Carson City BLM Fire Staff Takes to the Ropes

During the spring of 2013, the Carson City BLM fire staff got together for a day on the Project Discovery's Ropes Challenge Course before the fire season got under way. The day started with introductions and a safety briefing focused on working together and spotting each other through the course. We performed a couple of activities focused on identifying how we worked together as a group before we moved to the low course.



The low course consisted of obstacles no more than 3-4 feet off the ground and each of the obstacles required all of us to support each other in order to successfully navigate the challenge. The low course was particularly insightful because no individual effort could achieve success. As a matter of fact we, quickly discovered that if any one person tried to do it on their own the whole group failed. We had to work hand-in-hand to overcome the obstacles. After we had completed each component of the course, we would sit down as a group and go over what we had learned, building a "tool box" to take forward into the more complex parts of the course.



After lunch, we moved onto the high course which consisted of belaying our teammates as they climbed up onto complex balancing and even jumping maneuvers far above the ground. This part of the course was more focused on the group supporting individuals to push the boundaries of their comfort zones and on working as smaller teams to navigate more difficult problems.



This was an excellent learning opportunity for the Carson City fire staff that gave us insight into how we worked together, the importance of the team, and how we could support our peers as they overcame challenges. The tool box that we developed as the day progressed highlighted our strengths and I believe it gave us some valuable lessons that we took into the workplace and into the 2013 fire season.

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Thanks to the Carson City District BLM Fire Staff for this From the Field for the Field submission. This blog entry is not an endorsement of the vendor. For more information on this leadership event, contact Shane McDonald, Carson City FMO. All photos are courtesy of Carson City BLM Fire.

"You Are the Example"

YOU ARE THE EXAMPLE

by Travis Dotson

When I was a first year Type 2 crewmember, I looked up to anyone who had already been on a fire. They showed me what to pack and which MREs to avoid. When I first got on the Shot crew, I watched the vets demonstrate how to “act like a hotshot.” When I rookied as a smokejumper, I emulated those with more “salt.”

Most of those folks had no idea how closely I was paying attention to them.

Who’s watching you? Somebody is. Whether you know it or not, someone is learning from how you behave. What do you want them to learn?

Have you ever heard someone say: “Man, I remember when I was a sawyer. Best job I ever had. Wish I was still doing that!” And you think: “Really? OK, here you go. You lug this stupid thing up the hill!”

It’s a pretty classic exchange. Lots of us have been on either side of that conversation. People who remember their time on the saw as their best job ever are obviously focusing on all the cool parts of the “good old days.” We all do that.

Think about how you feel three-quarters of the way through the season. At that moment, what are your feelings about coming back next year?

Fast forward to when it’s time to get your boots out of storage after skiing, hunting, or traveling all winter.

As we grease our boots we remember all the great laughs, awesome fires, and fat checks—not the personality conflicts, endless mop up, and base 80 pay periods.

People looking back on their saw time usually reminisce about “having no responsibility.” I know what we mean when we say that, but it’s just not accurate.

Recognizing Your Responsibility

We all have responsibility; but not all of us recognize it in the moment. I certainly didn’t for a long time.

I remember when I realized it, though. I was a sawyer on the crew when it finally dawned on me: “Those new crewmembers are watching me. I’m giving them permission to do everything I’m doing.” (And if you knew some of the things I was doing…well, that’s a different story!)

That realization was a real game changer for me. I had to pause and think about what it meant. To be honest, I didn’t like it, it worried me. It certainly didn’t change my behavior overnight—or much at all, for the most part. But I finally understood what “set the example” actually means.

Just know you are being studied. Lead from where you are. Help a rookie out, do quality work every time, and be smart after hours.

Eventually you’re going to have to deal with the behavior you’ve modeled.

Dig on tool swingers.

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Travis Dotson is a Fire Management Specialist with the Wildland Fire Lessons Learned Center and member of the NWCG Leadership Subcommittee. The expressions are those of the author.

The article is reprinted from the spring 2013 edition of “Two More Chains.”

Reframing HRO: A Focus on Behavior

(Photo credit: BLM/John Owens)

In March 2013, the Bureau of Land Management (BLM) Fire and Aviation Directorate’s Division of Fire Operations hosted a three-day training session on high reliability organizing (HRO). National, state, and unit level fire managers from throughout the BLM met in Boise, Idaho to build upon the success of the 2010 effort: High Reliability Organizing – What It is, Why It Works, How to Lead It.

Why HRO Training?

BLM Fire and Aviation has committed to becoming a highly reliable organization and incorporated the goal into the BLM Fire and Aviation Strategy Plan.

Goal 5 – A High Reliability Fire and Aviation Organization
Objectives:

1. Have a fire culture and processes that reduce system errors.
2. When failures occur responses are effective and resilient.
3. Have fire and aviation leaders that understand and promote HRO principles.
4. Have a reward system in place that supports HRO principles.
5. Have all employees understand that safety is the priority BLM fire management objective.

(Mike DeGrosky; photo credit: BLM/John Owens)

The Training Session

The training was conducted in workshop format with special presentations by, and assistance of, high reliability organizing and risk management experts supplemented with small group discussion and activities. The training focused on building highly reliable BLM wildland fire organizations at the national, state, and district levels by preparing the participants to extend behaviors and practices associated with high reliability throughout their organizations.

(Dr. Jody Jahn; photo credit: BLM/John Owens)

Topics included:

• Five Behavioral Lessons Learned (Mike DeGrosky)
• A Focus on Behavior (Dr. Jody Jahn)
• How HRO Enhances the Risk Management Process (Michelle Ryerson)
• Leadership and HRO – Becoming the Culture We Want (Mike DeGrosky)
• Enhancing High Reliability Through Key Operational Questions (Mike DeGrosky)
• Enhancing High Reliability During Briefings and After Action Reviews (Mike DeGrosky)
• P.L.O.W.S. – An Alternate Approach to the Standard AAR (Craig Cunningham)

(Craig Cunningham receiving the 2012 National Safety Award)

To learn more about the training session and topics covered, refer to Reframing HRO: A Focus on Behavior.

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A special thanks to John Glenn, Division Chief BLM Fire Operations, for this submission.

From Earth to Outer Space - LinC Gets Bigger!

(Photo credits: Young Adult Finances and IMP Awards)

Our partners at Drexel's LeBow College of Business have submitted two new lesson plans for the Leadership in Cinema program: Wall Street (1987) and Star Trek (2009).  Check them out today in the Leadership in Cinema LeBow College of Business library!

Palomar IHC Embraces "Wooden on Leadership"

(Photo credit: UCLA)

The Palomar Interagency Hotshot Crew (IHC) chose legendary coach John Wooden's book Wooden on Leadership as the basis for their 2013 leadership training.

Winter/Beginning of Fire Season (2012/2013)

Prior to leaving for season in 2012, returning crew members were encouraged to read Wooden On Leadership by Coach John Wooden, one of the most revered basketball coaches of all time. Crew members were asked to reflect on how the message could better themselves, their team, and their relationships in life. Crew members were told that the book would become the basis of the 2013 leadership training efforts for Palomar Hotshots.

Refresher Training and Beyond (May 2013)

Wooden on Leadership was woven into refresher training.  The crew spent time digging deeper into Wooden material.

On the Road with Wooden on Leadership  (June 2013)

Even though Palomar IHC was busy with fires, they brought Wooden along on their journey. The crew dove into each chapter of Wooden On Leadership. They found it as a great framework to leadership and a successful organization. Two members of the crew were selected to overview and present each chapter.

Resources

• Palomar IHC's Lead Up webpage
• Coach John Wooden official website
• Wooden on Leadership - Pyramid of Success
• Wildland Fire Leadership Development Program blogs on Coach Wooden

What We Already Know

(Rowdy Muir, Fire and Aviation Safety Team during the Beaver Creek fire near Sun Valley, Idaho, 2013. Photo credit: Bureau of Indian Affairs)

What We Already Know 

by Rowdy Muir, Agency Administrator Representative, National Interagency Hotshot Committee

[Editor’s note: This article was written several months before the investigation report was completed and released. Reprinted from Smoke Signals, February 2014]

On the evening of June 30, 2013, the news confirming that nineteen hotshots had died on the Yarnell Hill fire shocked not only the fire community but the whole nation. I know there were others like myself who were wondering how something so tragic could happen to nineteen hotshots. 

Ready, Set, Go! Program 2014 Awards Announcement

(Photo credit: RSG website)

The International Association of Fire Chiefs’ (IAFC) Ready, Set, Go! Program announces the inaugural Ready, Set, Go! Program Awards. The awards have been designed to recognize exceptional efforts and achievements of the fire departments and individual fire service members associated with implementing and maintaining a successful Ready, Set, Go! Program in their community. These awards recognize outstanding efforts by volunteer and paid/combination departments and state forestry agencies in using the RSG! pre-fire mitigation and preparedness outreach program to improve the dialogue on widlland fire preparedness between fire departments and the residents they serve.

The RSG Fire Department Award for Excellence: 

• Paid Department - Colorado Springs Fire Department – Wildfire Mitigation Administrator Christina Randall Volunteer Department - Barnegat 
• Volunteer Fire Company - NJ Forest Fire Warden & Trustee John Cowie 

The RSG Innovation Award: 

• Texas A&M Forest Service Forest Resource Protection – Wildland Urban Interface Staff Forester III Nick Harrison 

The RSG Leadership Award: 

• Ventura County Fire Department - Public Information Officer Bill Nash

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The above information was taken from the RSG Award announcement. For more information visit the RSG website.

(A special thanks to Mark Stanford, Texas A&M Forest Service Fire Chief and NWCG Leadership Subcommittee for this blog post.)

2014 National Reading Challenge - The Lone Survivor

(Photo credit: Lone-Survivor.com)

As part of the 2014 Wildland Fire Leadership Campaign - The Resilient Team, the Wildland Fire Leadership Development Program (WFDLP) has issued a national reading challenge for Marcus Luttrell and Patrick Robertson's, "Lone Survivor: The Eyewitness Account of Operation Redwing and the Lost Heroes of SEAL Team 10." "Lone Survivor" highlights the courage of SEAL Team 10 as they fight a desperate and doomed battle in the mountains of Afghanistan. There are many lessons to be learned from the leadership and teamwork displayed by such a resilient and elite group of fighters.

The intent is to read and discuss the book throughout the spring and summer. As a capstone to the discussion, readers will be encouraged to venture into the Leadership in Cinema realm and watch and discuss Peter Berg's, "Lone Survivor," currently in theaters and estimated to be released on DVD/Blu-ray in May 2014.

"Lone Survivor - The Eyewitness Account of Operation Redwing and the Lost Heroes of SEAL Team 10” Reading Schedule

Sign up now and become a part of the neighborhood to join the discussions! Discussions will be hosted in the Fireline Leadership Reading Room.

• March discussion - Chapters 1-3 (pages 1-123 paperback)
• April discussion - Chapters 4-6 (pages 123-223 paperback)
• May discussion - Chapters 7-9 (pages 223-330 paperback)
• June discussion - Chapters 10-12 (pages 330-444 paperback)
• July discussion - Comparing the movie "Lone Survivor" to the book "Lone Survivor: The Eyewitness Account of Operation Redwing and the Lost Heroes of SEAL Team 10." 

If you have questions regarding the Professional Reading Program, send an e-mail to BLM_FA_Leadership_Feedback@blm.gov.

Building Leaders - From the Field for the Field

(Photo credit: CoachFore.org)

BUILDING LEADERS 
by Ben Eby

One thing I do to promote leadership and initiative in my employees starts with their performance appraisals. I add several performance measures that require them to be in a leadership role of one form or another. I will put them either in the performance measures to meet “Fully Successful” or the performance measures to exceed “Fully Successful” or both. I develop the performance measures based on the individual’s position description (PD) as well as their leadership skill/comfort level. The measures don’t have to be overly complex or high levels of leadership. Start off small and as they build their comfort level, and then ramp it up season after season. Since the performance appraisals are living documents, you can always add measures or accomplishments during a mid-year review. This is helpful if you set the bar a little low or a little too high for a new, unknown employee. I have provided some examples to get you started.

Examples of measures I use for a GS-6 Engine Operator:

• Prepare and lead at least four crew training sessions, scenarios, and/or drills. Training must be fire related and not daily project training.
• Lead at least five physical training sessions
• Lead or assist with at least one zone training day.
• Serve as project leader for at least one multi-day project, from beginning to completion (or end of your season). 
• Perform as Incident Commander (IC) on at least one fire where unified command is utilized.
• Develop and lead at least one crew cohesion activity for the district.

Examples of measure for temporary employees (Typically GS-03 and GS-04 fire PDs)

• Provide input and proposed solutions to assist with the completion of a work assignment and/or make processes more efficient.
• Lead crew training and/or drills with which you have knowledge or experience two or more times.
• Lead at least two crew After Action Reviews on a wildfire or prescribed burn or other incident.
• Lead at least one training session in use of engine and/or engine tactics.
• Prepare and conduct at least five morning briefings. 
• Coordinate one training day with an engine or another resource on the fire zone or the helicopter crew.

So, the options are pretty wide open as to what you can use to “coax” your folks into a leadership role. The nice thing with using the performance appraisal, especially for returning temporary and permanent employees, is it gives you are record of their leadership accomplishments as well as gives you a way to reward them when they go above and beyond.

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A special thank you to Ben Eby, Engine Captain - Huron Manistee NF/USFS and NWCG Leadership Subcommittee advisor, for this submission. The expressions are those of the author.

Every Friday, we showcase a leadership development activity "from the field for the field." What are you doing to develop your leaders that other leaders can adapt for their programs. Send your ideas to BLM_FA_Leadership_Feedback@blm.gov.

Forest Service Celebrates Working Side-by-Side with Indian Tribes

(Leech Lake Wildland Fire Crew members George Jacobs, Tim Bebeau, Charlie Blackwell and Daniel Wind. (Courtesy Leech Lake Wildland Fire Crew)

Establishing trust and building relationships are key factors in working with Indian Tribes across the country. One of the most historic partnerships between the U.S. Forest Service and an Indian Tribe has been forged between the Leech Lake Band of Ojibwe and the Chippewa National Forest.

“This [partnership] essentially took more than 100 years to craft,” said Fred Clark, director of Office Tribal Relations for the Forest Service. “It allows the Forest Service and the Tribe to move toward a positive future, while not forgetting the history that brought us all this far.”

The Chippewa National Forest and the Tribe have worked together on road maintenance, non-native species control, fuels treatments, tree planting and prescribed fire support since 2010.

By blending western science with the traditional knowledge of American Indians and Alaska Natives, the Forest Service is building relationships and creating a sustainable environment for tribal members and non-Native Americans for present and future generations.

The partnership pledges to work together in many areas, including hiring tribal members, contracting with the Tribe, technology transfer, training and more.

In 1908, the Federation of Women’s Clubs lobbied to create the Minnesota National Forest on the Leech Lake Reservation, now known as the Chippewa National Forest. Although many national forests were carved out of ancestral Indian lands and several still overlap and/or interlace with tribal lands, the Chippewa National Forest is the only national forest which encompasses nearly an entire Indian Reservation within its boundaries.

The federal government recognizes 566 American Indian and Alaska Native tribes. The Forest Service works with Tribes in areas such as creating a tribal road map on climate change; creating a guide for Tribes who work on partnership projects; understanding how sacred sites overlap with historic preservation laws; and recruiting into the Forest Service indigenous people who are committed to giving back to their tribal communities.

“Many Tribes have no land, no reservation, no treaty rights and yet they still have vibrant cultures,” said Clark. “Our agency has a trust responsibility to them as well as to those with land and treaties.”

“We owe it to ourselves and to this great land of ours to continue building relationships with Tribes, as we carry out our Forest Service motto of ‘Caring for the Land and Serving People.’”

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Reprinted with permission from the U.S. Forest Service. This article ran on the USDA blog on January 14, 2014.