Tuesday, June 30, 2015

More Than a Resource

Granite Mountain Interagency Hotshot Crew logo

From equipment to personnel, the world of wildland fire is made up of resources. Unless you are ordered as a single resource, your identity is attached to that of your crew, base or piece of equipment. Rarely will your name appear anywhere but on a manifest. During the Yarnell Hill fire, the Granite Mountain Hotshots were assigned as "C-5" on a crew resource order. On June 30, 2014, we didn't just lose a crew, we lost 19 individuals.

Like many of you, I have struggled with the death of these 19 firefighters, the near-death of another and those who rescued him. I've studied the readily-available information and talked with those in my sphere of influence who knew members of the crew, but more questions than answers remain.

There will never be just ONE thing that can forever change to stop a similar incident from occurring in the future. Details may surface, that shed some light on the tragedy, but the point of this blog is to recognize the individual lives lost. This crew was made up of husbands, boyfriends, fathers, sons, brothers, grandsons, nephews, cousins, friends, church leaders, athletes, veterans, soul mates, farmers, ranchers, fishermen, partiers, exceptional students, Boy Scouts, lovers, speakers, advocates, biologists, naturalists, bikers, motorcyclists, students of fire and leadership, outdoorsmen, EMTs, carpenters, readers and writers. Each one was more than a resource. These multi-faceted individuals added value and purpose to their families--be it blood, affinity, or work.

Andrew Ashcraft
Robert Caldwell
Travis Carter
Dustin DeFord
Christopher MacKenzie
Eric Marsh
Grant McKee
Sean Misner
Scott Norris
Wade Parker
John Percin
Anthony Rose
Jesse Steed
Joe Thurston
Travis Turbyfill
Billy Warneke
Calyton Whitted
Kevin Woyjeck
Garrent Zuppiger

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Post-thought: Books and movies will be written; each giving us some perspective--right or wrong--of the individuals, the crew, the fire and those involved in the fire operations and accident investigation. We should always remember to temper our thoughts and actions with care and compassion. Our values of duty, respect and integrity will provide the mechanism to deal with whatever surfaces; care and compassion will form the bond that holds us together.



Monday, June 29, 2015

Take 5@2 - June 30 - July 5, 2015



Share this Take 5 @ 2 introduction video throughout your sphere of influence and stay tuned this week as we discuss each topic.

The “Take 5@2” safety messages are a cooperative project of 6 Minutes for Safety, the Wildland Fire Safety Training Annual Refresher (WFSTAR), NIFC External Affairs, the NWCG Leadership Committee, the NWCG Risk Management Committee, and the Wildland Fire Lessons Learned Center.

IGNITE: Moral Courage

An outgrowth of strong character, moral courage enables us to build trust with our teams and gain respect from peers. – Leading in the Wildland Fire Service, page 64
An outgrowth of strong character, moral courage enables us to build trust with our teams and gain respect from peers. – Leading in the Wildland Fire Service, page 64
IGNITE the Spark for Leadership and SHARE throughout your networks. ‪#‎fireleadership‬ ‪#‎fireminis‬

Friday, June 26, 2015

North Carolina Interagency Workshop - Working with HART


North Caroline Helicopter and Aquatic Rescue Team

On June 18 the North Carolina State Forest Service (NCFS) sponsored a 4-hour interagency workshop with the North Carolina Helicopter and Aquatic Rescue Team (NC HART). Attendees included firefighters and managers from NCFS, USFS, and local fire departments. Ron Hollifield, Regional Forester for the NCFS, was instrumental in holding this session.

North Caroline Helicopter and Aquatic Rescue Team
The NC HART is the only program in the nation that utilizes a military aircraft staffed with non-military Rescue Technicians in cooperation with the NC Army National Guard, NC State Highway Patrol, NC Emergency Management, and municipal fire departments throughout North Carolina.  It is managed through the NC Department of Public Safety.  

North Caroline Helicopter and Aquatic Rescue Team
North Caroline Helicopter and Aquatic Rescue Team

 The helicopter used on this day is a UH-60L with both short-haul and hoist capabilities. [The fleet consists of two other helicopters a UH-72 Lakota (hoist only) and a Bell 407 (short haul only.)] 

Workshop with North Caroline Helicopter and Aquatic Rescue Team

 The workshop consisted of classroom presentation on the program and capabilities, a field session with the pilot, crew chiefs, and rescue technicians (here from the Charlotte Fire Department) and then a live demonstration. 
 
 For more information, contact Ron Hollifield or Riva Duncan for more information.

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Thanks to Riva Duncan, US Forest Service R8 FMO, for sharing this post.

Thursday, June 25, 2015

IGNITE: Ethical High Ground

Wildland fire leaders demonstrate moral courage by adhering to high ethical standards and choosing the difficult right over the easy wrong. –Leading in the Wildland Fire Service, page 63
Wildland fire leaders demonstrate moral courage by adhering to high ethical standards and choosing the difficult right over the easy wrong. – Leading in the Wildland Fire Service, page 63
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Wednesday, June 24, 2015

Lessons from the Mudd Fire Staff Ride

Mudd Fire Staff Ride
(Mudd Fire Staff Ride; photo credit, Elko BLM)
On June 12 following the state's Engine Operator Course, the Elko District BLM conducted the Mudd Fire Staff Ride for 35 participants from Ely BLM, Elko BLM, and Battle Mountain BLM.
Mudd Fire Staff Ride
(Mudd Fire Staff Ride; photo credit, Elko BLM)
Incident Background

Mudd Fire Staff Ride
(Mudd Fire Staff Ride; photo credit, Elko BLM)
Northern Nevada was experiencing a record breaking fire season in 2006 with resources from throughout the nation either responding to incidents or staging in the Elko area. 

The Mudd fire started on August 23, 2006 at approximately 2:59 (Pacific Standard Time) from diesel exhaust just northwest of Adobe Summit on State Route 225. Interagency suppression forces were dispatched to the reported fire, 10 miles North of Elko, NV along State Route 225. Rapid fire growth and rugged topography dictated the need for several access routes into the emerging incident. 

With ground resources rendezvousing at different points around the fire, coordination of suppression tactics became increasingly difficult and some communication channels were either compromised or non-existent. The conditions and events that occurred during the Initial Attack phase of the Mudd Fire would, in the end, lead to a fire entrapment situation.

Staff Ride Resources


  • Mudd Fire Staff Ride Website (includes participant and facilitator guides, electronic presentation, and more)

  • Mudd Fire Staff Ride
    (Mudd Fire Staff Ride; photo credit, Elko BLM)

    Tuesday, June 23, 2015

    What is Wisdom and How Can It Be Attained

    Several small items from a journal with sketches to herbs lay on a wood table
    (Photo credit: Photodisc)
    By Cameron Cota

    Most think of wisdom as interchangeable with the word knowledge. It is not. Knowledge is to know something; wisdom is to put it to practice. These two go hand-in-hand, yet they are not the same.

    Knowledge can be obtained through study, but to gain wisdom a second element must be added: hard work. Wisdom must be gained through personal experience. Ben Franklin once said, “The doors of wisdom are never closed.” Wisdom must always be sought out, practiced; else it be tucked away, never to be used. Wisdom is also ever abounding. With each new scenario, new wisdom is gained. Once a person thinks to himself, “I have learned all there is to know.” All his wisdom has been lost, for that thought is merely another way of saying, “I don’t want to learn any more.” Personal experience and a passion for wisdom are the key ingredients for a wise mind.

    In reading this essay, I hope your eyes have been opened to wisdom, it’s definition, and it’s attainability. My hope for you is that the fire of the pursuit of wisdom will be fueled and that you will never again confuse knowledge with wisdom.

    *************************
    Cameron Cota is the 15-year old daughter of Heath Cota, Sawtooth National Forest - Minidoka District FMO and member of the NWCG Leadership Committee. All expressions are those of the author. "Do Great Leaders or Ordinary People Make History" was an in-class essay for Cameron's history class. This is the first of two essays.

    Today's blog entry is a testament to the power of influence. Leadership is an art that transcends boundaries. As Heath told me when he shared Cameron's essays, "It speaks of a lifelong study of leadership; and if you think that your subordinates see and hear all, even more so do our children." 

    Are you influencing beyond the fireline? We would love to share your stories.

    Monday, June 22, 2015

    IGNITE: Doing It Right

    If you don't have time to do it right, when will you have time to do it over? –John Wooden
    If you don't have time to do it right, when will you have time to do it over? – John Wooden
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    Friday, June 19, 2015

    Wesley Fire Staff Ride

    Wesley Fire Staff Ride
    (Jason Greenway, PAF, leading the emergency consultations that were put into place during suppression operations on the 2012 Wesley Fire; credit: Dana Skelly)
    Wesley Fire Staff Ride Overview
    September 2015

    In July 2014, the Payette National Forest (PAF) was contacted by Dana Skelly, Fuels Program Manager for the Malheur National Forest, inquiring about the potential for conducting a resource advisor (READ) staff ride for the Wesley Fire. Dana was a task force leader (TFLD) on the rehab/recovery division of the Wesley Fire and was impressed by the READ program on the PAF. The Malheur experienced a busy fire season in 2014, with multiple “project” fires and a need for an extensive group of READs. The majority of the READs on the Malheur were fairly new and their program was not as well developed as the one on the PAF.

    On September 30, 2014, a group of approximately 15 from the Malheur made a 1-day visit to the PAF. The day was led by J. Greenway, an experienced PAF READ and member of the PAF READ cadre and line/duty officers were represented by G. Lesch and C. Ramirez respectively.

    The Preliminary Study
    The group convened at the Council Ranger District, where they were presented an overview of the PAF READ program in general, followed by an overview of the Wesley Fire and the resource issues that arose during that incident. 

    Main topics discussed included:

    • Overview of the PAF READ program and the tools we have developed, including our READ maps, READ guidelines, and fireline-friendly pocket guides
    • Overview of the Wesley Fire chronology and the resource concerns that arose during the incident
    • Use of heavy equipment in bull trout critical habitat: consultation procedures and mitigation measures
    • Discussion of implementing a rehab division as part of the IMT, and the benefits to the Forest and the incident READs
    The Field Study
    The group visited the Bear Creek portion of the Wesley Fire, with stops at the Bear Workcenter and the fire area in the upper part of the Bear Creek subwatershed to discuss specific resource concerns that developed during the incident. Greg Lesch and Christian Ramirez also provided insight to the incident, and large incidents in general, from the line/duty officer perspective.

    The Integration Phase
    Personnel from the Malheur were eager to learn from our READ program and began developing their own READ resources and guidelines when they returned to their respective home units. All involved were very appreciative of the time we spent to share our information and experiences with them. The staff ride was a great opportunity to build relationships across forests/regions and to share information, knowledge, and challenges that are associated with the READ position. This may also lead to cross-forest assignments that would provide off-forest experience and training for READs from both forests.

    Thursday, June 18, 2015

    IGNITE: The Art of Leadership

    Leading and following are both an art and a science in which we use our heads to manage and our hearts to lead.  –Jane Perdue
    Leading and following are both an art and a science in which we use our heads to manage and our hearts to lead. – Jane Perdue
      IGNITE the Spark for Leadership and SHARE throughout your networks. ‪#‎fireleadership‬ ‪#‎fireminis‬

    Tuesday, June 16, 2015

    The Power of Humility

    (Photo credit: N2Growth - Humility and Leadership)
    “Leaders aren’t born they are made. And they are made just like anything else, though hard work.” If you have decided to be a student of fire, the thought of hard work won’t deter you from your task. Although clicking the link to open Scott H. Young's "The Power of Humility: Why Confidence is Overrated" blog and reading his work are not hard work, the thought process and tasks that stem from choosing to improve yourself just might be.

    You may have found this blog through the Wildland Fire Leadership Development Program web page. Just like the quote above, leadership does not just happen. Although many of the images of leadership that we bring up in our minds eye are likely to be more Vince Lombardi like, a hard-charging and winning football coach, instead of leaders like George Washington and Ben Franklin, both leaders who came to understand the opportunity that humility affords.

    Wildland Fire Leadership Challenge
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    Thank you to John Wood, U.S. Forest Service and member of the NWCG Leadership Committee, for this post. All expressions are those of the author.



    Monday, June 15, 2015

    IGNITE: Purpose, Direction and Motivation

    Leaders provide purpose, direction, and motivation to those they lead. – Leading in the Wildland Fire Service, page 22
     Leaders provide purpose, direction, and motivation to those they lead. – Leading in the Wildland Fire Service, page 22
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    Friday, June 12, 2015

    Gateway Books Part 2 - No Shortcuts to the Top

    Aerial ignitions on the Silver fire, Gila NF, 2013.
    In a previous blog, I talked about a fire book that helped shape my firefighting worldview, and kind of served as a "gateway" that changed how I looked at things.  Another book that really made me think long and hard about this job is No Shortcuts to the Top by Ed Viesturs and David Roberts.  While it's not a book about fire, and it's not on leadership per se, it's filled with a lot of ideas and concepts that are good for personal development.  Personal development is part of the larger concept of leadership; so I guess in a roundabout way, it is a leadership book.
    For those who haven't read the book, it's a memoir of sorts about climbing the 14 highest peaks in the world, one step at a time.  High-elevation mountain climbing is a relatively dangerous endeavour, with a multitude of risks ranging from rockfall, frostbite, avalanche, and a bevy of altitude-related illnesses.  The hazards are many, and the risk is great.
    What I took away from reading it was a new way of looking at risk management, and how I approach the risky behaviors that make up a majority of life as a wildland firefighter.  When I first read it, I was a newly qualified helicopter manager and IC type 4 trainee, learning the ropes and starting to think about risk in a whole new light.  Before this point in my career, I really hadn't thought too much about risk as it applied beyond my immediate reach.  I was comfortable making risk decisions for myself in my own little bubble, as a sawyer or tool swinger, but as I grew professionally, my bubble was expanding to include others.  Now my risk decisions would impact more than just me, but would have an effect on those around me.   The thought was, and still is, sobering, and caused me to think more deeply about risk in fire and aviation than I had before.
    A core concept that runs through the book is the idea that sometimes it's better to trust your instincts and stop and reevaluate when it doesn't feel right, before it's too late.  One line from the book in particular has stuck with me ever since I first read it:  "You don't know you've made the wrong decision until you get yourself killed doing it.  Whereas if you turn around early, you may never know whether you made the right decision or not."  While the author is speaking specifically about turning around on a mountain when conditions are dangerous, the concept is easy to transfer to wildland fire.  It's easy to second guess the conservative right decision, but you may not get the opportunity to second guess the risky wrong decision in a hazardous environment like fire and aviation.  Sometimes it's easiest to choose the dangerous route, and more difficult to step back and say "hold on a second, something isn't right," especially in our can-do culture.
    Another risk related concept that Viesturs mentions a few times is one I didn't learn to fully appreciate until a few years after I first read the book.  It's the idea of risk tolerance, that my levels of acceptable risk are different from those of others.  A perfect example is driving.  I am (mostly) a defensive driver; I rarely speed, and almost never break traffic laws.  My level of tolerance for the risks of driving are pretty low, and that's okay.  Others have higher tolerance for those risks, and drive faster, more aggressively, etc., and that's okay too.  How we view risk changes our behavior, for better and worse.  What's risky to me may not be risky to someone else, and what may be acceptable risk for me could be completely unacceptable to someone not familiar with the task. Advanced sawyers (C fallers) routinely tackle trees that would be incredibly risky for me to try and cut down; and yet because they have a different skill level (and better training, more experience, etc), it's not as risky for them as it would be for me.
    There were other things I thought about as well, as I read my way through the Himalyas with the author.  Themes like making your own decisions, and not giving in to peer pressure are constant throughout the book.  Viesturs again:  "On Everest, or any mountain, you've got to make your own decisions."  True words indeed, and ones that really gave me pause as I started to venture out on my own in terms of leadership, transitioning from being a crewmember, following orders somewhat blindly at times, to a new leader who was making decisions that mattered.  There are times, of course, when your peers are right, and peer pressure can work in your favor, but it's good to remember that the herd mentality doesn't have to influence how you make decisions.
    Another theme in the book that ties in well with wildland fire is that of perseverance, of hard work, and putting up with misery to reach your goals.  High elevation mountaineering is by all accounts miserable, and filled with hardship.  The key is to keep going, one step at a time, towards your goal.  Realize that it's not a sprint, but a marathon, and keep a steady pace. Wildland fire, whether viewed through the lens of a single fire or a 25-year career, is all about perseverance, putting in one more chain to the top.  It's about hard work, and slow, steady progress toward a goal,  no matter how miserable it can be along the way.
    Finally, there's the quintessential quote from the book, and it's one that I think we can apply to fire fairly easily.  "Getting to the top is optional, getting down is mandatory."  The way I look at it, applied to fire, it can mean that engaging fire is optional; but coming home safely shouldn't be.  Fight fire aggressively, but make sure that bringing everyone home safely is what drives your decision making. 
    Until next time...
    ****************************************************************
    Justin Vernon is a regular contributor on our blog. Justin works for the United States Forest Service and is a member of the NWCG Leadership Subcommittee as steward of the Professional Reading Program. Check out his Chasing Fire blog. All expressions are those of the author.

    Thursday, June 11, 2015

    IGNITE: Leaders of People

    Leaders of people have increasing challenges. They accept responsibility, not only for their actions, but for those of their team.  –Leading in the Wildland Fire Service, page 23
    Leaders of people have increasing challenges. They accept responsibility, not only for their actions, but for those of their team. – Leading in the Wildland Fire Service, page 23
     IGNITE the Spark for Leadership and SHARE throughout your networks. ‪#‎fireleadership‬ ‪#‎fireminis‬

    Tuesday, June 9, 2015

    LEADERSHIP: A Train Ride

    A couple stands holding their luggage as they prepare to travel on a train; the train operator and another man stand behind them in the wintry scene. 1942
    (A couple stands holding their luggage as they prepare to travel on a train; the train operator and another man stand behind them in the wintry scene. 1942. Photo credit: Thinkstock)
    Over 25 years ago a friend of mine, Bob Haynes, retired from the Los Angeles Fire Department. When he left he wrote this article about his career. I rediscovered the article in my archives. As I read “A Train Ride,” two thoughts came to mind. First, Bob hit the nail on the head regarding fire department careers, and second, nothing has changed. I took the liberty of updating some of the article terms, but the article is Bob’s creation. I hope you enjoy reading “A Train Ride by Bob” as much as I did.
    When I first came on the job, I met a very well-respected firefighter. He seemed to be good at everything he undertook. I found, however, that he was not as happy as I thought he should be. He told me that he was going to retire. Having just come on the job, I was flabbergasted at anyone wanting to leave such a great job. He told me that it was time for him to leave because he was tired of all the “bull.” He didn’t want to stay too long and start disliking everything…and he was gone!

    Now that I have gone down that road also, I reflect on the larger picture. I liken it to a train ride.

    The train stops at the station and a very tired man gets off. As he leaves, a warm seat is open on the train, and you—a young and energetic man—are waiting to board. You have stars in your eyes and are eager to get going. You board the train and take the only seat available. It is warm and comfortable. You look around and notice men of all ages and sizes. They all seem to have one thing in common: they love this train ride. As the train gathers speed, all aboard seem to pull together. You, the rookie, look up and discover the beautiful scenery on each side of the train. My God, you think, What a wonderful ride! Why would that man have gotten off? But I’m glad he did, because I was able to take his seat. The train speeds down the tracks with an enjoyable hum.

    As the years go by, you continue to bathe in the thoughts of all the wonderful things this train ride has to offer. You are trained well in everything, you can imagine. You are very confident in your abilities to keep this train going: up steep grades, around tight corners, but always on track toward the goal. At times you feel weary because of the workload, but you’re always ready for the challenge of what is around the next bend. As you become more involved in the ride, you begin to notice that you are surrounded by some of the highest quality people that you have ever known. These people would lay down their life for anyone on this train. Obviously you become closer and closer to them. You find yourself enjoying leisure time with them. You are involved in all phases of their personal lives. These people truly are your life.

    When you had been on the train for many years, you start to notice the smoke from the engine. It isn’t bad, but you don’t like it. Each day you notice the clickity clack of those damn tracks. It isn’t too bad, though. The chief engineer is barking orders at everyone on the train, and the captain of each car tries gallantly to carry out those orders. Since you are an old timer, you can tell the difference between a good order and the “bull.” You often wonder how the poor captain can keep a straight face when relaying some of that fodder. They are generally pretty good at sifting through and keeping only the good stuff.

    Each time the train stops at a station, some old timers get off. Almost immediately, their seat are filled with strong, smiling, and smart young men who begin to really enjoy this ride. It doesn’t take long for them to soak up the good stuff necessary to really be an asset to this train. But as you sit back in your seat, you notice that damn clickity clack. The smoke from that struggling engine is really beginning to annoy you. About this time, we take a real sharp curve, which throws you out of your seat. At that point, you decide that your ride is almost over. All these great people around you haven’t changed; you have. So, yes, at the next station, you get off that wonderful ride and leave your seat open for a wide-eyed, pink-cheeked young rookie to enjoy. You only hope that your peers have as much respect for you as you do for them.

    Your wonderful ride is over. You hope that you leave the train a little better than you found it. You look away from the station and see a big beautiful world out there. You walk off the platform and into the rest of your life. From time to time you see that big train charging down the tracks and wave at those on board. You really miss the passengers on that train, but you don’t miss the clickity clack and the smoke belching from that monster you call the train.
    Once again, thank you Bob. As I said in my beginning thoughts, he hit the nail right on the head. Most of us loved our fire department careers. We contributed our skills, experience, labor, and knowledge to the department. We entered buildings where people were running out of and sometimes we wished we could go with them. Our entire careers revolved around helping people. Our courage was tested on the fire ground and our character was tested in the fire house. We are proud of our careers and have made lifelong friends. However, over the years, things, conditions, and people change. Like most of us, Bob knew it was time to get off the train. 
    Stay Safe
    Paul Stein (Happily Retired)

    VIVI BENE- LIVE WELL RIDI SPESSO- LAUGH OFTEN E AMA MOLTO- LOVE MUCH

    *********************************
    Paul Stein retired as chief officer from California’s Santa Monica Fire Department. After retirement he served as interim fire chief for the Lakeside Fire Department in California. He holds an A.S. degree in fire technology and a B.A. degree in management. Chief Stein is a master instructor for the California Department of Education. 

    All expressions are those of the author(s).

    Thanks to Straight Tip and Paul Stein for permission to reprint this article from the April - June 2015 issue.



    Monday, June 8, 2015

    IGNITE: Action and Vision




    Action without vision is only passing time, vision without action is merely day dreaming, but vision with action can change the world. – Nelson Mandela
    IGNITE the Spark for Leadership and SHARE throughout your networks. ‪#‎fireleadership‬ ‪#‎fireminis‬

    Friday, June 5, 2015

    From the Field for the Field: Adam Hernandez on Examples of Good and Bad Leadership


    Examples of Good and Bad Leadership from The Smokey Generation on Vimeo.

    Leadership is the art of influencing people in order to achieve a result. The most essential element for success in the wildland fire service is good leadership. - Leading in the Wildland Fire Service, p. 1

    Wildland Fire Leadership Challenge
    Post your own leadership video message on The Smokey Generation website. Here are a few questions for inspiration:
    1. What makes you want to follow someone?
    2. Who do you think is a leadership role model and why?
    3. If you were to pick the three most important character traits for an effective leader, what would those be?
    4. Are leaders born or made…explain?
    5. Regarding leadership, what quote comes to mind?
    6. Who are some of the individuals that had a significant influence on your life?
    7. Thinking back to your youth, what other influences in helped you become a leader? 
    8. What do you consider your strengths to be?
    9. What do you consider your weaknesses to be?
    10. Since you started your career with the wildland fire service, what are the biggest improvements you have witnessed?
    11. What do you consider the worst changes you have seen in the wildland fire service?
    12. Describe a few of the toughest decisions or dilemmas you have faced? 
    13. What helped to guide you through those situations? 
    14. Why do think people follow you?
    15. When did you realize that you had a significant influence on others?
    16. What handful of “lessons learned” would you offer to a young leader today?
    17. What is a book you have read recently that you would recommend to others?
    18. What ideas or projects are currently working on?
    19. How do you go about initiating a new idea in order to put it into practice?
    20. Do you think a legacy is important and if so, what do want your legacy to be?
    **********************************

    What is your story? We challenge you to become a part of this amazing  project and share your leadership stories. Bethany Hannah began The Smokey Generation: A Wildland Fire Oral History and Digital Storytelling Project with hotshots. All members of the wildland fire service can share their stories by following her example. Click here for potential leadership questions. 

    Visit The Smokey Generation website for complete information.

    Thanks, Bethany Hannah for your vision and leadership to capture our history. 

    Thursday, June 4, 2015

    IGNITE: Character is a Choice

    Talent is a gift, but character is a choice. –John C Maxwell

    Talent is a gift, but character is a choice. – John C Maxwell

    IGNITE the Spark for Leadership and SHARE throughout your networks. ‪#‎fireleadership‬ ‪#‎fireminis‬

    Tuesday, June 2, 2015

    Do Great Leaders or Ordinary People Make History

    Man standing on rock formation
    (Photo credit: Brand X Pictures)
    By Cameron Cota

    Do great leaders or ordinary people make history? It is my personal belief that it is the ordinary people that change history.

    Great leaders have been influential throughout history, but most started out as common people. General George Washington for instance came from a poor family but proved to be a splendid commander-in-chief. Washington convinced the majority of the Continental army to re-enlist after their term was over. The Rebels, tired, weak and worn to the thread, only wanted to be home after enduring almost unimaginable hardships, yet they re-enlisted because of Washington. Because of that instance in history we were able to live in this dear country.

    Ordinary people too are capable of becoming extraordinary. Every one starts small to some degree, then are given the opportunity to become great. Benjamin Franklin was an apprentice to a printer, nothing special, yet he made history as one of the greatest minds ever. A printer in those days was scorned by everyone. Franklin saw this as a challenge to overcome. From posing as the widow, “Silence Dogood” and writing articles to sway the public opinion, to becoming an inventor, Benjamin Franklin showed us that ordinary people could be great.

    People, ordinary or otherwise, have made history throughout the ages. Some are born great some are destined to be. Everyone has greatness in them. Anyone can sway history. People can be ordinary or extraordinary and still shake the world.

    *************************
    Cameron Cota is the 15-year old daughter of Heath Cota, Sawtooth National Forest - Minidoka Ranger District FMO and member of the NWCG Leadership Committee. All expressions are those of the author. "Do Great Leaders or Ordinary People Make History" was an in-class essay for Cameron's history class. This is the first of two essays.

    Today's blog entry is a testament to the power of influence. Leadership is an art that transcends boundaries. As Heath told me when he shared Cameron's essays, "It speaks of a lifelong study of leadership; and if you think that your subordinates see and hear all, even more so do our children." 

    Are you influencing beyond the fireline? We would love to share your stories.

    Stay tuned for another blog 

    Monday, June 1, 2015

    IGNITE: The Conscious Choice of a Follower

    Being a follower is a conscious choice, one rooted in managing from the mind and leading from the heart. – Jane Perdue

    Being a follower is a conscious choice, one rooted in managing from the mind and leading from the heart. – Jane Perdue

    IGNITE the Spark for Leadership and SHARE throughout your networks.#fireleadership #fireminis