Our leaders subscribe to unity of effort as a second key component our command philosophy. In a high-risk environment, mixed messages or countermanding directives add to the potential for friction, danger, and uncertainty.
In these situations, leaders must employ multiple leadership skills to influence decisions, forge effective relationships, facilitate cooperative efforts, and ensure that objectives are achieved.
The longer it takes to develop a unified effort, the greater the vacuum of leadership. Delays increase confusion, which in turn magnify the risk to our people and increase the likelihood that people will take unproductive or independent action without understanding the larger intent.
A unified leadership team sends a powerful message: when all leaders follow the same priorities and reinforce leader’s intent through consistent actions and words, our people develop a strong sense of trust for their leaders. It dispels the propensity to second-guess command decisions as subordinates recognize that the leadership team moves as one and is solidly in charge.
No comments:
Post a Comment
********
The WFLDP seeks to build and support an online community in which wildland fire professionals can interact.
We invite respectful discussion; however, the realities of online culture is such that anonymous posts and posts from children under the age of 13 are not accepted.
All comments are monitored by our editorial staff for appropriateness in meeting the mission of the WFLDP prior to posting to the blog. We do not discriminate against any views, but we reserve the right not to post comments.
Individuals posting comments are fully responsible for everything that they submit.
Comments submitted after hours and on holidays/weekends will be reviewed as early as possible the next business day.
Our complete blog policy can be found at http://www.fireleadership.gov/committee/reports/Blog_Policy_Jan2010.pdf.
A yellow box will appear after you submit your comment notifying you that your comment will be reviewed.