looks around to see if anyone else has any good ideas. New ideas or methods are not encouraged, and when someone does brave the waters and tries to prsent something new the organization sets up road-blocks like submitting proposals in triplicate, or meetings that continuously get rescheduled or the worst form of blow-off there is; your proposal that you spent hours on, made into triplicate, had notorized, applied for a patent and even found the guy in charge of that particular area of your organozation's operation and handed it right to him, wound up with coffee stains and jelly donut on it in a stack that never got looked through. Think it doesn't happen? I found a proposal I had written a year later in a box withother paperwork I was asked to shred. I had never heard anything on the proposal after I had submitted it despite numerous inquiries as to where it stood. Really makes someone want to put forth the effort again, huh?

Maybe the most damaging form of "Departmental Insitutionalization" comes from the ever looming threat of discipline. This almost always results in individuals scared to perform outside of what has been narrowly defined for fear of paper in their file. This then leads to organizational paralysis and stagnation because everyone just keeps performing in the way that has always been expected and what has been proven to be "safe". This can range from the way reports are completed and submitted all the way to operations on an emergency scene. This job is too dynamic and ever-changing to attempt to define techniques and methods as the only "approved" way of doing things.

I was teaching a class on RIC operations once. It was a class for operating personnel and not for candidates or those members in the academy. As such I wasn't planning on having to do much in the way of actually presenting "new" material and really having to begin from the ground up. I figured most students would have a good foundation in the techniques that were going to be covered. Throughout the two-day course I saw one member from a department I didn't know much about continually struggle. Not so much that he couldn't do what was asked of him but that he just seemed a couple steps behind everyone else. Just before lunch on the second day I went to talk to him during a break. I kind of gently told him I noticed he was having trouble keeping up with everyone else and asked him if he was ok or if there was a problem. The answer he gave me was not what I was expecting. As it turns out this person's department had exactly one approved method for moving a downed firefighter through the interior of a building, up a hole in a floor or down a ladder from a window or other opening. One. For each of those scenarios. No matter what the conditions, complications or difficulties. One. Approved. Method. Because of this many of the techniques we had been using during the class were brand new to him. He had never seen them, heard of them or been shown them so he had no foundation on which to build like the other members of the class. He was learning it all for the first time. Oh, and because that was the way it was in his department, he paid for this class himself because the department would not. Paralysis and stagnation in an extremely fast-paced and dynamic job. Pretty much polar opposites right? Like two magnets you try and push together? Just doesn't work.

So where does that leave us? Well, if you're a product of your department's inbreeding program, start looking around. It's not hard. You must already be doing it to some extent if you're reading this post. Pick up a trade magazine and read through it. Start looking at other websites, there's 20 or so just to the right of this post that are great places to start. Maybe, just maybe, go to a class somewhere other than your department and while you're there talk to and listen to the other firefighters that are there. Then, if you find something that may be of use to your organization, bring it back to your company. Start there. Maybe it'll catch on and before long it's a department standard. But don't be satisfied there. Come back to it a little while later and see if you can improve upon it.

If you feel like our straight-jacketed friend up there in the picture when you're at work, well, I'm not going to lie to you, you have to make a choice. Are you going to try and do something about it or are you content to be a robot? It can be a dangerous and slippery slope trying to get new ideas and methods looked at. May even run the risk of setting your career back a little bit. But it's up to you to decide how important it is to try and get things to change.

This video is short, only about three minutes or so, but if you're in this situation it is well worth the look. Jason Hoevelmann over at A Firefigher's Own Worst Enemy had it up on his site and I thought it was great. Take a look.

Derek Sivers: How to start a movement.

 

So there you have it. Maybe you're not the guy that needs to be the one to start the revolution. Maybe you just need to be the second nutty shirtless guy dancing like an idiot. Think about it.

Now getjerbutts of 'da Tailboard and go start dancin'!

~TK

Posted by on November 23, 2011 • Filed under: administration-leadership, fire-rescue-topics, General Rants, Leadership • Tagged: , , , , , , ,

Does It Really Matter? Really?

2 comments

 

 

Hello boys and girls. This might be one of those ramblers so I'll apologize in advance. When I sit down to write I very rarely map something out, read it and re-read it, tweak, adjust or otherwise do much in the way of editing. I usually just go off the top of my head and the bottom of my heart. Hence why I have seen a little controversy in the publication of this site, but that's o.k. I think a certain amount of turbulence just makes for a more interesting ride. I've got a jumble of thoughts running around in the vast space between my ears so I'll see if I can make it take the form of some sort of intelligible drivel that you won't be angry at yourself for investing your time in. So please fasten your seat belts. Put your trays in the upright position. Maybe get one last cup o'regulah, have a seat and enjoy.

I've been thinking a lot about pride, professionalism, job performance etc. It also seems as if many of these topics have been receiving the attention of bloggers and print-writers lately as I have seen many articles being published on these types of subjects. There also seems to be a lot of noise being made about our appearance to the public and how we must appear as professional as possible in order to stave off attacks, criticisms and decreases. Many of those making that noise use professionalism as some sort of magic shield. Like, if we just look the part, dress in perfectly pressed and creased uniforms, have spit-and-polished rigs and avoid any and all controversy then the public will love us and not be banging on the gate with pitchforks and torches ablaze. While I agree that those things may aid in our overall appearance to the public, especially keeping your department out of the headlines for scandals, I don't think they are as important as many would like to think and in the economy of the day won't protect us from cuts, pension attacks or referendum failures.

According to the Cambridge on-line dictionary the definition of professionalism is; the qualities connected with trained and skilled people. Hmm, ok. Let's see. How about the definition of qualities then; a characteristic or feature of someone or something. Hmm, ok. How about professional, then; a person who has a job that needs skill, education, or training. Gee, not too many jobs like that are there? Anyway, my point with all that is that no where in any of those definitions is the word appearance or a similar synonym used. So in order to be a true professional and display true professionalism do we have to dress a certain way or ride in rigs that look a certain way? I think not. Does anyone think that the Detroit Fire Department is not a professional organization? They are arguably one of the busiest fire-duty departments in the world. For years the department has been mismanaged and neglected, leading to run-down equipment and PPE. Does that mean that the firefighters that risk themselves every day for the citizens and visitors of Detroit are unprofessional? To the contrary I would argue it makes them some of the most professional firefighters I can think of because they overcome these and many other obstacles to perform their jobs to the best of their abilities. Now, do I think that you should be allowed to show up on scenes wearing whatever you want, in any state of disrepair and driving crappy looking equipment? Here's where the title to the post comes in. No, I don't. I just don't think that those things are that big a deal. Traditionalists hang with me.

I honestly, to the depths of my soul believe that John or Jane Doe who calls for our assistance in their time of need really cares, or notices, what we or our rigs look like. Now there are, of course, a couple of exceptions. I once went on a call in a Gumby suit. We were out doing ice training and we caught an ambulance call. Instead of delaying the response, and being unable to get out of it en route, I walked in and began treatment in a Gumby suit. Pretty sure the patient and family remembered that one. Another time, a family member of a department member was transported. The ambulance they were treated and transported in was one of the department's oldest and in the roughest shape. It was very soon after that the condition of the fleet was brought up at an open meeting and things were set in motion to update the condition. So, in some cases, yes, people are going to notice those things. For all of you who might be going for your Executive Fire Officer out at the NFA, I've always thought a great thesis would involve the perception of professionalism by those we serve. The quantitative research portion would simply be a survey sent to each person your department responded to over a given period. Four pictures would be included. One of a firefighter dressed in normal station-wear with button-down shirt badge and name plate, one in a t-shirt, one in bunker gear and one in a full Class A uniform. Then have some questions about the basics of their call, what they remembered about what the crew who responded was wearing and how, if at all, their perceptions or impressions were influenced by that. Just a thought, give me credit at the end.

It seems lately that the image of our fire departments has been trumping the actual performance of our fire epartments. The ability of many departments to effectively and safely respond to emergencies has been slashed while at the same time these cash-strapped departments are running TV, radio and print-ads singing their own praises and trying to convince everyone how indispensable they are. They spend money on pub ed and balloons and buttons and coloring books to hand out everywhere to build a good image in their community but then can't afford to maintain apparatus or replace PPE. The whole time these departments are beating the professionalism drum and giving their troops the message that appearances are more important than substance. Does it matter that a department roles up to a structure fire in a beautiful rig with perfect uniforms underneath their risky turn-out gear? Does it matter that the pub ed division was at the community picnic yesterday handing out said balloons and buttons when tody the house burns down because the training budget was slashed and the younger members can't lead-out the line? How's that for looking professional? What's that going to do to the image the public has of a department? I have overheard a conversation between two gentlemen that have way more bugles than I and one said that he was diverting more money into his pub ed budget from his vehicle maintenance budget because, "…if we can just educate people better they won't have to call 911 as often and we'll save money in the long run…" Presumably from not submitting the rigs to the wear and tear of actually going on runs. Does this line of thinking make sense? Am I the one that is thinking about this all wrong? Pub ed helps, don't get me wrong. But Pub ed can't prevent all fires, accidents and other emergencies. It certainly isn't going to decrease medical runs much and those are by far what we are responding on the most. I wonder if the man in white who made that statement remembers Lt. Kevin Kelly and the circumstances that led to his death?

I think that maybe the issue really comes down to perception of the problem. I think that it is probably safe to say that a firefighter looks at the problem of underfunding differently than the Chief of Department. The firefighter looks at the empty seat next to him that used to have another firefighter sitting in it. He notices that more fires seem to be taking longer to control, are getting bigger and are resulting in more greater alarms than in days past. He notices more brothers and sisters getting hurt. The chief, on the other hand, looks at the figure under his operating expenses and the one under his total approved budget. He then somehow needs to balance the two. Other than a papercut, or maybe carpal tunnel from the computer, that is the most the chief risks. The numbers in his spreadsheet don't get hotter, darker and more aggressive. They don't come blowing down the hallway at him because the firefighter that used to be at the bottom of the stairs to feed line isn't there anymore. The firefighter has a very real, tangible perception of the problem. The chief has just as real a perception but not nearly as tangible wear it matters. I know, I know. Those of you with rank will immediately admonish me for not understanding. You'll say the problem the chief faces is just as tangible because he'll see and feel the cuts he has to make and the tough choices that he'll have to decide. While I respectfully acknowledge that view, I greatly disagree that the two are equateable. I really disagree with it when the chief is willing to make a shift in mindset that the resulting decreases in ability to perform, whether it be on the fire ground, extrication scene, EMS call or anywhere else, is acceptable and just "the new way of doing business." I cannot accept that. It is my personal belief that while rigs, ballons and uniforms are nice, we need to be able to effectively respond to any emergency when the tones drop. I'm simplistic that way.

Listen, I'm not a chief or Ben Bernanke. I understand budgets, cashflow and deficits. If I were suddenly put in charge of a fire department with money issues I can't tell you what decisions I would make. I can tell you that anything that led to a decreased ability to perform our primary missions (read not just structural firefighting) or that had a negative impact on my guys and gals health and safety would be the absolute last thing I would even consider. Recently Chicago Fire Commissioner Robert Hoff was called to task by the Mayor of Chicago, Aldermen and some news media for his statement that he was "deathly against" proposed cuts to his budget. These cuts mainly revolved around decreasing the number of firefighters per company from 5 to 4. Commissioner Hoff came up through the ranks. All the way up through the ranks. And while doing so he didn't forget that he was still a firefighter and the impact that his decisions made in his new position will affect the guys and girls he once served with in the field. He's not willing to risk their health and safety or the ability of the Chicago Fire Department to respond to emergencies. Since wages and benefits are always the biggest line-item of any department's budget I think it is too easy to look there first in order to make up shortfalls. A department I know of had an estimated shortfall of approximately $450,000 for FY 2012. The department decided to lay-off 3 firefighters and not fill 2 existing vacancies in order to make up the gap. Now, this department also publishes a paper copy of its budget to each firehouse. That's probably where they went wrong this year. Because once the rank-and-file saw th line items for "Chiefs Training"- $50,000, "Publication Subscriptions"- $2,000 (really?!?!), "Professional Organization Membership Dues"- $10,000 (again, really?!?!), "Advertisement and Media Fees"- $15,000, "Travel Expenses"- $25,000, "Matching Retirment Plan Contributions"- $100,000 (for the chief, mind you, not the members) and my personal favorite, "Miscellaneous Expenses Related to Hosting Meetings"- $12,000 (i.e. donuts and coffee), they understandably went ape poo-poo. In case you weren't running a tally in your head that's $214,000 in what I consider to be perks, fluff and B.S. Is it the whole deficit? No, but it's a start in what I consider to be very non-impact areas. All except the "Matching Retirement Plan Contributions" I guess, if you're the chief. And it certainly isn't a living, breathing human being capable of saving a life. Just sayin'.

Professionalism, just like the definintion says, has noting to do with appearance. It is all about function and performance. And it irks me to no end that it keeps being invoked like some great brass ring we all have to dedicate ourselves to reaching in order to present a great face to those we serve. Let me know what you think.

Now getjerbutts off 'da tailboard and go get ready for the next one. Cuz 'dats what being professional is all about.

~TK

 

Posted by on November 6, 2011 • Filed under: administration-leadership, Archive, firefighter-safety-health, funding-staffing, General Rants • Tagged: , , , , ,

Our Kids

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*Image from Uniform Duds for Kids.

 

Everyone got there cahffee? Grab some diamond plate. This one might stir up some lively discussion.

So the other night I was listening to an on-line podcast over at FirefighterNetCast that is hosted by Christopher Naum entitled "Taking it to the Streets, The New Fireground and the First-Due." If you click the link you can listen to the replay of the show. The guests were Division Chief Ed Hadfield, Coronado, CA. FD and Deputy Chief Jason Hoevelman of the Sullivan Fire Protection District, MO. The main point of the podcast was talking about the new firground, how we need to start changing our thinking and tactics at some of these fires with new construction methods and new hydrocarbon-rich fuels burning. The show was great with many good points being brought up and discussed by the host and the guests. But I'd like to talk about another great aspect of the show. In case you have never attended a NetCasts show in person you're really missing out. In addition to the great content there is a live chat-room that runs throughout the show in which the producers of the show, the host, the guests and then the listeners all type-chat with each other. It is a great feature and really leads to some great discussion and information sharing.  There is also a call-in number that you can either dial from any phone or use Skype to call in and talk directly to the host and guest(s). It is a topic that was brought up in the chat room and then commented on by the guests that I would like to discuss today.

One of the listeners typed a simple question into the chat-room. I don't remember it exactly so I'm going to paraphrase here, "Is there something different about todays younger firefighters definition of "work" than, say, the older generation's?" A couple people chimed in and then another listener typed his opinion that basically said, paraphrasing again, "Yes. Kids today often haven't had a real job before getting to the fire department. They don't know what real work is." I agree with that sentiment, for the most-part. Anyone with the least little bit of knowledge of the history of our job knows that the number of firefighters coming from the ranks of the construction and mechanical trades has dropped significantly. Those that come from a farm, factory or some other background where mechanical apptitude is needed as a way of life are even fewer. On the flip-side we are getting more firefighters with college education and knowledge that, while may not be directly applicable to the fireground, is very valuable to the department as a whole. Computers, legal issues, radio equipment and communication skills come immediately to mind as examples.  A little more discussion in the chat-room ensued and then Division Chief Hadfield typed a response, paraphrasing, "The kids haven't changed. They just need to be LED!". Again, I agree with that statement too, for the most-part. I'm sure when the legions of carpenters, electricians, plasterers and plumbers entered the fire service in the '40's, '50's and '60's there was some of this sentiment too. I can imagine the barn-boss grumbling, "Sure 'dis kid can swing a hammer but he can't roll hose for s**t!" Or, "Hey junior! When I want you to come to my house and patch my plaster I'll call 'ya. Until then, sit there and shut-up." That's just the way of the fire service. We're gonna break your stones for a while until we find out what you're really made of. But there's a major difference between yesterdays kids and todays, and it's what I think the listener who responded to the question was talking about.

So, 20 and 30 years ago (and more) you had these tradesmen or guys that worked in factories or on farms that became firemen. Many of them had also served in the military during war-years. They brought special skill-sets that revolved around those trades or mechanical apptitude but they also brought something else. In general, the candidate-firefighters of old brought an ability to follow orders, think on their feet and put in a hard days work. Life was vastly different back then, even as recently as the '70's. No one sat around playing video games all day, or glued to their smart-phones or were handed things by their comparatively well-off Mommies and Daddies. No, most of the older generation firefighters worked, or fought, for what they had. Which left precious little time or expendable income for "fun" stuff. Many of the kids I see today, whether it be in my own department or teaching at the academy, have either had no real job to speak of or worse yet, have had many different small jobs. I say "worse yet" because I have asked several of these candidates why they hopped from one menial job to the next in their short work-life and more times than not I get answers like, "I couldn't stand my boss," or "My boss had it out for me," or "I  wasn't being paid what I deserved," or my personal favorite, "It took up too much time so I quit." Huh?!?! So now they want to be firefighers. And suddenly they are forced to report for duty earlier than many have had to get out of bed in years, they have to dress in a certain, prescribed and detailed manner, follow orders that are being barked at them, do certain things at certain times without question, think on the fly in a very fast-paced environment, learn the use of a multitude of tools, learn foreign materiel i.e. building construction and put in a harder days work than many of them have ever done. Talk about a culture shock! It's no wonder we have some trouble in getting through to these kids. Our academies and probationary time is not set-up to allow for a learn-at-your-own-pace approach. You have a set amount of time to complete the academy and the rquirements or fail. You have a set amount of time to make probation or fail. Except in a very few cases, there are no do-overs or time extensions. Sink or swim lads and lasses. 

Now here's where I think Chief Hadfield's comment comes into play. I don't necessarily think he was disagreeing with the listener's comment. I think what he was trying to say was that more officers, and senior firefighters, need to step-up and show our "babes in bunkers" the way. Another listener typed a comment that I think is reflective of an emerging problem in the fire service today. The listener said, "Too many officers "lead" from the office." Obviously nothing I, or anyone else says can be construed as being reflective of any entire department. However, I have seen in person and talked to more and more firefighters who have that exact complaint. That their Lieutenant or Captain sits in his or her office all day and they never see them until the tones drop or someone needs to be yelled at. When it comes to spider-solitaire, checking their e-mails or their stock portfolios or running their side-business they're the bomb. As a company officer, in its truest sense, not so much. Now that's not to single-out the officers only. There's plenty of senior guys who do the exact same things and never invest one second in the new boot. IMHO, er, in my humble opinion (I learned that one from one of those kids) many of us older guys are just as much to blame. These kids need to be led, yes, but don't expect that you're going to take them onto the floor, haul out your extrication equipment and in 10 minutes teach them all the ins and outs like you would with a guy that has worked with heavy tools and equipment before. It's just not gonna happen. In the same vein, when you're sitting around having an impromptu training session at the local building under construction don't throw out building terms like, lintle, top-plate and bearing wall and expect these kids to completely get it like the carpenter on the shift. Many of these kids learn just enough for the test they have to take on building construction, and other subjects, in the academy but have no real practical understanding in real-life. Many of these subjects are going to need to be reviewed and in some cases, completely re-taught. It ain't gonna happen over night brothers and sisters.

Be ready for something else, folks. The "whys" and "this is stupids". Now, to many of us the automatic and best response to those two statments would be a tersely stated, "because I said so" or some version of that retort. Many of us grew up in the fire service under officers who led with iron fists and little in the way of management or personal communication training. An officer or senior member gave you an order and you did it without question or hesitation or be prepared to suffer the wrath. That approach doesn't work with these kids. While it kind of doesn't make sense that they only want to study the absolute minimum to get by for the tests in the academy they actually do want an explanation as to why they are doing some particular thing or other in that particular way. And if that explanation consists of, "because that's the way we've always done it" or some other time-honored traditional response you may get met with the "this is stupid" retort. And guess what folks, in some cases they may be right. Remember, we're kind of set in our ways, brought up in a different fire department. These kids look at things differently and are more technology savvy. Those explanations we simply accepted and shut-up aren't good enough for them. Many times they don't mean offense or insult by their statements, it's just part of their lexicon and their everyday operation. Sometimes we need to take a deep breath and remember that. Then back-up and perhaps explain a little more in-depth or ask what exactly their question is so we can better answer it. Again, they, and we, won't change over night. But I think both our groups need to be willing to.

Well, until next time, getjerbutts off 'da tailboard and go invest in a younger member! Just be patient.

~TK

Posted by on August 19, 2011 • Filed under: administration-leadership, Archive, fire-rescue-topics, General Rants, Leadership, Tradition, Pride, Ownership, training-development, training-fire-rescue-topics • Tagged: , , , , , , , , , , ,

That Lonely Feeling, The Ticking Time-Bomb of Short-Staffing

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First, I need to apologize and make a confession. I'd like to apologize for such a long absence and the lack of content on the blog. There's a very good reason for it, I assure you. Which leads me to the confession. I believe that early on I copped to not being the most tech-savvy guy in cyber world and that is in direct relation to the lack of content. You see, I, uh, well that is, I mean, uh, well….<sigh> I forgot how to get into my own blog. Yeah, you read that right. I forgot how to get into the admin section of my own blog. I'm an idiot, I know. I can assure you that the proper web address is now safely tucked away in triplicate in different secure locations, if I can only remember where those are…

Ok. Everyone got their cup of regulah? Watch out, the diamond-plate may be a little wet yet from the wash. Dry it off and have a seat.

So, as the title implies I'd like to talk about a subject that is getting a lot of attention in our job right now; staffing reductions. I'm going to approach it from  little different angle however. It seems like everyone is talking about it and everyone is doing so in relation to firefighting and potential fire related deaths. While I agree with both of the arguments that a reduction in staffing effects our ability to accomplish essential fireground tasks in a timely manner and our ability to simultaneously conduct aggressive search operations I think we may be emphasizing this too much. Bare with me, I know that is bordering on sacrilege. In order to explain where I'm coming from I need to relay a story. I know, what's new right? What can I say, it's the Irish story teller in me.

We were dispatched with still companies to a reported pin-in on one of the expressways that is in our district. It was reported as a car versus semi-truck with heavy damage and serious injuries. The still Engine and Battalion Chief arrived first and reported the same. Next to arrive was the still Medic and Tower Ladder, bringing  8 firefighters and the chief to the scene. Upon our arrival we found a semi-truck had stopped in the break down lane on the outside of the highway with damage to the under-ride guard and trailer. The rear of the trailer was compressed probably three or four feet, enough to get it even with the rear dual. What was left of a car was in the inside lane with both front wheels gone, the hood and fenders flush with the windshield, the engine was in a million pieces spread everywhere and the drivers door and roof area were scraps of metal that looked like a metal sculptor decided to experiment with a chainsaw.  It was one of the most serious accidents in recent memory. So with our arrival the total on-scene compliment of firefighters was 12 plus a chief. Many departments would feel lucky to have that on the scene.

The Engine Lieutenant had finished his size-up and was reporting to the chief while his guys were dropping a hose line. The Tower Captain was getting his crew to work dragging out their compliment of extrication gear and securing the vehicle and we were told to dump all of our extrication gear and cribbing and get to work. I happened to be on the tool that day and went to the car to make my own size-up. I quickly determined we need to remove both front doors, remove the roof and roll the dash and probably would end up cutting both seat backs as well. I relayed this plan to both my Lieutenant and the Tower Captain. It was decided the Tower would take the passenger side of the car while we concentrated in the driver side. The passenger was alert but had multiple complaints (both she and her friend, the driver, were thankfully wearing seat belts), but the driver was unconscious and not able to be aroused. The B/C quickly requested an additional Medic, Engine and the District Chief to the scene. Soon thereafter we requested a medical helicopter to the scene, which required an additional Engine and Ladder company for the landing zone. So in total we were committing 23 firefighters and 2 chief-officers. And take it from me, every single guy there was busting his rear for approximately an hour until both patients were removed and on their way to separate hospitals. My department has gone from a staffing of 4 per Engine and Ladder to 3 over about the last 10 years. Luckily they have left us and our sister company alone and we still have 4. For how long, however, no one knows. If you look at this particular incident that would have given us an additional 5 firefighters on the scene to help. Now, it's been hot around here lately, and humid. During this incident four different firefighters had to be removed from work and sent to cool down and rehab due to exhaustion, three voluntarily and one involuntarily. So, as it turns out the girls were making a packie-run from a party they were at and jumped on the express to avoid traffic. MSP estimated they hit the truck doing about 85. It probably goes without saying alcohol was a factor.

So why the story about a pin-in when we're discussing short-staffing? Well, in my department most guys are firefighter/medics. We run ALS Engine companies as well as two ALS Squad companies plus the Medic units. While we had what many departments would consider a ton of firefighters on this job almost everyone was used up almost immediately. The still Engine had the Luft assigned as "Operations", the driver/operator manned the line, the back step firefighter/medic assisted the medics from the ambo. The still ambo was obviously used up immediately. The still Tower's Cap'n was made "Extrication", the driver/operator and the back step firefighter went to work on the extrication on the passenger side. Our entire 4-man crew went to work on the driver side extrication and the B/C was obviously the incident commander. With the arrival of the 2nd Engine, the Luft and the D/O went to work with the Tower company on the passenger side extrication and the back step firefighter/medic helped the 2nd due ambo. The helicopter landing zone Engine Luft and Tower Cap'n worked together with thier crews to set-up and secure the LZ and the D/C took command of the LZ. Everyone was used up immediately. And once those guys that I mentioned earlier had to go cool down and were removed from the operation their was no one to replace them. Granted, we could have called for additional resources but nearly the entire battalion and one half the town was there already. With the reduction in manning over the years we were missing 5 additional firefighters that could have been rotating in and out or lightening the load in other ways.

Like I said in the intro, everyone is talking about rolling brown-outs, staffing reductions and company closures and how it relates to the possibility or probability that this continued practice will lead to civilian or firefighter deaths . In some cases it already has. And again, while I generally agree with this stance, I'm really sick of hearing it. Everyone is beating the same drum and saying it the exact same way. "Mr. Mayor, if you close these 2 Ladder companies someone will die." "Selectman so-and-so, you are severely hampering our ability to save lives with these proposed cuts to our manning. Someone will die." "Mr. town manager, the continued practice of rolling brown-outs puts the lives of those people that would normally be served by that fire house at risk. It is only a matter of time until someone dies." Maybe it's the fire services version of "The Boy Who Cried Wolf". While indeed there is a wolf lurking, who knows where or when it will strike. And since our fire load is in general down, although that is becoming arguable again, the odds are that the cities, villages and towns will probably continue to get away with it unscathed. But what if we put a different spin on it? What if we acknowledge the danger in a fire situation but use other types of calls to try and ram our point home. Much more common calls, like the one I illustrated in the story above. Or the Alameda, California story. Or something else that is common and equally as dangerous as a structure fire in your area. 

We got both our patients out and to hospital relatively quickly while delivering good EMS care at the same time. Our patients probably did not directly suffer from the history of our decreased staffing. But there was another price to pay in the brothers that went down due to the weather and the heavy toll the extrication was taking on them. Another thing that the city hall dwellers hate are increased insurance premiums and workers comp settlement costs. What if a couple of our guys would have had to take time off or be hospitalized due to their injuries? I just think there are other ways to tackle this than with our current illustration of the Grim Reaper hanging out in every browned-out firehouse. One that might actually make some headway with the suits. 

I've seen the following video a few places on the web now. Maybe you have too. It was made by the Redwood City, California IAFF Local in response to threatened budget and staff cuts by their city council. It almost completely ignores the structural firefighting aspect of the job but still delivers a very poignant and powerful message about other aspects of our job that are just as important. Give it a few minutes and watch.

 

 

Pretty good huh? Now getjerbutts off 'da tailboard and quit watchin' videos and go do something!

~TK

Posted by on July 3, 2011 • Filed under: Archive, fire-rescue-topics, firefighter-safety-health, firefighting-operations, funding-staffing, General Rants, special-operations • Tagged: , , , ,

The Only Easy Day Was Yesterday

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The title is one of the many sayings that come from our Navy's SEAL teams. It should also remind us that just because we got the leader there are many followers who are ready and willing to fill the vacuum. We as a nation, as members of the military and members of the public safety community must be ever vigilant, ever strong. We can't let our guard down for a second. We know something's gonna come of this, we just don't know when or where. Be watchful and be ready.

But for now, we honor the memories of our Brothers and Sisters lost, the members of our military lost and scarred and their families, and the memories of those civilians murdered starting on September 11th, 2001 and extending nearly a decade. Lets us celebrate in victory, let us be solemn in remembrance and let us be vigilant going forward.

Thank you to the members of the SEALS and to all our military men and women who have been fighting this fight for so long.

Umquam vigilans, Umquam praesto.

Posted by on May 2, 2011 • Filed under: Archive, General Rants • Tagged:

The Best Damn Department In The Fire Service

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Everybody got they're cup of regulah? Everyone comfortable? Good.

So I'm sitting on the tailboard the other shift with the rest of my crew and we're talking about general happenings and scuttlebutt around the department. Soon the conversation turns to the general problem-solving and saving of the planet. Of course, me bein' me, I offer my 2 cents on a couple topics. One of the guys who's been around long enough to be able to say something like this says, "Oh, speakin' from your many yeahs experience as Chief, Kenny?" So I kindly replied, "No ya' chowdahead. Speakin' from my many years experience as a fireman." That got a laugh, even from my buddy who was trying to bust my stones. But I did mean it the way I spoke to it.

Sometimes, and it seems with increasing frequency in the last many years, the people who are being tapped to run our jobs didn't spend a whole lotta time learning the job before they get the big bump. Sometimes this is the result of the department's own rules and regs that allow a junior member, say someone just off probation or with only a couple years in, to challenge a promotional exam. Other times it's as a result of the "skyrocket" or "golden child" who seems to garner the favor of the powers that be and finds the path to success is a little easier than it is for other candidates. It's no secret we have better educated firefighters on the job today. Many of the younger jakes are coming on with Associates, Bachelor's and sometimes even Master's degrees. All this studying, writing and memorization helps them when it comes to a promotional test. Now I'm not bashing education, I'm all for it. But the books have gotta be balanced with some experience as well.

There's that saying in the fire service that, "I may have to respect his rank but I don't have to respect him." I've been hearing that one whipped out more and more often lately. A while ago we had a bit of a problem child with us. Many of us tried counseling him individually on separate occasions but it didn't really help. Finally, we decided it was time for an intervention. We called that show on A&E, you know, the one you want to watch to feel better about your own life, the one that does the interventions with all the skeeves and drunks? But they weren't interested. Don't judge, even a jake can get something outta watching it. Anyway, being a senior member I went to the Lieutenant and talked to him about it to see how he wanted it handled. He told me to handle it on our level and then if it didn't get better he'd be the hammer. So the entire shift sat down with this kid and had a chat. We didn't jump him, didn't humiliate him but examples were certainly brought out regarding his less than exceptional performance and how it needed to change. One of the comments he made during the chat still rings in my ears. He said, "What's with you guys? Am I gonna have to fight a fire or make a grab or something before you guys respect me?!" We sat there stunned. I looked at another guy who had more time on than me and he just shook his head, grabbed his cup and left the table. A couple other guys scoffed and just shook their heads. I simply said, "That might help. But you better pray you do it right instead of the way you have been doing it." Fast forward a few years. This particular individual transferred out of our house and went somewhere slower, a little more remote from other houses and we didn't hear much from or about him. Until the recent Lufts list came out. There he was, just about at the top and certainly within reach of that first bugle. Now go back and read the first line of this paragraph again.

I took a trip not long ago to see some family. While we were in town there was the usual family dinners with plenty of time to have some beers and chat. One of my cousins is a firefighter in the area so we were catching up and swapping stories. My cousin's department is small. A couple stations, about 30 guys on three shifts, a couple thousand runs a year fire and EMS. He then began to tell me about the new chief that was recently promoted. This particular person spent three years as a firefighter on my cousin's job. Three frickin' years. He then got promoted to Captain, and then two years later was tapped as the Chief-of-Department. You could almost see the steam coming out of my cousin's ears as he relayed the story. But it wasn't the anger of jealousy or of being slighted or passed over, it was the anger of seeing an injustice taking place and being powerless to do anything about it. You see, this guy has a Bachelor's in some sort of Business Management and a Master's in some sort of Emergency Management or something. Again, please don't misunderstand me, I think the education this guy has is great. But where's the experience to draw from? Where's the foundation in tactics and strategy? Where's the background in what works in theory and what works at 2 A.M. in the street? Evidently the politicos in my cousin's City Hall just want someone to try and balance the budget or steer the ship through the tumultuous economic downturn times or something. So now this guys got one bugle for every year experience he has. Again, see pre-ceeding paragraph's first line.

Even though I'm not promoted I believe in readying yourself as much as possible beforehand, not after you've got the bump. So I read. And I study. And I talk to people. And I train. And I take classes I don't have to. All in an effort that someday, when the devil himself is playing hockey on his own personal rink, I get the bump I'll hopefully be ready. One of the books I've read that influenced me the most has nothing to do with the fire service at all. It was written by the now retired Captain of a guided missile destroyer in the United States Navy. His name is Captain D. Michael Abrashoff and his (first) book is titled, It's Your Ship; Management Techniques from the Best Damn Ship in the Navy.  On it's initial shine the title might seem pretty conceited. But what Captain Abrashoff was able to do while in command of his ship was nothing short of amazing. The Navy ranks it's ships in each operational fleet (Atlantic and Pacific) and then throughout the entire Navy. These rankings are based off of performance drills, evaluations etc. When Captain Abrashoff took over the U.S.S. Benfold she was just about dead last in the entire Navy. When he left for a different command a mere two years later Benfold was first. The book is a great read for nothing else than just the story, but it also gives some great leadership advice. The funny thing is that this advice isn't earth-shattering or previously undiscovered. It is simple, to the point and highly effective. One of the best, and a personal favorite, is this gem, "I began with the idea that there is always a better way to do things, and that, contrary to tradition, the crew's insights might be more profound than even the captain's." Imagine that. The management asking the workers what works and what doesn't instead of implementing changes that they think should work. Huh. 

I don't need to be a Chief, or Captain or Lieutenant. I want to be, it's true. But as long as I'm a lowly blueshirt and can draw upon my education and my experience to influence others and my department I can be happy. I truly believe my department could be The Best Damn Department In The Fire Service, and so could yours. Sometimes we just need to convince our "leaders" of that. Sometimes, they just have to take a step back and realize maybe they don't have all the answers and that us peeons might just have some worthwhile input. We need some leaders with the courage and personal intestinal fortitude to realize they may not have all the answers or experience and to reach out to the lower ranks. Then, after receiving that input,  to stand up and actually believe that the advice is sound and institute those ideas that work. 

Oh well. Maybe when I'm chief, eh? Now getjerbutts off 'da tailboard and go do somethin'. Like train.

~TK

Posted by on April 23, 2011 • Filed under: administration-leadership, Archive, General Rants, Leadership