Wildland Fire Leadership

Leaving a Leadership Legacy - George C. Marshall

2012-01-27T16:10:00.001-07:00

The "Leaders We Would Like to Meet" program showcases leaders within the wildland fire service. I'm starting a new blog feature, "Leaving a Leadership Legacy, that will appear every Friday. I will take readers on a journey into the leadership legacies of great leaders that may or may not be members of the wildland fire community.

General George C. Marshall

Photo: Wikipedia

This Friday, we begin a seven- or eight-part series on the leadership legacy of General George C. Marshall, US Army Chief of Staff during World War II, the third Secretary of Defense, and Nobel Peace Prize winner.

In the George C. Marshall Foundation's "Soldier and Statesman - Part 1," we get a glimpse of Marshall's ties to the wildland fire service through his work as a member of a 27-person Civilian Conservation Corps (CCC) crew in Vancouver, WA.

Col. Kail on Leadership Character

2012-01-25T08:00:00.000-07:00

It has been a while since I shared articles from Col. Eric Kail, course director of military leadership at the U.S. Military Academy at West Point. The links below are five of a six-part series on the Washington Post's blog titled "Leadership Character." Take a moment to read what Col. Kail has to say about leadership character. I'll share the last piece when it becomes available.

Leadership Lessons from Tony Dungy

2012-01-23T08:30:00.000-07:00

I recently read a story about Tony Dungy, former coach for the Indianapolis Colts, in the Guideposts magazine. Mentors were a very important part of Tony's leadership development. I'll share some of the lessons that Tony learned about leadership development from his mentors.

Allen Truman, an athlete and Tony's coach:

You don't have to run with the crowd.
You're going to do big things.
Treat everyone fairly.
Stay focused on the mission.

Leroy Rockquemore, Tony's African-American assistant principal:

Show them you care by learning more about them.
Face challenges; don't run from them.

Coach Chuck Noll, coach for the Pittsburgh Steelers:

Don't try to imitate me. Be who you are and concentrate on your strengths.

Tony Dungy, himself:

A good leader remembers who the true leader is.
Being a mentor leader means bringing out the best in people.
Mentors challenge use to be our best. They shape our faith and our lives.
Good mentors create good leaders.

FIRELINE LEADERSHIP CHALLENGE

Do you have a mentor? If you don't consider, get one. Most agencies have formal mentoring programs.
Are you a mentor? Share your advice with others here.

Leading from the Experts

2012-01-18T08:30:00.000-07:00

Are you aware of the Wildland Fire Lessons Learned Center's "Learning from the Experts" video series? If you aren't be sure to check it out. I'll be showcasing a few videos on the blog in the coming months.

In "Bill Kaage: Using your Beliefs, Values, and Emotions," Bill Kaage, Branch Chief of NPS Wildland Fire, "discusses how you can deepen your conversational and emotional intelligence when sharing your perspective with others--including coworkers."

KAAGE'S THOUGHTS TO PONDER
Do we really have to "sell" my ideas?

Are your beliefs, values, and attitudes expressed and heard?
Are you willing to go out on a limb to express yourself?

Don't be afraid to emote.

Do you show your emotions, share, and listen?

Use your emotional intelligence (the ability to perceive, use, understand and manage emotions) to make your point.

Do you show your emotions in an appropriate manner?

(Bill Kaage is a member of the L-580 Steering Committee.)

A Moment with Durrwachter

2012-01-16T08:30:00.000-07:00

First, listen and advise but never offer a solution. Secondly, lead by example. Lastly, be compassionate - yet firm - and honest. ~ Jim Durrwachter

Be sure to check out the newest installment of "Leaders We Would Like to Meet" featuring Jennifer Hinckley's interview with Jim Durrwachter, US Fish and Wildlife.

Remembering those behind the "Dream"

2012-01-13T12:38:00.004-07:00

This weekend we remember the efforts of one of the nation's most effective civil rights leaders, Dr. Martin Luther King, Jr. This 13-minute video honors the leadership and sacrifices of those who fought for equal rights for all.

Check out another great resource: the Washington Post's "Memories of MLK."

What is It?

2012-01-10T15:07:00.006-07:00

You see them, but do you know what they are and what they do?

Here is what Wikipedia has to say:

A QR code (abbreviated from Quick Response code) is a type of matrix barcode (or two-dimensional code) first designed for the automotive industry.
The code consists of black modules arranged in a square pattern on a white background.
Created by Toyota subsidiary Denso Wave in 1994 to track vehicles during the manufacturing process, the QR code is one of the most popular types of two-dimensional barcodes. It was designed to allow its contents to be decoded at high speed.

How do I use it?

QR codes are used in conjunction with a mobile device barcode reader/scanner application. The application scans the image, identifies the location to which the user will be redirected, and redirects via a wireless connection.

QR Codes and the Firefighter

The GETA Group showcased QR codes on page 2 of their November 2011 Earthspin newsletter.

"This [QR code technology] has already been used for PIO applications in fire this past summer to pass on fire information to the public. The operations and planning sections could use this as an operational tool to get the most up to date information to firefighters. if a website is established for a particular incident then specific updates, IAPs, maps, and other pertinent information can be made available on that site. A QR code can then be generated that links to the incident site, and can be printed on any paper product suck as IAPs and incident maps.

Firefighters would only have to scan the QR code once while on that incident; they could then bookmark the website on their mobile device. The user could then return to the website everyday or even multiple times a day to get updates on the current situation."

The article goes on to tell users how to create the code.

What do you think?

So what do you think about the emergence of social media entering the world of wildland fire?
Do you have an idea of an application that could enhance the Wildland Fire Leadership Development Program (WFLDP)?
Do you want to be a part of a growing group of firefighters who have purpose in bringing new ideas and innovation to our community?

Let us know if you have ideas or want to be a part of this initiative!

BTW: If you know don't have the barcode/scanner app, the above image provides a link to the WFLDP website.

"Developing Mindful Leaders"

2012-01-09T15:16:00.005-07:00

As we begin 2012, I challenge you to become a mindful leader as well as develop other mindful leaders.

Polly LaBarre shares her tips for "Developing Mindful Leaders" on the Harvard Business Network. She shares Pamela Weiss' and Todd Pierce's pillars ("Personal Excellence Program") for unleashing human capability, resilience, compassion, and well-being:

Developing people is a process — not an event.
People don't grow from the neck up.
Put mindfulness at the center (but don't call it that!).
It's hard to grow alone.
Everybody deserves to grow.

Read the article and tell us what you think. Do you agree with the pillars?

A Leadership Lesson from Crossfit

2012-01-05T15:01:00.002-07:00

CrossFit guru Greg Admundson shares an example of leading by example, caring for others, and setting the positive example for others to follow. After watching the video, share your stories here!

Exposing Our Roots: 2002 - 2003

2012-01-02T08:00:00.008-07:00

2002

Leadership Committee meets and Wildland Fire Leadership Development Program (WFLDP) and website is created.
L-180, Human Factors, becomes a stand-alone course.
L-280, Followership to Leadership, developed and tested.
L-480 Steering Committee formed.

2003

L-180 incorporated into S-130.
L-280 field-ready.
Course criteria and delivery standards developed for L-380, Fireline Leadership.

Fireline Leadership Challenge

Are you familiar with the WFLDP website? What would you like to see changed about the site? What ideas do you have to make the site better? Share your ideas here or by sending an e-mail to BLM_FA_Leadership_Feedback@blm.gov.
Have you taken L-180 or L-280? How do you feel about these courses? How can we make them better?

Announcing the Mann Gulch Staff Ride

2011-12-28T08:00:00.001-07:00

On August 5, 1949, fifteen USDA Forest Service smokejumpers and a Helena National Forest fire guard were entrapped by a spot from a wildfire about 20 miles north of Helena, Montana. The fire eventually burned almost 4,500 acres.

A lightning storm started numerous fires on the Helena District of the Helena National Forest on the afternoon of August 4. The Mann Gulch Fire was detected at about 12:00 PM on August 5th on a day with record-breaking temperatures. At about 3:00 PM when the smokejumpers from the Missoula Smokejumper Base were circling the fire in a C-47 airplane the fire was estimated to be between 50 and 60 acres. The fire behavior at that time appeared fairly minimal and the jumpers expected to easily have the fire lined and under control by 10:00 AM the next morning.

The jumpers parachuted into a spot up canyon and at a lower elevation than the fire. During the time the jumpers gathered their gear and had a quick bite to eat the fire became more active. This inspired the foreman to get his crew down gulch so that they could attack the fire from the heel. Their approach was mid-slope on the opposite aspect from the fire, allowing the firefighters to keep an eye on the fire across the way. During their movement down canyon, a spot fire that was previously unseen on their side of the gulch made a rapid upslope and up-canyon run, cutting off their access to the anchor point. The fire overran and killed most of the firefighters. Two firefighters escaped by slipping through a small notch in the rimrock at the top of the ridge. The foreman lit an escape fire, an emergency survival technique the smokejumpers had not been trained in, in an effort to consume the fuels ahead of the approaching blaze. After trying unsuccessfully to convince his crew to enter the burned area with him, he then lay down in the blackened area as the flame front passed over. He survived.

Much controversy surrounded the incident with investigation into training, standard procedures, and safety practices. It received attention in the national media at the time and has continued to be of interest into current times:

The incident created interest in scientific study of extreme fire behavior and better methods of predicting potential blow-up fire situations. This interest resulted in the development of the Missoula Fire Sciences Laboratory.
It was one of the fires studied in the development of the Ten Standard Firefighting Orders.
There was speculation by some that the escape fire the foreman lit was the cause of the fatalities.
The incident received national attention and inspired a feature-length movie released in 1952 – Red Skies of Montana as well as an article in Life Magazine.
The story was researched and written about by Norman Maclean in Young Men and Fire.

The Mann Gulch Staff Ride resource is a product of the NWCG Leadership Subcommittee. Project team members were:

David Bihr – U.S. Forest Service, Missoula Smokejumpers
Marvin Carpenter – U.S. Forest Service, Helena National Forest
Jim Cook – U.S. Forest Service, National Interagency Fire Center
Dan Cottrell – U.S. Forest Service, Missoula Smokejumpers
Sue Curd – Bureau of Land Management, National Interagency Fire Center
Paul Fieldhouse – U.S. Forest Service, Northern Rockies Training Center
Angela Harvieux – U.S. Forest Service, Great Northern Fire Crew R1
Kelli Hochmuht - U.S. Forest Service, Great Northern Fire Crew R1
Colby Jackson – U.S. Forest Service, Missoula Smokejumpers
Bob Kambitsch – Bureau of Land Management, National Interagency Fire Center
Giselle Koehn – U.S. Forest Service, Great Northern Fire Crew R1
Lori Messenger – U.S. Forest Service, Missoula Smokejumpers
Bill Miller – U.S. Forest Service, Great Northern Fire Crew R1
Morgan Pence – U.S. Forest Service, Great Northern Fire Crew R1
Justin Underwood – U.S. Forest Service, Great Northern Fire Crew R1
Nina Walker – Bureau of Land Management, National Interagency Fire Center

A special thanks to the following individuals who were instrumental in their support of the development of the Mann Gulch Staff Ride:

Paul Chamberlin – Fish and Wildlife Service (retired)
Jeff Scussel – U.S. Forest Service, Northern Region Office (retired)
Dave Turner – U.S. Forest Service, Helena National Forest (retired)
Edmund Ward – U.S. Forest Service, Missoula Smokejumpers (retired)

Check out the Mann Gulch Staff Ride and other staff rides in the Staff Ride Library.

Paul Gleason Lead by Example Award

2011-12-26T08:00:00.002-07:00

The DEADLINE is December 31 is quickly approaching!

Visit the WFLDP website for more information.

Best Wishes for Happy Holidays

2011-12-23T08:00:00.005-07:00

On behalf of the NWCG Leadership Subcommittee, I would like to wish our readers the very best this holiday season.

Canadian Wildland Firefighting in 4D

2011-12-21T08:00:00.002-07:00

Science North, an agency of the Government of Ontario, is showcasing wildland fire, including an exhibit and 4D movie, Wildfires!

"Adrenaline rushes through your body as you witness the unfolding drama of Wildfires! A Firefighting Adventure in 4D. Feel the excitement as a ground crew, transported by helicopter into the remote wilderness, tries to contain the rapidly spreading fire. Ride along with the Air Attack Officer as operations are directed from a seat high above the blaze. Be the co-pilot in a CL 415 water bomber as it undertakes the difficult and sometimes dangerous mission of controlling a major forest fire from the air, swooping down to pick up a load of water and dropping it at the centre of the action. Experience Wildfires! in the Science North Vale Cavern."

Exposing Our Roots: 1999 - 2001

2011-12-19T08:00:00.002-07:00

1999

Fireline Leadership developed by Lincoln National Forest and Mission-Centered Solutions.
NWCG supports IMT leadership training.
Dude Fire Staff Ride conducted in Arizona.

2000

Fireline Leadership delivered to Interagency Hotshot Crew (IHC) supervisors.
NWCG assembles Leadership Task Group.

2001

Report of the Leadership Task Group to the Training Working Team submitted.
U.S. Forest Service (USFS) Fireline Leadership expanded to all Type 1 resources.
The Bureau of Land Management (BLM) begins leadership training.
USFS and BLM grant Fireline Leadership equivalency for S-301.
NWCG Leadership Committee chartered under the Training Working Team.

"Invictus" is Here!

2011-12-12T10:06:00.003-07:00

Thanks to the efforts of the Klamath Hotshots, another Leadership in Cinema lesson plan is available for your use in leadership development. The Invictus lesson plan chronicles Nelson Mandela's use of South Africa's national rugby team, the Springboks, to unite a nation.

Feel free to use the Wildland Fire Leadership Development Program's Facebook page to discuss the movie and promote discussion across the program.

If you would like to create a lesson plan for the program, visit the Leadership in Cinema website.

You are a Leader 24/7

2011-12-12T09:32:00.006-07:00

There is nothing worse than a hypocritical leader--one who does not lead by example.

After watching the video, consider the following:

Do you set a good example for others to follow?
What changes do you want to see?
What practices do you use as a leader to ensure that you are giving the most to your leadership position?
What can you share with other leaders about leading by example?

"Practice Makes Permanent"

2011-12-07T08:00:00.001-07:00

Do you have "Dan days" built into your schedule?

Are you caring for yourself mentally, emotionally, physically and spiritually?

Fireline Leadership Challenges:

Share your methods of "practice makes perfect" as a wildland fire leader.
Mentor someone.

An Enduring Leadership Legacy……….

2011-12-05T08:00:00.005-07:00

Having just returned from the 2011 Fall NWCG Leadership Subcommittee meeting in Tucson, Arizona, I have been reflecting on my experience over the last five years as a member of the subcommittee. Specifically, how Committee Co-Chair Jim Cook will be missed as a result of his upcoming and well deserved retirement.

For those readers of this blog that are unaware, Jim was one of the principle founders of this committee and has been the "point person" that led the development of the NWCG leadership curriculum. The development and delivery of this curriculum has led to an organizational culture change that has positively benefited firefighters throughout the United States and Australia. Jim Cook, Paul Gleason, Mark Linane and other wildland fire service leaders turned the tragedy that was the 1994 South Canyon Fire into an opportunity for all of us to better understand the role that human factors play and how they affect critical decision making on the fireground.

I first met Jim Cook in 1985 when he was the Superintendent of the Arrowhead Hotshots and I was a Foreman with the Kern Valley Hotshots. As a result of our hotshot crews being two of the four Southern Sierra region Type 1 hotshot crews, we had many opportunities to work together locally, statewide and nationally. However, I lost touch with Jim and many other wildland fire service friends and co-workers after the 1990 fire season as a result of my being hired by the San Diego Fire-Rescue Department. Over the next 10-15 years, we would on occasion run into each other at retirement parties (more like hotshot reunions) and training sessions. I was honored and felt privileged to have been asked by Jim to represent local government on the subcommittee and was even more humbled to step in behind former USFS Hotshot and current Santa Barbara County Fire Department Crew Superintendent Mark Linane.

Looking back, what I admired most about Jim as his career progressed and eventually took him away from leading hotshot crews was his passion for improving safety on the fireline and I'm not talking about through the traditional means of the day. He and other wildland fire service leaders were determined to empower first-level leaders by way of their understanding and applying time proven principle-based leadership concepts in a way that had not been attempted in the past. Out of this effort and over the years was born the L-180, L-280, L-380, L-381, L-480 and L-580 curriculum. The leadership curriculum now targets every level of organizational leadership…..from the first year firefighter to those leading and managing large organizations.

The NWCG Leadership Subcommittee is primarily charged with managing this curriculum in terms of assuring that new and/or obsolete material is updated, the lead instructors are of the highest quality, etc. There is no way of knowing for sure how many tragedies have been avoided over the years the curriculum has been delivered, but speaking for my own agency, I have several anecdotal instances where fire captains and battalion chiefs have shared with me decisions they made that contributed to the positive outcome of an incident and that may not have occurred without their having been provided the leadership training. I have many more stories of how the leadership skills they developed as a result of the training have led to positive non-emergency-incident related decisions being made as well.

While having dinner and beverages with Jim and the other members of the subcommittee the night before everyone traveled home to their home units, we asked Jim to share with us how many firefighters he estimated he affected over his career. He immediately went about figuring out the math specific to his time as a hotshot superintendent. As it ended up, this was several hundred firefighters. It was at his point that one of the more tenured committee members reminded Jim of all that had been accomplished as a result of his leading this committee since its inception........this brought about a more reflective pause. Ever the humble guy, Jim thanked everyone for their kind words, and as anyone that knows Jim would expect, he immediately began deflecting any praise for his efforts and began to focus all of us on how we need to continue to innovate and advocate for improved fire service leadership.

Lastly, I want to personally thank Jim for his friendship over all of these years and for also including state and local government fire service agencies in the leadership/culture change initiative. The excitement surrounding these training courses is spreading quickly as was experienced when first introduced to the wildland fire community many years ago.

Jim Cook will be formally retiring from the USFS in December 2011. His retirement party will be held on February 19 in Boise, Idaho.

Jim leaves an honorable legacy behind him and I'm confident that those that know Jim and read this blog may have an example or two that they may want to blog concerning some of how Jim and/or his efforts behind the development and implementation of the leadership curriculum may have affected them personally and/or those that they now lead or those they have lead in the past.

Thanks Jim!!!

Brian Fennessy
Assistant Fire Chief
San Diego Fire-Rescue Department

“We Will Never Forget You—Remembering Andy Palmer”

2011-11-30T08:00:00.002-07:00

Submitted by Jim McMahill (Regional Fire and Aviation Management Officer, Midwest Region - National Park Service and NWCG Leadership Subcommittee NPS Representative) and the Wildland Fire Lessons Learned Center

This—wildland firefighter Andy Palmer’s tragedy—is the story of how we arrived at today’s Dutch Creek Protocol guidelines for emergency medical response and extractions.

Fireline Leadership Challenge:

View the video and share this with your employees and incident management team members, either during your annual fire refresher or at your annual team meetings.
After viewing, discuss the contents of the video, which challenges us with three questions we should ask ourselves each time we are weighing the decision whether or not to engage on a wildland fire incident.

What will we do if someone gets hurt?
How will we get them out of here?
How long will it take to get them to the hospital?”

This is the Wildland Lessons Learned Center's second presentation in this year’s “Firefighter: Remember This” video series. Check out the first, "Firefighter: Remember This - Engine Rollover: Why This Accident Started Months Ago."

Stanford's Guiding Principles

2011-11-28T08:00:00.002-07:00

Mark Stanford is the Chief, Fire Operations for the Texas Forest Service as well as State representative on the NWCG Leadership Subcommittee.

Stanford’s Guiding Principles

Listed below are some principles that I use to guide me. Some are basic or intuitive while others were learned from mistakes, lapses in judgment or the school of hard knocks. Still others were picked up from people wiser than me and from a few mentors I was fortunate to have.

My core overriding principle is to know what you believe in. This is your foundation. This is your default in times of high stress or when serious decisions must be made quickly. Because of my role in the agency there have been many times when events occurred rapidly with possible severe consequences. I found myself having to react without the luxury of time and stasis to fully evaluate the situation to a comfortable end state. I think of this as a crucible where leaders are tested. I can’t imagine being in a situation like this without having and understanding my core values and beliefs.

Have situational awareness of who you are. Know your strengths and weaknesses and implement based on this knowledge. Own yourself.

Always, always try to do the right thing. Not only is it the correct way to live your life but people sense that this is your motivation. It will become part of your reputation.

Be more concerned about doing the right thing than about not being wrong. Own your mistakes. Most times others will know when you make them and attempts to hide or deny will only make you look foolish, petty and immature.

Tell the truth. Be honest in all your dealings both internal and external to your agency. I will omit information if required by confidentiality or if information will be disruptive to individuals or groups but never lie.

Indecision is a course of action; it is the decision to do nothing. You will be faced with situations that require a decision be made quickly. Make one. If it turns out not to be the best decision or just flat out wrong, observe, analyze, correct and move forward.

Allow your staff to make honest mistakes but insist that they learn from the experiences.

Know what is non-negotiable and what can be negotiated. Know why this is true.

Listen. Listen to your boss, listen to your personnel, listen to your cooperators, listen to your customers; listen, listen listen.

Try not to lose your temper. When you do, make sure it is for the right reason.

Work your boss’ problems. Seems like a simple concept but not really that common a trait. Become your boss’ go-to-person.

Help others be successful. Not only is this a good thing to do, you will also develop allies. This includes your subordinates, peers, and individuals that are in support and administrative jobs.

People are your most valuable asset. You must do your best to understand your personnel; their needs and expectations, both personal and professionally. Communicate this in words and actions.

A challenge is to balance your personnel’s needs with agency missions and requirements. If you take the money, ride for the brand.

Try to be equitable with your personnel in praise, recognition, reward and discipline. This may be difficult to consistently accomplish due to personal bias and limited resources. Do your best and be open to feedback.

Life is what happens when you’re busy making plans. Change is constant; embrace it. Become an advocate for change that results in positive effects. However, avoid change for change’s sake. It unsettles people.

Service. Give more than you take.

Be a lifetime leadership student. The road goes on forever.

LEADERSHIP CHALLENGE:

Mark shared his leadership values and principles. What are yours? Do you agree or disagree? Share your thoughts here!

Happy Thanksgiving

2011-11-23T08:00:00.002-07:00

On behalf of the NWCG Leadership Subcommittee, I would like to wish all readers a safe and Happy Thanksgiving. May each of you take this time to reflect upon all for which you are thankful.

Exposing Our Roots: 1997 - 1998

2011-11-21T08:00:00.006-07:00

In 1998, the TriData Corporation completed the four-phase Wildland Firefighter Safety Awareness Study.

Phase I -Identifying the Organizational Culture, Leadership, Human Factors, and Other Issues Impacting Firefighter Safety
Phase II - Wildland Firefighter Safety Awareness Study - Setting New Goals for the Organizational Culture, Leadership, Human Factors, and Other Areas Impacting Firefighter Safety
Phase III - Implementing Cultural Changes for Safety
Phase IV - Developing a Cooperative Approach

Wildland Lessons Learned Videos - 10-Year Anniversary

Additional Events from 1999

The Safety and Health Working Team (now the Risk Management Committee) sponsors L-180 development.
A 40-hour leadership development training course is proposed.

Help Wanted

2011-11-14T08:00:00.002-07:00

This blog was created as an avenue for wildland fire leaders to share their experiences in writing. Unfortunately, few have contributed. The following Seth Godin interview conducted by Dan Cathy may provide some insight and encourage wildland fire leaders to use their written voice.

Communicating Across Generations

2011-11-09T08:00:00.003-07:00

I recently had an encounter with a young man of about 13 years of age. I had given him answers for a Halloween station he was to facilitate. As soon as he attempted to read the paper I had given him, I knew we had a serious problem. A deep sense of fear overtook him and he handed the paper back to me saying he could not read what was written. I had used cursive writing instead of printing. Our ability to communicate had taken a direct hit.

While attending L-580 this past spring, a number of participants had discussed the coming trend of public school systems eliminating cursive writing from the curriculum. Little did I know that it would be only a few months until I encountered my first experience with this new barrier to communication.

The new generation firefighter communicates differently. Right, wrong, or indifferently, changes in communication methods generally require that the older generation adapt.

I enabled my young friend to succeed by printing my work; however, there may be times in the future where technological ineptness or other factor(s) may render me unable to communicate. I keep myself open to new ideas and methods; but, I may find myself in a similar situation as my young friend some day.

How do feel about the ever-changing face of communication? How are these changes affecting communication in the wildland fire service?

Exposing Our Roots - 1995/1996

2011-11-07T08:00:00.005-07:00

Where were you in 1995? Some of you may have been employed in wildland fire and can remember focus on changing our culture. Every once in a while I think there is great value in "exposing our roots"--letting those new to the wildland fire service know where the Wildland Fire Leadership Development Program (WFLDP) began. Over the next few weeks, we'll revisit our history.

A Glance Back at 1994

Thirty four lives were lost on wildland fire incidents in 1994. Fourteen of those fatalities occurred on South Canyon fire near Glenwood Springs, Colorado.

1995

The Missoula Technology Development Center (MTDC) hosts the 1st Firefighters Human Factors Workshop.

"To begin to address some of the human factors questions, experts in psychology, sociology, organizations, fire safety, and wildland firefighting attended a 5-day workshop in June 1995 to discuss ways of improving firefighter safety" (Finding from the Firefighters Human Factors Workshop, p. 3).

Smokejumpers and pilots participate in Cockpit Resource Management (CRM) training.

Following the deaths on South Canyon, the BLM commissioned the Firefighter Awareness Study--a four-phase study awarded to the TriData Corporation. Phase I - Identifying the Organizational Culture, Leadership, Human Factors, and Other Issues Impacting Firefighter Safety was completed in 1996.

1996

The National Park Service develops and tests a human factors course. The WFLDP now administers L-180 - Human Factors in the Wildland Fire Service. The 2010 video component of L-180 is available on YouTube. The course is currently under development for online delivery.

When Wrong Feels So Right

2011-11-03T08:00:00.005-06:00

"I err therefore I am." - St. Augustine
In this blog entry, I share Kathryn Schulz's video from TED-Ideas Worth Spreading titled "On Being Wrong."

Endurance

2011-10-31T08:00:00.008-06:00

(Paul Gleason and Jim Cook)

"I would like to challenge the contemporary thinking that something or someone has to be new to be good. We make a grave mistake when we look at the future with our backs to the past. The past is what brought us to where we are." - Ralph Shrader

I recently moved into a new office and had the opportunity to walk down memory lane as I sifted through my leadership files. One of the articles I came upon was “Ralph Shrader’s Leadership Test: Is Anybody Following?” as published on January 12, 2005, in Wildland Fire Leadership Development Program (WFLDP) is an example of an enduring institution found within the wildland fire service. Agency leaders tasked with maintaining the program have vowed to bring about cultural change through “innovation and adaptation, leadership that balances stability and change, and being committed to excellence” (Shrader, 2005).

The test of an enduring institution is whether or not it can survive through leadership turnover. The WFLDP has had many great leaders, including Paul Gleason who died in 2003 and Jim Cook who retires at the end of the year. Cook, co-chair of the NWCG Leadership Subcommittee, has been a guiding force in wildland leadership development. Cook’s departure will affect the institution, but Cook leaves an enduring institution as his legacy. Cook's contributions and mentoring leaves successors well-equipped and prepared to carry the torch forward.

Here are some encouraging words for upcoming WFLDP leaders:

"The only way a next generation of innovators comes into existence is with the guidance and shaping of successful leaders who have gone before." ~ Gregg Fairbrothers, adjunct professor of business administration at Tuck School of Business at Dartmouth speaking after the death of Apple's Steve Jobs.
"Level 5 leaders set up their successors for even greater success." ~ Jim Collins, from his book Good to Great.
"I don't have to do it alone." ~ Coach Jim Caldwell, answer to "How will you fill those big shoes?" following Indianapolis Colts Coach Tony Dungy's retirement.

Thanks for showing us the way and being such a great leader, Jim!

Chilean Mine Disaster Revisited

2011-10-27T08:00:00.002-06:00

It hardly seems like a year has passed since 33 miners were rescued during the Chilean mine disaster. The Washington Post's On Leadership contributor Melissa Steffan conducted a follow-up interview with Minister Laurence Golborne about his leadership under pressure during the crisis. I found his reflections in "One Year After the Chilean Mine Rescue, Minister Laurence Golborne Reflects on Leadership under Pressure" interesting in light of Monday's post.

Here are a couple of nuggets:

Establish a relationship based on trust and truth.
Hundreds of people working together can make miracles.
Leaders must learn how to listen, how to listen to people and then make decisions.

Wildland Fire Leadership Challenge

Melissa Minister Golborne a few questions. Reflect upon your leadership and share your answers to similar questions below by commenting on the blog.

What lessons have you been able to take away from your wildland leadership experience over the last year?
What does good leadership mean to you?

Drifting Away

2011-10-24T08:00:00.006-06:00

"Building the team" is a guiding principle of the Wildland Fire Leadership Development Program. So, how do you know when your team begins to drift apart? Jesse Lyn Stoner presents the following warning signs of team drift in "Diagnose and Cure Team Drift," a blog entry on the HBR Blog Network.

You leave meetings feeling like they've been a waste of time, or you decide to stop having team meetings because they're not productive.
You have to redo work or discover there's been duplication of efforts.
There is increasing interpersonal conflicts within the team.
Team members don't have access to the information they need to do the job right and end up having to redo work.
You are inundated with day-to-day demands. Everything is a priority.
Crisis management has become a way of life. As soon as one problem is solved, another appears.
Your team is not getting the recognition and respect it deserves from the rest of the organization.

What can you do to build the team? Here is some sound advice from Leading in the Wildland Fire Service.

Fire leaders set the stage by creating an environment in which cohesive teams thrive: establishing a foundation of trust, enabling healthy conflict, requiring commitment, setting an expectation of accountability, and bringing focus to the team result.

Trust

Leaders start by building a foundation of trust in teams.

Communication is the key to building trust.
Communicate openly with teams and make sure to convey the essence of your values, mission, and vision.

Healthy Conflict

Leaders create teams that engage in healthy conflict.

Enable a dynamic exchange of ideas, the voicing of diverse viewpoints, and, ultimately, innovative solutions.
Focus on the what not the who.

Commitment

Leaders create teams committed to the mission.

Seek input and delegate appropriately
Involve team members from the start and actively solicit contributions
Make people responsible, give them enough authority to accomplish their assignment, and hold them accountable.

Peer Accountability

Leaders create teams in which team members hold each other accountable.

Set the example by demonstrating that team members can hold us accountable.
Encourage peers to give feedback on our own performance in meeting stated goals.

Team Results

Leaders create teams that focus on the team result.

Articulate a clear end state
Specify success criteria so that team members can turn intent into focused and decisive action.

Resilience

Leaders create an atmosphere that fosters resilience: teams taht can bounce back when problems or errors threaten cohesion and synergy.

Establish and expectation that people at all levels communicate effectivly by practicing the Five Communications Responsibilities.
Communicate clear leader's intent, making sure all team members understand the end state and the objectives needed to reach the end state.
Define roles and responsibilities so all team members have a clear picture of what they are supposed to do and how they fit into the bigger picture.
Track situation status so team members understand what progress has been made and can alert others when deviations occur.
Develop contingency plans to extend decisional space. Maintain the advantage over the environment by planning for error or unexpected evetns and calculating responses in advance.

Food for Thought and Discussion

2011-10-20T08:00:00.002-06:00

So, here is a video that should promote thought and discussion about female leadership. Submit a comment or better yet, wildland fire female leaders, send a video message sharing your advice.

Jane Harman's Advice for Female Leaders, On Leadership.

Women of Wildland Fire

2011-10-17T08:00:00.000-06:00

A soon-to-be blog contributor sent me a link to an article from The New York Times titled "No Longer is Leadership a Man's Club" that spawned the next blog series.

I am fortunate to have worked with some wonderful women during the 27 years I've been involved with wildland fire. These courageous women cleared the path in a male-dominated culture and profession. The leadership legacies of these women have changed our culture.

Over the next few weeks, I'd like to showcase female leaders of fire. Therefore, I need your help.

Wildland Fire Leadership Challenge

Do you know of a female leader who has helped shape your career and contributed to wildland fire? Share your stories and comments with each other by commenting or submitting a full blog entry.

Featured Story

I'll begin the discussion with an all-women wildland Apache 8 firefighting crew from the White Mountain Apache Tribe: the Apache 8. These women were featured in a documentary called Apache 8 by Sande Zeig, producer/director, with funding from Native American Public Telecommunications and the National Geographic All Roads Project.

Additional resources about Apache 8:

The Wildfire Women on Arizona Public Media

Success or Failure

2011-10-13T08:00:00.000-06:00

Here is a leadership challenge for readers.

Watch the following short video: http://www.thestrangestsecretmovie.com/
Post comments and participate in dialogue with one another about setting goals and whether or not goal setting has helped or hindered your leadership development. Are you nurturing successes or failures? Share your stories here.

The Anointed Ones

2011-10-10T08:00:00.001-06:00

As someone who develops training and workforce development products, I cringe when I hear that budget cuts and workforce reductions are being considered. Training is often the first thing cut and the last thing added during tough financial times. I applaud those fire managers that invest in their subordinates because it is the right thing to do--even in the tough times.

A few years ago, I started addressing difficult situations by posing the following question: Does this situation represent an obligation or present an opportunity? A lot of managers view training of their subordinates as an obligation. Leaders know that developing their subordinates for the future is a duty and look for opportunities in the midst of financial hardships. Good leaders find the way.

Nearly as bad as the manager who cuts training is the manager who develops the rare few--the anointed ones. I found an interesting post on the Leading Blog referencing Rajeev Peshawaria, author of Too Many Bossess, Too Few Leaders.

"Peshawaria raises an important question: 'Does it still make sense to identify a few, anoint them as high potentials, and invest disproportionately in their development? As leaders, we are not good stewards of people if we don’t give everyone a 'similar development diet' and let the 'cream rise to the top on its own'."

The blog goes on to say "Peshawaria asks, 'What if the world changes in ways that require a totally different type of potential in five years compared with the benchmarks used to identify today’s high potentials? What about late bloomers—those who may not show early brilliance, but might become very valuable later on? And what about the negative impact on the morale of those not chosen as high potentials? It might be time to rethink the ‘best practice’ of identifying and developing a pool of high potentials.' Amen. Then too, we also might want to rethink what it means to be a leader and stop developing functional leaders and instead develop true leaders that can lead in changing contexts. That’s an entirely different focus."

Leadership Moment - Chamberlain

2011-10-07T08:00:00.001-06:00

In the Face of Fear

2011-10-03T08:00:00.002-06:00

"Fear destroys peoples dreams, it destroys our minds and bodies, it stops us in our tracks like a huge lion in your pathway. Fear stops us from taking the action we need to take in order to be all that we can be. Our potential is so much more than we sometimes perceive." ~ Greg De Tisi.

I remember a time when the slogan "Fear This" could be found on t-shirts and bumper stickers. After 9/11, fear again became a commonly used term. Terrorism has changed our way of life. We realize we have always been, and will forever be, vulnerable.

But should fear impair our ability to act? The heroic efforts of those unselfish Americans on United Flight 93 during that fateful day in September 2001 showed that fear could be realized and turned into a powerful positive action. Their actions to bring down the terrorists in power of the aircraft may very well of saved the lives of many Americans.

A few weeks ago, I had a conversation with a dear friend about how fears effect decision making. She mentioned that most often fear is located in our blind spots. Confronting our fears could very well open doors of opportunites that we felt were previously closed.

In yet another conversation, a coworker and I discussed the recent movement of firefighters commited to balancing work and family. He suggested that this movement may have an adverse effect on the fire organization. He contends that leaders may be becoming more content with their present jobs and becoming less likely to move up the ladder and into much needed upper level leadership positions.

I'm not sure if the last conversation was about contentment or fear. I've talked with quite a few fire leaders who've indicated that they could never fill the shoes of those who came before them.

What are your fears? How can you turn them into a positive action?

Additional information and reading:
Johnathan Fields on Uncertainty - an interview with Steven Pressfield

Jarhead

2011-09-29T16:20:00.006-06:00

Thanks go out to Tim Bartlett, Humboldt-Toiyabe NF, for adding another lesson plan to the Leadership in Cinema library. The Jarhead lesson plan provides a new format that local units may want to use to submit a lesson plan for another movie (including those already in the library).

Leadership Moment - Lincoln

2011-09-28T08:00:00.001-06:00

Lessons of Leadership from Coach Pete

2011-09-26T08:00:00.001-06:00

A few years ago I had the opportunity to hear Boise State's head football coach Chris Peterson speak at a motivational seminar. Although I am a member of Bronco Nation and respect Coach Pete, anyone who heard his talk understands why Boise State is among the top teams in college football. Coach Pete is a quality leader who leads by example and asks that those under his direction follow suit.

Here are a few nuggets that I pulled from his presentation:

We have to be abnormal.

How do you set yourself apart from others?

Coach Pete says that we become abnormal by:

Simplifying our life.
Setting high standards.
Developing a quality work ethic.
Being disciplined.
Showing integrity (integrity always trumps loyalty).
Being committed (stick with your choices).
Being honest (free from deception).
Exhibiting humility (low ego and no sense of entitlement).
Being courageous (follow your conscience instead of the crowd).
Showing respect (treat all like they are important).
Have patience (show self-control).
Forgive (let go of resentment).

He also talked about creating the Bronco culture. His philosophy includes:

People

Building a culture starts with people.
Know your missions and goals.
Have total buy-in.
Drive to be the best.

Unity

Trust each other.
Control ego.
Candor and friction are good if ego is in check.

Responsibility

No one area is more important than another.

Creativity

Eliminate staleness and stagnation.

Competitiveness

A competitive spirit is good.

Enjoyment

Appreciate the struggles and setbacks.

Leadership Moment - Stuart

2011-09-20T08:00:00.001-06:00

Leaders are required to confront their subordinates. Here is short clip from the movie Gettysburg where General Robert E. Lee confronts subordinate General J.E.B. Stuart after he fails to fulfill his calvary duties.

"Ability, Motivation and Attitude"

2011-09-19T08:00:00.001-06:00

by Chris Widener

"Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it." —Lou Holtz

There are three primary aspects of your life that will determine whether or not you are successful in your endeavors. You will not be successful if you have only one or two. You must have all three working together. Consider them like the three legs of a "stool of success."

Ability—the level at which you are able to actually do things; your skill level. If you have a high level of skill, that's good. And the better you get, the better it will be for you. To the degree that you can perform your actions at higher and higher skill levels, the more and more success you will find in your chosen field.

Motivation—the level at which you are able to find "a reason to act." This is the internal drive that you find that enables you to exercise your abilities. To the degree that you can find a way, or ways, to keep yourself motivated, you will see yourself right in the thick of things, carrying out your actions to the best of your abilities and succeeding accordingly.

Attitude—the mental state you have while carrying out your actions to the best of your ability. It is the way you view the world around you and choose to see it, either positively or negatively. To the degree that you can maintain a positive attitude about yourself, others, and the circumstances you find yourself in, you will see yourself achieving greater and greater things.

"But Chris, can't I get away with just two?"

No.

What if you have high skills and motivation but a rotten attitude? People will stay away and hinder your success. What if you have a good attitude and motivation but poor skills? People will like you, maybe even root for you, but go to someone else for the skills they need. What if you have great skills and attitude but no motivation? Well, you'll be sitting on the couch like a lazy slug while the go-getters are out there making your money and achieving your dreams!

No, it takes all three. So let's ask some questions:

Ability: How highly skilled are you? Is your skill level holding you back? How so? What could you achieve if you just took your skills to the next level beyond where they are right now? How would improving your skills improve the bottom line of your success?

Motivation: How motivated are you? Why do you answer that way? What would your spouse or close friends say? Would they say you are as motivated as you say you are? Why or why not? Why do you have the level of motivation that you have? What could you do to find a higher level of motivation? What would happen if you became super motivated for the next period of your life. What great things would happen?

Attitude: Do you have a good attitude or a poor one? How would you rate yourself? What about when things go wrong? Are you more of an optimist or a pessimist? What would happen if you took your attitude to the next level for the next 60 days? What if you just chose to have an incredible attitude? What would be the ramifications?

"The world cares very little about what a man or woman knows; it is what a man or woman is able to do that counts." —Booker T. Washington

This is so true. People will judge you on what you accomplish, not what you know or what you talk about. In fact, if you know a lot or talk a lot but do not accomplish anything, people will wonder what happened. So the question is whether or not you will take the actions necessary to deliver on your potential. To do so, you will need to focus in on the three legs of the stool of success: Your ability, motivation and attitude.

Take some time this week to give some serious thought to these three areas. Your success depends on it! And when you have done some reflection, put the conclusions you come to into action!
____________________

Reproduced with permission from Chris Widener's Ezine. Chris Widener is an Internationally recognized speaker, author and radio host. He has authored over 450 articles and more than ten books, including a New York Times and Wall Street Journal Best-seller. He has produced over 85 CDs and DVDs on leadership, motivation and success In addition to being a featured contributing editor to the Jim Rohn One-Year Success Plan, Chris is a regular guest speaker receiving rave reviews! Chris demonstrates a style that is engaging and versatile while providing life-changing principles of leadership, motivation and success. If you would like to order Chris' products, including his Newest Release, The Art of Influence, as well as The Angel Inside, The Image, Live the Life You Always Dreamed Of or to book him to speak at your next event, go to http://www.chriswidener.com or send an email to speaker@chriswidener.com or call 877-929-0439. Also - to subscribe to Chris's free Ezine, send a blank email to subscribe@chriswidener.com

Leadership Moment - Civil War

2011-09-15T16:00:00.000-06:00

Civil rights riots are occuring across the globe. Take a look back at our own history. Leaders rise to the challenge of promoting change, but do followers always know what their leaders are fighting to accomplish?

Katrina versus Irene--Did FEMA Learn?

2011-09-12T08:00:00.004-06:00

Over the last few weeks, leaders from across the nation have faced many crisis situations including historic wildfires, hurricanes and flooding. As Hurricane Irene set her sights on the East Coast, I reflected upon the government's response to Hurricane Katrina in 2005. Would Hurricane Irene release her wrath upon a still recovering New York City, most specifically Manhattan? Had the Federal Emergency Management Agency (FEMA) learned from the disaster experienced with Hurricane Katrina?

I recalled an earlier blog post showcasing an Washington Post's On Leadership interview with Craig Fugate, FEMA Director, regarding lessons learned from the Hurricane Katrina response. View for yourself whether Fugate responded to Hurricane Irene as he said he would after Hurricane Katrina.

I was intrigued by some of the recent public responses to Hurricane Irene. After the Hurricane Katrina disaster, I was amazed to hear the assertions that the government's response to Hurricane Irene was excessive, namely those inconvenience by evacuations in the New York City area. Just as with Hurricane Katrina, the full extent of the disaster was felt long after the hurricane passed. Historic flooding has been a life-changing event for many. Would those inconvenienced had the same response if New York City had taken a direct hit? Did what became a practice drill prepare those residents for a future event or will complacency reign?

As fire leaders, we must look at every incident as an unsual event and plan accordingly. There is no place for complacency in our decision making.

Additional reading:
FEMA Ready to Lead Through the Storm?, Jena McGregor, On Leadership, August 26, 2011.

Leadership Moment - Baldoni on Leadership During a Crisis

2011-09-09T08:00:00.000-06:00

Lessons Learned from Columbia

2011-09-06T08:00:00.000-06:00

(Photo courtesy of Wikipedia)

The wildland firefighting community played a large part in the Columbia space shuttle recovery efforts. Paul Keller, writer/editor for the Wildland Fire Lessons Learned Center, and Tom Iraci, photographer, chronicled the USDA Forest Service's role in the recovery efforts in a publication titled Searching for and Recovering the Space Shuttle Columbia.

Staying true to the NWCG's Leadership Subcommittee's goal of benchmarking organizations, fire leaders might find the recent addition to the Leadership in Cinema program appealing.

A lesson plan was created to complement NOVA's 2008 documentary Space Shuttle Disaster. Space Shuttle Disaster is a behind-the-scenes look at the space shuttle project. “It offers a penetrating look at the history of the shuttle program and the political pressures that made the shuttle a highly complex engineering compromise, which fell short of its ambitious goal to make space travel routine, cheap, and safe.” (NOVA)

Labor Day Greetings

2011-09-05T08:00:00.001-06:00

"Labor Day, the first Monday in September, is a creation of the labor movement and is dedicated to the social and economic achievements of American workers. It constitutes a yearly national tribute to the contributions workers have made to the strength, prosperity, and well-being of our country." - Department of Labor website

On behalf of the NWCG Leadership Subcommittee, I would like to thank all wildland fire service employees for their hard work and dedication. Happy Labor Day!span>

A Leadership Minute

2011-08-31T08:00:00.002-06:00
Here is a short video from a well-known company regarding leaders. Enjoy!

**This is not a product endorsement.

Put Down that Mobile Device

2011-08-29T08:00:00.006-06:00

As our country and world cries out for quality leadership, I seem drawn to the topic of command presence. Followers are crying out for leaders they trust and respect. Are you one of them?

A few years ago, I attended a prestigious leadership conference for corporate executives and leaders. The venue was small, and the attendees were some of the best and brightest this country had to offer. Not surprisingly, however, many of the attendees spent most of the day heads-down focused on their mobile devices and less on the speakers. The first speaker addressed the issue, but admitted there was little that he could do to control the behavior. Very few of the attendees put down their mobile devices and listened.

As I sat in that room that day, I realized that even the best of best leaders need to work on their command presence--most importantly their literal presence when interacting with others. If these leaders could behave in such a fashion to some the most well-known leadership experts in the world, I wondered if they would do the same during meetings with their subordinates. Additionally, would they allow their subordinates to do the same, creating a culture of inattention and disrespect?

My impetus for this entry came from Nilofer Merchant's HBR Blog Network article titled "It's the Leadership, Stupid." Nilofer discusses "how small actions lead to big outcomes." At a time like this, we don't need leaders who "check out."

Read for yourself what Nilofer has to offer.

Followers Step Forward

2011-08-24T08:00:00.007-06:00
A leader cannot lead if there is no one to follow. As leaders around the world struggle to maintain power and influence, followers are in a great position to make a difference.

Hear what Jean Lipman-Blumen has to say about the importance of followers in "The Art of Followership: How Great Followers Create Great Leaders and Organizations."

Reflection - The After Action Review

2011-08-22T08:00:00.002-06:00

When was the last time that you referred to the After Action Review tool on the Wildland Leadership Development Program website?

"An After Action Review (AAR) is a professional discussion of an event, focused on performance standards, that enables firefighters to discover for themselves what happened, why it happned, and how to sustain strengths and improve on weaknesses."

The AAR tool in the Leadership Toolbox provides access to "Tips for Conducting AARs," a chainsaw AAR, and other AAR References. An additional reference that you may gleen some information from is a recent article by Billy Schmidt titled "How & Why to Conduct an Incident Debriefing."

When it is time for you to conduct an AAR, refer to the Incident Response Pocket Guide, p. xii.

Leadership Thoughts for the Day

2011-08-17T08:00:00.002-06:00

Every once in a while people like to gather leadership quotes. Here is a video I found on YouTube that showcases some great leadership quotes. I've included them below the clip for those who don't have access to the video.

If your actions inspire others to dream more, learn more, do more, and become more, you are a leader. (John Quincy Adams)
Example is leadership. (Albert Schweitzer)
One does not discover new lands without consenting to lose sight of the shore for a very long time. (Andre Gide)
Leadership is action not position. (Donald H. McGannon)
Don't wait for your ship to come in, swim out to meet it. (Unknown)
Most things are difficult before they are easy. (adapted from Thomas Fuller)
Authority is a poor substitute for leadership. (John Luther)
Honor people and they will honor you. Fail to honor people and they will fail to honor you. (Lao Tzu)
The more you say, the less they [people] remember. (adapted from Francois FeNelon)
Never tell people how to do things. Tell them what to do and they will surprise you with their ingenuity. (General George Patton)
Never discourage anyone who continually makes progress, no matter how slow. (Plato)
Many people [a man] would rather you heard their [his] story than granted their [his]request. (Phillip Stanhope)
Real leaders are ordinary people with extraordinary determination. (Unknown)
Leaders don't force people to follow, they invite them on a journey. (Charles S. Lauer)
If the highest aim of a captain were to preserve his ship, he would keep it in port forever. (St. Thomas Aquinas)
A leader is someone who believes in you and gets you to believe in yourself. (Steven J. Stowell)
Leaders make the impossible possible. (Unknown)
Leaders consider the past, evaluate the present, and create the future. (Unknown)
We are what we repeatedly do. Excellence, then, is not an act but a habit. (Aristotle)

When No One is Watching

2011-08-15T08:00:00.005-06:00

Character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, ambition inspired, and success achieved. - Helen Keller
When I'm not working, I do a tremendous amount of volunteer work. There have been times when I took on a little too much and neglected self. Recently when I felt a bit overwhelmed, a friend told me, "we love you for who you are, not what you do." She was referring to my intangible attibutes: character.
Character, according to Merriam-Webster's Collegiate Dictionary, is defined as "one of the attributes of features that make up and distinguish an individual." Leadership experts differ on what makes up leadership character but most refer to one's values and principles.
As found in Leading in the Wildland Fire Service, "Character is the foundation of command presence. All people reveal their character in every interaction, and character shapes and permeates a leader's command presence."
If you are like me, your values and principles change as you experience life. Are you the same person when you are alone as when others are watching? Do others see the "real" you.
So what does right look like as a wildland fire leader? Leading in the Wildland Fire Service and our Values and Principles provide insight for our leaders. Like a fingerprint, character is unique to each individual. What you deem right may not be exactly what another deems right. However, this publication provides the basis from which all fire leaders can develop. If you are a wildland fire leader and don't have a copy of this publication, download it today.
In January, I brought you the leadership series "Leading in the VUCA Environment" by Col. Eric Kail, course director of military leadership at the U.S. Military Academy at West Point. Col. Kail has a new six-part series on the Washington Post's blog titled "Leadership Character." Take a moment to read what Col. Kail has to say about leadership character. Here are links to the first half of his series. As others become available, I will provide the links.
Leadership Character: The Role of Courage
Leadership Character: The Role of Integrity
Leadership Character: The Role of Selflessness

Always Remember

2011-08-11T22:06:00.008-06:00

This Saturday marks the 5th anniversary of the 2006 Krassel Helicopter incident. On August 13, 2006 at approximately 1730, helicopter N355EV, a Eurocopter AS 350 B3 under contract to the Forest Service by Evergreen Helicopters, Inc., crashed on the Payette National Forest 18 miles west of Yellowpine, ID. The Pilot, Quinn Stone, 42 and three Forest Service employees (Michael Lewis, 37-Assistant Helitack Manager; Lillian Patten, 32-Wildland Firefighter; and Monica Zajanc, 27-Wildland Firefighter) on board were fatally injured.

For those who have not seen this site: Always Remember provides a permanent location to collect, organize, maintain, preserve, and share current and historical incidents in which wildland firefighters lost their lives, to remember our fallen firefighters, their contributions, and the lessons learned from their lives or in their passing.

This site is another great "tool" to add to your leadership toolbox; this site is a great compliment to the Wildland Fire Staff Ride Library as well as the Wildland Fire Lessons Learned Center.

The challenge during, and after tragic events...is not letting their lessons get lost in history. WE must be vigilant in keeping their lessons alive for those who follow in their (our) foot steps. We are human, we are fallible, and we will continue to make mistakes at critical moments in time in a very dynamic environment. Some will be fatal, some serious, and some will simply be "near misses"...it's up to us to learn from those mistakes and teach these valuable lessons. WE must do better at being there for the next generation of firefighters. Not just being there, but passing on the wisdoms we've come to know.

The core to everything we do as Fire Service professionals is to never forget the firefighter on the ground...do not let the "administrivia" of today's fire management world drive you away from staying engaged at every level of your fire organization.

"ALWAYS REMEMBER"

Do You See What I See?

2011-08-10T08:00:00.009-06:00

Look closely at the picture above. Do you see what I do?

My husband and I recently took a vacation with friends to Bryce Canyon National Park in Southern Utah. On our first day in the park, we opted for the shuttle tour led by a jovial man named Spike.

Spike was well versed about the history of the canyon, including how weather events help shape the Clarion formations into beautiful fins, windows, spires and slot canyons. Along the way Spike would point to a hoodoo and ask if we could guess what animal or person could be found in the rock formation. Each of us had our own idea of what was found within the formation. Spike would then tell us the name the park rangers had given the formations. On more than one occasion, Spike really had to work to get tourists to "see" the object found within the rock. A few formations were a real stretch of the imagination. Do you see the hunter (Elmer Fudd) in the picture above?

One person's perception may not be another's reality. Just as with the hoodoo formations, one person may see something that another cannot. Leaders who believe that their own perception is the one and only risk creating a warped sense of reality. They may never "hear" what their subordinates are telling them.

The impetus of this entry came from an article on Leading Blog titled "Who's the King?" The author provides a parable about a lion and his quest to determine who is the king of the jungle. Read for yourself how some of us "reshape feedback until it supports what we want it to mean."

What do you see in this picture?

How about a poodle?

Briefing and Intent Revised

2011-08-08T08:00:00.004-06:00
A few weeks ago, members of the Briefing and Intent Revision Task Group uploaded new information to the Briefing and Intent webpages.

The "History" page provides a look into briefing through lessons learned from the military. Also included is the evolution of the briefing checklist that is found in the Incident Response Pocket Guide.

Included in the update to the "Types of Briefings" page are the four steps of a briefing as well as a document explaining the different types of briefings: information, mission, decision, and staff.

Under "Briefing References," readers will find numerous articles and documents to assist them in furthering their skills. Listed below are a few references:

"Affect Them with Intent"
"Communicating Intent and Imparting Presence" (Lt. Col. Lawrence Shattuck)
"What a Good Briefing Will Cover"
"Tips for the Timid and the Bold"
"Ten Commandments of Good Listening"

Remembering Mann Gulch and Iron 44

2011-08-05T15:37:00.012-06:00
Today we reflect upon those 13 firefighters who lost their lives on the Mann Gulch fire in Montana in 1949 and 7 firefighters in California in 2008.

Mann Gulch:
Stanley Reba; Silas Thompson; Joseph Sylvia; James Harrison; Robert Bennett; Newton Thompson; Leonard Piper; Eldon Diettert; Marvin Sherman; David Navon; Phillip McVey; Henry Thol, Jr.; and William Hellman http://www.nifc.gov/safety/mann_gulch/index.htm

Iron 44:
Shawn Blazer, Scott Charleson, Matthew Hammer,
Edrik Gomez, Steven Renno, Bryan Rich, and David Steele

Photo credit: Grayback Forestry

Shared Purpose

2011-08-02T15:32:00.003-06:00
Four-star General Stanley McChrystal shares what he learned about leadership over his decades in the military. How can you build a sense of shared purpose among people of many ages and skill sets? By listening and learning -- and addressing the possibility of failure.

General Stanley McChrystal is the former commander of U.S. and International forces in Afghanistan. A four-star general, he is credited for creating a revolution in warfare that fuses intelligence and operations.

Why You Should Listen to Him (taken from a TED video)

“With a remarkable record of achievement, General Stanley McChrystal has been praised for creating a revolution in warfare that fused intelligence and operations. A four-star general, he is the former commander of U.S. and international forces in Afghanistan and the former leader of Joint Special Operations Command (JSOC), which oversees the military’s most sensitive forces. McChrystal’s leadership of JSOC is credited with the December 2003 capture of Saddam Hussein and the June 2006 location and killing of Abu Musab al-Zarqawi, the leader of al-Qaeda in Iraq. McChrystal, a former Green Beret, is known for his candor.

After McChrystal graduated from West Point, he was commissioned as an infantry officer, and spent much of his career commanding special operations and airborne infantry units. During the Persian Gulf War, McChrystal served in a Joint Special Operations Task Force and later commanded the 75th Ranger Regiment. He completed year-long fellowships at Harvard’s John F. Kennedy School of Government in 1997 and in 2000 at the Council on Foreign Relations. In 2002, he was appointed chief of staff of military operations in Afghanistan. Two years later, McChrystal was selected to deliver nationally televised Pentagon briefings about military operations in Iraq. From 2003 to 2008, McChrystal commanded JSOC and was responsible for leading the nation’s deployed military counter-terrorism efforts around the globe. He assumed command of all International Forces in Afghanistan in June 2009. President Obama’s order for an additional 30,000 troops to Afghanistan was based on McChrystal’s assessment of the war there. McChrystal retired from the military in August 2010.”

"One of America’s greatest warriors."
----Secretary of Defense Robert Gates

Wildland Fire Perspective

As we reflect on all the losses we've experienced in the month of July…think about what the General has to say about "Shared Purpose". How is our environment similar to those who are serving in Iraq, Afghanistan, or elsewhere abroad? The wildland fire environment changes rapidly, our troops and fire ground leaders must have the ability and empowerment to act with speed and focus, positioning, and simplicity. Our environment evolves faster than people have time to reflect or react…

Leading a dispersed force in the wildland fire environment occurs daily for us…what techniques or technology do you use to communicate and empower your people? How do you build their confidence, trust and faith in you as a leader when you do not have the ability to be face to face during daily operations? How do you empower your people to take advantage of "merging opportunities"?...or as Col. Eric Carlson states, "Fleeting windows of opportunity".

How do we/ you lead a group of firefighters with the current generational differences…or "gap"? Our firefighters have changed…they are smarter, stronger, quicker and need more information…

One question that Gen. McChrystal asks during his speech is similar to the one the "Commander" (Jim Cook) asks during Redding IHC's annual staff ride of the 1994 South Canyon fire: “Where were you in 1994? How many people were fighting fire in 1994?” This year…the answers were similar to what Gen. McChrystal found out….."sir, I was in the 6th grade!" So, where were your firefighters in 1994? Where were they in 2001? It is the 10 year anniversary of the 30-mile fire…how many of your firefighters even know about the 30-mile Fire, or the South Canyon fire?

Similar to our Armed Forces of America (God Bless and thank-you for your service), we are operating a force of firefighters that must have a sense of shared purpose and shared consciousness...they have a different skill set (digital media) that we must capitalize on and which we can learn from this generation.

Through all this, we must also be mindful of the cumulative pressure on ourselves as leaders as well as our fire ground leaders. WE must watch out and take care of each other. We are in the business of Growing leaders and we must give back as our predecessors did for us…get engaged at the entry level, get engaged at the junior leader level, get engaged at the senior leader level…never lose sight of the most important asset the wildland fire service has….our firefighters.

Blink!

2011-08-01T08:00:00.005-06:00
"...the real chicken is the one who doesn't blink." - Ron
Ashkenas
I've been drawn lately to the writings of Ron Ashkenas, managing partner of Schaffer Consulting and HBR Blog Network contributor. Last week, Ashkenas wrote a piece titled "Why Leaders Play Chicken." He contends that a lot of adults are playing a public version of this children's game and that the "outcome is rarely optimal."

The recent political climate and stress on the economy have caused a lot of unrest in the wildland fire service. Lines have been drawn, timelines have been established, and cuts have and will continue to occur. This is a time to collaborate and compromise like never before to meet our missions.

We must lead by example. Playing a game of chicken will undoubtedly have unintended consequences--most likely to the teams for which we are responsible.

Read for yourself "Why Leaders Play Chicken."

Too Much of a Good Thing

2011-07-27T08:00:00.013-06:00

The wildland fire service has been deemed by many a high reliability organization (HRO). For those less familiar with HROs or those wanting to share the information with new members of the organization APMAdvisor.com has a great article called "Characteristics of the High Reliability Organization - How Does Your Organization Measure Up?"
Karl Weick and Kathleen Sutcliffe suggest that high reliability organizations (HROs) share the following characteristics:
Preoccupation with failure
Reluctance to over simplify
Sensitivity to operations
Deference to expertise
Commitment to resilience
"Deference to expertise is the focus of this blog with information taken from Managing the Unexpected by Weick and Sutcliffe as cited in a Wildland Fire Lessons Learned Center's HRO Stories article titled "Morning Briefings: Boring or Effective? How Our Conversations at Briefings Can Reinforce Deference to Expertise."
“Deference to expertise pushes decision-making to the field level, migrating decisions both up and down, reducing the consequences of errors in decision-making. Decisions migrate around HROs in search of a person who has specific knowledge of the event. Deference to expertise is as much collective as it is individual.”
“Expertise is relational. It is an assemblage of knowledge, experience, learning and intuitions that is seldom embodied in a single individual. And if expertise appears to be confined to a single individual, that expertise is evoked and becomes meaningful only when a second person requests it, defers to it, modifies it or rejects it.” They also write, “Expertise resides as much in
relationships as in individuals, meaning that interrelationships, interactions, conversations and networks embody it.”
A Word of Caution

Ron Ashkenas wrote an article called "The Dangers of Deference" for the HBR Blog Network. Although this article talks about "deference to authority" where subordinates defer to hierarchical authority. I found the word of caution that Ashkenas provides about overly deferential cultures useful. Ashkenas says, "There's nothing wrong with a certain amount of deference in organizations. But when a culture becomes overly deferential, it can lead to frustration, resentment, and bad decisions."
Resources:
Assessing the Deference to Expertise in Your Firm
Deference to Expertise - Small Group Exercise (Wyoming BLM)

"Teaming" is "Winning"

2011-07-25T08:00:00.011-06:00

A true success of the NWCG Leadership Subcommittee (LSC)is the use of our support cadre--also referred to as our "eyes forward" cadre. Randy Skelton, Dupty Fire Staff on the Payette National Forest, is the LSC's Support Cadre Coordinator. These men and women come together to complete a task or project and then disband when finished. This grassroots effort has proven quite effective for the program.

Recently, Karl Moore, Forbes magazine contributor and professor at McGill and Oxford Universities, interviewed Amy Edmondson, Harvard Business School, regarding the death of teams.

Edmondson believes that teams are being replaced effectively by "teaming." To Edmondson, "teaming is a verb, teaming is a skill, teaming is an activity." "Teaming" is the LSC's support cadre.

In "HBS's Amy Edmondson on the Death of Teams," Moore and Edmondson discuss how organizations and employees may have to adapt to adapt to embrace the "teaming" way of doing business.

Here are some interview highlights from Edmondson:
We're going to have to get better at learning how to quickly relate to people we don't know; learning how to trust them, learning how to share our knowledge, extract their knowledge, synthesize it, even though we come from very different backgrounds, different expertise areas and so forth.
Trust must be built quickly.
Team building will be conducted in the context of doing the work itself.

If you are unable to access the YouTube video, the interview transcript is available in Forbes' online article "HBS's Amy Edmondson on the Death of Teams.

Remembering Cramer

2011-07-22T08:00:00.003-06:00

Photo credit: wildland fire.com

Today marks the eight-year anniversary of the tragic burnover on the Cramer Fire which took the lives of Shane Heath and Jeff Allen, helitack crewmembers from the Salmon-Challis National Forest.

We pause for a moment to remember these young men and fellow firefigthers and to reflect upon lessons learned from this tragedy.

As always, be safe.

References:
Wildland Fire Lessons Learned Center Cramer Fire database
Cramer Fire Management Evaluation Report
OIG Report of Investigation

"Can You Hear Me Now?"

2011-07-20T08:00:00.009-06:00

"Can You Hear Me Now?" was a Verizon Wireless slogan for many years. The slogan's application to leadership development, however, lives on forever. Listening properly is one of the most important skills a good manager can master. How attentive are you when dealing with your staff or crew?
In 1999, Gregory L. Rynders, Battalion Chief for the Sandy Fire Department, wrote a very informative research paper called "Listening and Leadership: A Study on their Relationship" as part of his Executive Fire Officer Program. I suggest that you read Rynders' paper as a review of listening fundamentals and consider conducting similar research on your organization.
Rynders showcases the following listening rules from Hunsaker and Alessandra (1986):
Remember that it is impossible to listen and talk at the same time. This most basic rule is broken most often.
Listen for the speakers main ideas. Specific facts are only important as they pertain to the main theme.
Be sensitive to your emotional deaf spots. Deaf spots are words that make your mind wander or go off on a mental tangent.
Fight off distractions. Train yourself to listen carefully to your employee’s words, despite external distractions.
Try not to get angry. Emotions of any kind hinders the listening process, but anger in particular is detrimental to message reception.
Do not trust to memory certain data that may be important. Take notes.
Let your employees tell their own stories first. When employees explain their situations, they may reveal interesting facts and valuable clues to help satisfy their needs.
Empathize with your employees. Make a determined effort to see their point of view.
Withhold judgment. Judge the value of the message, not the speaker’s delivery ability.
React to the message, not the person. Don’t allow your mental impression of the speaker to influence your interpretation of his message.
Try to appreciate the emotion behind the speaker’s words (vocal and emotional)more than the literal meaning of the words.
Use feedback. Constantly try to check your understanding of what you hear.
Listen selectively. Very often in conservation, your employee will tell you things that will help you identify his problems, needs, goals, or objectives.
Relax. When another person is speaking to you, try to put her at ease by creating a relaxed, accepting environment.
Try not to be critical, either mentally or verbally, of someone else’s point of view, even if it is different from your own. Hold your temper and your emotional feelings.
Listen attentively. Face your employee straight on with uncrossed arms and legs; lean slightly forward. Establish good, gentle, intermittent eye contact.
To the degree that it is in your power, try to create a positive listening environment.
Ask questions. Ask open-ended, feeling-finding questions to allow your employee to express her feelings and thoughts.
Be motivated listener. Without the proper attitude, all the foregoing suggestions for effective listening are for naught.
Resources:
The Art of Managing People. Hunsaker, P., & Allessandra, A. 1986. New York: Simon & Schuster Inc. pp. 137-140.
How a Manager or Leader can Develop Effective Listening Skills - One Simple Technique that Always Improves Team Morale, Dave Marr, director at t2 Management Training and guest blogger on MarkSanborn.com

Trouble with Transitions

2011-07-18T08:00:00.001-06:00

In the fall of 2010, I had the opportunity to take a graduate course in instructional and workplace performance. I quickly learned that one of the most vulnerable spots in productivity is the transition point. Yhe likelihood for error increases during transition.

According to Peter Bregman in his HBR blog post titled “The Secret to Ensuring Follow-Through,” poor communication is a major contributing factor. Bregman supports the use of checklists to improve communication. Checklists, an integral component in wildland fire, have their proponents and critics; but few can deny that checklists provide a consistent operating mechanism.

Bregman’s checklist includes the items listed below. You checklist may be different in order to focus on your specific transition trouble spots.
What do you understand the priorities to be?
What concerns or ideas do you have that have not already been mentioned?
What are your key next steps, and by when do you plan to accomplish them?
What do you need from me in order to be successful?
Are there any key contingencies we should plan for now?
When will we next check-in on progress/issues?
Who else needs to know our plans, and how will we communicate them?
An excellent resource cited by Bregman is a January 2010 podcast interview with HBR by Dr. Atul Gawande, author of The Checklist Manifesto, titled “Using Checklists to Prevent Failure.” I highly suggest that wildland firefighters listen to Gawande’s podcast interview

Rest in Peace, Caleb

2011-07-14T08:00:00.004-06:00

Today we lay to rest Bonneville Hotshot crewmember Caleb Hamm who lost his life in the line of duty in Texas on July 14, 2011. Our condolences go out to Caleb's family, crew, and friends.
Caleb's obituary

Abilene Fire Department and Texas Forest Service tribute

Do You Believe in MAGIC?

2011-07-13T08:00:00.002-06:00

If you are like me you’ve sat through training sessions and presentations where “death by PowerPoint” did little for the educational experience. Leaders who can share purposeful stories are invaluable. The power of storytelling is a tool that can help leaders convey information.
Jeremy Bennett provided a great blog post recently about students of fire such as Paul Gleason who developed storytelling into an art—an art that had huge impacts on those around them.

In an interview with Knowledge@Wharton, Peter Guber talks about the power of storytelling and provides great insight about its use as a leadership tool. Feel free to read the interview transcript or listen to the audio.

Storytelling is MAGIC

Guber believes that stories should have MAGIC.

M – You have to motivate.
A – Try to engage your audience emotionally, not intellectually.
G – All storytelling narrative is goal oriented.
I – All storytelling is interactive.
C – You have to have good content.

Helpful Hints
Storytelling is a tool that is used purposefully.
Practice pays off.
Move people’s hearts and emotions before you move their feet or their tongue.
Stories are often shared, often virally.
Word of Caution

A good story often “spreads like wildfire.” Therefore, storytellers must surrender control. Lt. Col. Eric Carlson shared the following quotes from Paul Tillich during the 2011 Gettysburg Staff Ride:
All history is remembered history.
The meaning of history lies beyond history.
There are two periods in history: one of preparation and one of expectation.
Tell your story with purposeful narrative and allow it to grow and impact your listeners. You may not affect everyone and the story may change from storyteller to storyteller, but most stories live on, relatively intact, long after the storyteller has gone on, impacting future generations through belief.

Additional storytelling references:
Denning. Stephen. The Leader's Guide to Storytelling. John Wiley & Sons, Inc. 2005.
Stories from the Fireline, blog post from June 17, 2010

Thirtymile Turns Ten

2011-07-10T08:00:00.007-06:00

Today marks the 10 year anniversary of when 14 members of the Northwest Regular Crew #6, along with two civilians, were entrapped by the flames of the Thirtymile Fire in the Chewuch River Canyon on the Okanogan/Wenatchee National Forest in Washington state. Four of those entrapped lost their lives in the line of duty. We remember Tom Craven, Devin Weaver, Jessica Johnson, and Karen Fitzpatrick.
Take a moment to review the incident and observe lessons learned from this tragedy.
Thirtymile Fire Resources:
Thirtymile Fire Investigation Report
Thirtymile Staff Ride
Lessons from the Thritymile Fire (PowerPoint presentation)

Remembering South Canyon

2011-07-06T08:00:00.005-06:00

Today marks 17 years since 14 wildland firefighters lost their lives on Storm King mountain during the South Canyon fire near Glenwood Springs, Colorado.

Here are a few references you may want to share with your teams:

South Canyon Fire Staff Ride
South Canyon - Reflections and Leadership Perspective, Chapter 2, A Walk up South Canyon with Mike da Luz (Wildland Fire Lessons Learned Center)
Storm King 14 - tribute YouTube video with music by John Lowell & the Medicine Bow Bluegrass Band

To Infinity and Beyond or Bust?

2011-07-05T09:37:00.007-06:00
If you are a space junkie like me, you are well aware that the final space shuttle mission is scheduled for launch Friday, July 8, 2011. So what is next for the space program?

This morning I clicked on a FedSmith.com article tickler titled "I've Never Seen NASA So Screwed Up" which linked to The Washington Post article "Final NASA Shuttle Mission Clouded by Rancor." The article debated whether or not NASA has clear vision--something many organizations experience during times of change and uncertainty.

This article fits nicely with my current work on an installment for the Leadership in Cinema program showcasing NASA and a breakdown in their safety culture. The PBS documentary Space Shuttle Disaster indicated that a lack of clear vision and trust were definite problems at NASA.

Read the article and watch the video and then consider your leadership and organization compared with NASA. Contemplate the following questions adapted from "Command Philosophy" in the Leading in the Wildland Fire Service.

Do you have a clear vision?
Have you translated that vision into clear leader's intent?
Do subordinate leaders who are at the scene of action understand the current situation better than does a senior commander some distance removed?
As a fire leader, do you continually work to achieve coordination and cooperation among all forces toward a commonly understood objective?
Do you subscribe to unity of effort?
Do you avoid mixed messages or countermanding directives?
Do you work together across jurisdictional lines to find common ground and act in the best interest of those responding to the incident, the public, and our natural resources?
Do you employ multiple leadership skills to influence decisions, forge effective relationships, facilitate cooperative efforts, and ensure that objectives are achieved?

Happy Fourth of July

2011-07-04T08:00:00.002-06:00

On behalf of the NWCG Leadership Subcommittee, happy Fourth of July.

A very special thank you to all those wildland firefighters who are diligently working this holiday.

Do You Have a Sense of Humor?

2011-06-30T12:23:00.005-06:00

One tool that every leader has in their toolbox is a sense of humor. Knowing how and when to use it can be quite powerful.

Today's blog entry comes as a recommendation from Bryan Karchut - Division Chief, North Zone Fire Management, Black Hills National Forest. Thanks for the submission, Bryan!

Jonathan Frye in his November 4, 2007, blog post titled Humor and Leadership provides a link to "Enhance Your Sense of Humor from Reader's Digest" as well as numerous quotes about humor from various leaders in history.

Additional resource:

Humor and Leadership. Blaine Anderson. Journal of Organizational Culture. January 2005.

What Matters Most to You?

2011-06-29T08:00:00.004-06:00
Being in wildland fire since 1984, I've seen my fair share of firefighters go through significant life changes: marriages, divorces, birth of children, death, retirement, etc. Unfortunately, I've witnessed those firefighters who put their job before all else at the sake of all else.

Commitment to the job is commendable, but at what cost? This blog post is not meant to judge but to applaud those firefighters that have come up through the leadership program and are showing a new sense of balance amoung work, family, and community. These are the leaders who take a moment of personal reflection to clear their minds and focus on what matters most in order to be a better leader.

As we begin to see more and more firefighters reach mandatory retirement age, I ponder how many fire leaders are ready for the next stage of life--that beyond the fire service. Do you find your purpose in wildland fire or beyond the fireline? Are you mentoring others to take the reins up after your retirement? What matters most to you?

John Baldoni writes about planning for life beyond work in his HBR blog post titled "Make Time for What Matters Before It's Too Late."

A Culture of Resilience

2011-06-27T08:00:00.003-06:00

“…we believe key leadership personnel, often frontline leadership, appear to have the ability to "tip" the organization in the direction of resilience and to serve as a catalyst to increase group cohesion and dedication to the ‘mission’." ~ George S. Everly, Jr., citing Malcom Gladwell
A couple of years ago, I assisted with compiling information from the High Reliability Organizing – What It is, Why It Works, How to Lead It training session sponsored by the Fire and Aviation Directorate Division of Fire Operations (BLM). I had limited knowledge of HRO at the time; however, I’ve resolved to become a student of fire on the subject. The “Mars Dead or Alive” Leadership in Cinema lesson plan has been a by-product of a commitment to better understand the topic and contribute to the betterment of the organization.

As part of my ongoing HRO knowledge pursuit, I share highlights from an HBR Blog Network post titled “Building a Resilient Organizational Culture” by George S. Everly, Jr., Ph.D., Associate Professor of Psychiatry at The Johns Hopkins School of Medicine and Executive Director of Resiliency Science Institutes at the University of Maryland Baltimore County Training Centers.

Frontline leaders are key to building a resilient culture. In a 2007 evaluation of L-380 Fireline Leadership, The Guidance Group, Inc. concluded that “training is producing significant improvement in performance of course participants…” These frontline leaders are modeling the attributes which Everly and his colleagues say have the “ability to ‘tip’ the organization”:
Optimism
Decisiveness
Integrity
Open communication while serving as conduits and gatekeepers of formal and informal information flows throughout the organization and enjoying high source credibility (ethos)
Everly and his colleagues suggest employing the following framework to build a resilient organization:
Understand that people prosper from success.
People learn while observing others.
Provide encouragement, support, and even mentoring.
Provide basic training in how to manage personal stress.
Resiliency traits of successful HROs:
Resilient organizations invest in their client base.
Resilient organizations are innovative in times of adversity.
Resilient organizations invest in their leaders.
Resilient organizations invest in all levels of their workforce.
Source: Building a Resilient Organizational Culture, George S. Everly, Jr., HBR Blog Network, June 24, 2011.

Honoring our "Commander"

2011-06-24T16:04:00.003-06:00

Photo credit: IAWF

A humble man, Jim Cook, Chairperson of the NWCG Leadership Subcommittee, is not one to dwell upon his accomplishments. In the last couple of months, Jim has received two well-deserved awards: The International Association of Wildland Fire's "International Safety Award" and the USDA "Unsung Hero" Award.

Congratulations, Jim!

Fire Science Degree's Top 25 Wildfires of All Time

2011-06-22T08:00:00.003-06:00

Fire Science Degree recently posted their version of the top 25 wildfires of all time. Here are the top five.
The Great Peshtigo Fire
Cloquet Fire
The Great Hinckley Fire of 1894
The Great Miramichi Fire
The Big Burn
Check out the Fire Science Degree website for more information about the fires.

We would like to hear your input. Do you agree? Disagree? Have others for honorable mentions?
Be sure to check out the WFLDP's Staff Ride Library for other notable fires.

A Leadership Example from NASA

2011-06-20T08:00:00.003-06:00
Earlier this month, "The Federal Coach" ran an interview with NASA Administrator Charles Bolden. I thought that his answers to their questions were great messages to aspiring leaders.

Here are some of my favorite conclusions from the article:

You don't know you can do something unless you try.

Training and preparation are vital to leadership success.

Take responsibility for your actions and don't be afraid to tell people you don't know something.

Spend a significant amount of time with partner agencies.

Take care of your people; they will take care of you.

Stay in touch with people at all levels.

Lead by example.
I encourage you to read "NASA Administrator Charles Bolden on leadership: "At NASA, we do big things".

Source: The Washington Post. The Federal Coach blog. June 1, 2011.

Becoming a Student of Fire- A Teacher

2011-06-17T16:06:00.001-06:00

“If you choose to lead others you will leave a legacy. But that legacy will be determined by those that follow you. I suppose I would want my legacy to be that firefighters begin to realize the importance of being a student of fire and that I was able to help make that happen.” - Paul Gleason

Teaching is leading. This has become more apparent to me personally over the last few months as I continue to recognize the importance of good teachers, mentors, and a community that focuses on learning.

Most of us in the fire management world know about Paul Gleason, or at least are influenced by his teachings. He introduced LCES, developed the chainsaw training course, and was instrumental in the development of fire behavior and fire effects courses, to name just a few of his accomplishments. But it was his idea about becoming a student of fire that I feel was his most profound lesson.

Other than on a couple prescribed fire projects along the front range in Colorado when I was beginning my fire career I never worked directly for Gleason. Just having him involved with local fire trainings, having him teach and tell his stories, was a very powerful and enriching learning environment. I can remember how his stories would draw you in and allow you, as the student, to experience some of what he experienced. His wealth of experience added to his ability to tell stories and it became part of the student, instilling in them experiences and knowledge of his own life. That is what a good story teller and teacher does, they bring a story to life.

Gleason always encouraged fire fighters to become students of fire. When I first heard this, I didn’t know what that meant, but I knew I wanted to find out. This lesson about becoming a student of fire, for me, goes very deep. It is much more than just studying fire behavior or suppression tactics, or about historic fire events, or about accidents and fatality fires. For me is gets into the depth of what makes us human, it represents everything about learning, about leading, and about life. The lesson about being a student of fire to me means I am always learning, asking questions, striving to improve both in my profession and personal life. This part of Gleason’s legacy continues to grow within me on a daily basis and in a way Gleason lives on through others as they remember and emulate ideas or lessons they learned through his powerful stories.

With the fires going now in Arizona and the link to Gleason’s story to the historic Dude Fire, take some time to reflect what it means to be a student of fire. And more importantly, remember the lessons from one of the wildland fire communities greatest heros.

Some great links to honor his legacy:

LCES and Other Thoughts by Paul Gleason

Fire Management Today, Volume 63, No 3, Summer 2003, “Gleason Complex”, pg 85

Standing Accountable- Lessons Learned from Cerro Grande, presentation by Paul Gleason at S490 course.

Rock Solid Leadership

2011-06-13T08:00:00.000-06:00

Early in this blog's history, I came across the Simple Truths inspirational website. I enjoyed the Rock Solid Leadership movie and share the following quote:

"...leadership is not something you're born with. And it can't be awarded or appointed; it must be earned."

Photo: LtCol Eric Carlson (ret) reading from Joshua Chamberlain's book, Gettysburg Staff Ride 2010,

What Do You Have to Lose?

2011-06-08T08:00:00.002-06:00
“Wildland fire operations have inherent risks that cannot be eliminated, even in the best of circumstances.” (Leading in the Wildland Fire Service, page 10)
So does what you have to lose way more heavily on what you have to gain when making decisions on the fireline? Are you quick with decisions or more methodical in your approach? Do you embrace risk?

I’ve heard a lot of talk recently about whether we as a wildland fire service have created a culture where leaders are somewhat reluctant to make timely decisions in an environment filled with inherent risks. Has the liability insurance buzz and focus on risk caused our culture to become overly cautious and less courageous in our decision making?

In no way am I minimizing the importance of one’s duty to properly refuse risk, mitigate risk, or acknowledge the need to expect the unexpected. I am only posing the question of whether our focus on risk mitigation has influenced our ability to make courageous and timely decisions.

Heidi Grant Halvorson provides great insight into this topic in her HBR blog article “Getting Others to Embrace Risk,” She attests that “Americans in general are becoming more timid with regard to risk and focused much more on what we have to lose than on what we might gain.” She presents two types of risk takers:
Prevention-focused (what we have to lose) – those focused on security, avoiding mistakes, and fulfilling responsibilities
Promotion-focused (what we have to gain) – those focused on getting ahead, maximizing your potential, and reaping the rewards
So how do these focuses affect decision making?
Prevention focus - avoiding loss leads to accuracy, careful deliberation, thoroughness, and a strong preference for “the devil you know”
Promotion focus – potential gain leads to speed, creativity, innovation, and embracing risk
What do you think? Should our decision makers be more prevention or promotion focused? Should we as an organization acknowledge the inherent elements of risk and focus our efforts on teaching our leaders how to properly embrace risk?

“Research shows that even the most timid, prevention-minded person among us will gladly take a risk, once you help him understand why it would be a greater risk not to.” – Heidi Grant Halvorson

Monkey See, Monkey Do

2011-06-06T08:00:00.004-06:00
"Monkey see, monkey do is a saying that originated in Jamaica in the early 18th century and popped up in American culture in the early 1920s. The saying refers to the learning of a process without an understanding of why it works." (Wikipedia)

The following story, found all over the Web, was forwarded to me by Roger Armstrong, a fellow fire leader and friend from Australia.

BECAUSE THAT'S THE WAY WE DO THINGS AROUND HERE!!
(A rationale for unwritten ground rules and their costs)

If you start with a cage containing five monkeys and inside the cage, hang a banana on a string from the top and then you place a set of stairs under the banana, before long a monkey will go to the stairs and climb toward the banana.

As soon as he touches the stairs, you spray all the other monkeys with cold water. After a while another monkey makes an attempt with same result. All the other monkeys are sprayed with cold water. Pretty soon when another monkey tries to climb the stairs, the other monkeys will try to prevent it.

Now, put the cold water away. Remove one monkey from the cage and replace it with a new one.

The new monkey sees the banana and attempts to climb the stairs. To his shock, all of the other monkeys beat the crap out of him. After another attempt and attack, he knows that if he tries to climb the stairs he will be assaulted. Next, remove another of the original five monkeys, replacing it with a new one. The newcomer goes to the stairs and is attacked. The previous newcomer takes part in the punishment with enthusiasm. Then, replace a third original monkey with a new one, followed by a fourth, then the fifth.

Every time the newest monkey takes to the stairs he is attacked. Most of the monkeys that are beating him up have no idea why they were not permitted to climb the stairs. Neither do they know why they are participating in the beating of the newest monkey.

Finally, having replaced all of the original monkeys, none of the remaining monkeys will have ever been sprayed with cold water. Nevertheless, none of the monkeys will try to climb the stairway for the banana. Why, you ask? Because in their minds that is the way it has always been.

The Moral of the Story

Does this sound like your workplace? Your team?

Sometimes it pays to listen to the new monkey. They often perceive situations with which you are familiar with a different perspective.

A new monkey has the potential to question the way we do things around here from within a contemporary rather than historical context.

If you listen to the new monkey there are rewards and opportunities to be realised that cannot be seen by older and wiser heads.

Are you an older and wiser head? Do you listen to your new monkeys?

----------

Image compliments of babytalk clothing
(No monkeys were hurt in the development of this story.)

Ethos - Our Guiding Beliefs

2011-06-01T08:00:00.004-06:00

"Directed inward, the Warrior Ethos grounds us, fortifies, us, and focuses our resolve." - Steven Pressfield in Warrior Ethos
During the latest NWCG Leadership Subcommittee meeting, discussion revolved around the term ethos. Merriam-Webster defines ethos as "the distinguishing character, sentiment, moral nature, or guiding beliefs of a person, group, or institution."

Fellow blogger Billy Schmidt showcased Steven Pressfield's new book, The Warrior Ethos (available for free in Lightbox format on his website). Many will recognize Pressfield from his book Gates of Fire which is featured in our Professional Reading Program library. Pressfield does an incredible job of explaining the "warrior ethos" concept. I suggest that all wildland firefighters read this short, 112-page book filled with understandable vignettes as a background for understanding our own wildland fire leadership ethos--Leading in the Wildland Fire Service.

Here are some thoughts/quotes from Warrior Ethos for consideration and discussion here or with your team:
The Warrior Ethos is not, at bottom, a manifestation only of male aggression or of the masculine will to dominance. Its foundation is society-wide. It rests on the will and resolve of mothers and wives and daughters--and, in no few instance, of female warriors as well--to defend their children, their home soil and the values of their culture.
No one is born with the Warrior Ethos, though many of its tenets appear naturally in young men and women of all cultures.
Courage--in particular, stalwartness in the face of death--must be considered the foremost warrior virtue.
Courage is inseparable from love and leads to what may arguably be the noblest of all warrior virtues: selflessness.
The group comes before the individual.
The interesting thing about peoples and cultures from rugged environments is that they almost never chose to leave them.
Selflessness produces courage because it binds men together and proves to each individual that he is not alone.
The feat that inspires witnesses to honor it is almost invariably one of selflessness.
The will to fight, the passion to be great, is an indispensable element of the Warrior Ethos. It is also a primary quality of leadership, because it inspires men and fires their hearts with ambition an the passion to go beyond their own limits.
A warrior culture trains for adversity.
“This man was a fighter when he was my age. He has taken the lessons he learned as a warrior dueling external enemies and is turning them to use now as he fights internal foes to achieve mastery over himself.”~Alexander the Great
The hardest thing in the world is to be ourselves.
Source: The Warrior Ethos. Steven Pressfield. Black Irish Entertainment, LLC. 2011.

Mars - Dead or Alive

2011-05-31T08:00:00.000-06:00
NOVA's presentation of "Mars-Dead or Alive" follows the Mars Exploration Rover (MER)Project. A lesson plan has been developed for the Leadership is Cinema program to accompany the video as well as to facilitate discussion about high reliability organizations (HROs).

Applying lessons learned from other HROs can greatly enhance similar situations found within the wildland fire service.

Photo credit: NASA

Remembering...

2011-05-30T08:00:00.003-06:00

Behind the Holiday

2011-05-25T08:00:00.008-06:00

In preparation for the upcoming Memorial Day holiday, and having just returned from the hallowed fields of Gettysburg, I thought that I would honor the history behind this most decorated day.

According to History.com, Memorial Day, formerly known as Decoration Day, originated to commemorate U.S. soldiers who died while in the military service--most specifically those Union and Conferate soldiers who gave their lives during the American Civil War.

The further we get away from our history, the more we forget its origin. Without research, I would have gone on believing that Memorial Day, beyond the holiday, was to respect those who have died--regardless of their military service.

Having just walked the hallowed fields of Gettysburg, I know that this Memorial Day will include a moment to acknowledge the sacrifices made by those who believed so passionately that this country should remain united.

As I bid "lights out" on this blog entry, I present a link to the history of "Taps."

***Photo credit: Nicole Hallisey, NIFC

Our First Honor

2011-05-24T08:00:00.003-06:00
The WFLDP blog was recently recognized as one of "The 45 Best Fire Science Blogs" by Fire Science Degree - Guide to Schools Offering Fire Science Degrees.

A very special thanks to Frank and Sally Davison for bestowing this honor upon the blog and its contributors.

The Miracle of Managing Egos

2011-05-23T08:00:00.002-06:00

Those of you familiar with the Leadership in Cinema program have probably used John Wood's lesson plan for the movie "Miracle."

Jim Craig, goaltender on the 1980 U.S. Olympic hockey team, has written Gold Medal Strategies about the team's journey to capture the gold medal with a focus on managing through ego and conflict.

Leadership Now recently posted a short blurb about the book on "LeadingBlog."

Has anyone read the book? Would anyone like to be a part of a virtual book club to read the book together? Together we can potentially add another book to the "Professional Reading Program". Let us know what you think.

Jim Craig's "Gold Medal Strategies" website has a library of short leadership video clips that may be useful when discussing this concept with your crew.

Additional Resource:
"Leading from Within Means Learning to Manage Your Ego and Emotions," Knowledge@Wharton

Note of apology: Many of the videos are located on YouTube.

A Lifetime of Achievement - Bud Moore

2011-05-18T08:00:00.008-06:00
Bud Moore may not mean much to the new generation firefighter, but his legacy in wildland fire transformed the world of fire. A former Director of Fire and Aviation in the USFS Northern Region, Bud Moore was influential in transforming fire management policies, including prescribed fire.

Bud Moore passed away in November 2010 at the age of 93 after a lifetime of dedication to forestry and conservation. The NWCG Leadership Subcommittee recognized Moore posthumously by presenting his family with a lifetime achievement Paul Gleason Lead by Example Award. Bill Miller, NWCG Leadership Subcommittee advisor, presented the award at the 11th Wildland Fire Safety Summit held in Missoula, MT, April 2011. The transcript of the presentation can be found on the WFLDP website.

Other Resources:

"Remembering Bud Moore" by Alex Sakariassen. Missoula Independent. December 2, 2010.

Bud Moore Memorial website

US Forest Service Bud Moore Memorial website

On Hallowed Ground

2011-05-16T09:00:00.002-06:00

"Buy 'em books and buy 'em books, and all they do is chew off the covers." This was a common cry from Mr. Delmar Hardy, my junior high school history teacher. Why is it that I remember his quote, yet I didn't retain the significant historical events that he presented? Standing upon the hallowed battlegrounds of Gettysburg approximately 35 years later and some 150 years after the Civil War began, I became acutely aware of how important understanding our past is to shaping our future.

For three days, wildland fire leaders from various National Interagency Management Organizations (NIMOs), the Geographic Area Training Representatives (GATRs), the Operations and Workforce Development Committee (OWDC), the Leadership Subcommittee (LSC), various Incident Managment Teams (IMTs) and Fire Department New York (FDNY) led by subject matter experts from the military and wildland fire service walked the paths of Civil War leaders of the past, analyzed and synthesized key decisions, and gained knowledge that can be easily transferred for use during future incidents.

The Leadership is Action - Gettysburg Staff Ride was one of the most effective leadership educational events of my career. To experience this with members of my Leadership Subcommittee team was incredible and worth every minute of the time I put in prior to the event. What emerged from three days on the battlefields around Gettysburg, PA, is truly inspiring and will benefit the Wildland Fire Leadership Development Program for many years to come.

I challenge leaders who participated in the event to contribute their thoughts regarding the staff ride.
What Gettysburg leader of the past inspired your future actions?
What leadership traits do you inspire to possess or strengthen?
A special thanks goes out to all who helped make this educational event such a success including, but not limited to, Curtis Heaton, Gladys Ross, Brent Spencer, Deborah Corner, OMNA International, LLC and L3.
Civil War resources:
Gettysburg official NPS website
Killer Angels (Cliff Notes)
Civil War 150 (Washington Post)
On Leadership at Gettysburg: Find Those Confederate Forces (Washington Post)
On Leadership at Gettysburg: Colonel Joshua Chamberlain, The Creative Leader (Washington Post)

*Photo credits: Jim Cook (LSC Chairman) and OMNA International, LLC.

Thomas Taylor Recognized

2011-05-11T08:00:00.002-06:00

The NWCG Leadership Subcommittee recognized Thomas Taylor, District Fire Crew Squad Boss, Darrington Ranger District, Mt. Baker/Snoqualmie National Forest, US Forest Service, as winner of the 2010 Paul Gleason Lead by Example Award for initiative and innovation.
Here is an excerpt from his award citation letter:
"Taylor has a track record of contributing to the greater good of the wildland fire service. He co-authored a presentation in the 2010 Annual Refresher Video, as well as developed a new reference covering the use and troubleshooting of Mark 3 pumps in the 2010 Incident Response Pocket Guide. Taylor endured two near-miss entrapment experiences, which triggered him to choose a path of duty, respect and integrity and apply his lessons learned to the wildland fire service. His new path included involvement in regional and national training efforts in some very unique venues, including annual refresher training and staff rides. He has influenced hundreds of coworkers and tens of thousands of firefighters with his national efforts."
Congratulations on your achievement, Thomas!

New Frontiers

2011-05-09T08:00:00.001-06:00

"It is not worrying who gets the credit as long as the objective is
achieved, sometimes leading from behind, letting others lead at times,developing respect but not fear, and keeping communication and involvement a part of the leadership equation." ~ Chuck Bell
I came across an article on my desk that I had stuffed into a someday-I'll-blog-about-this folder on my desk. "Leadership Lessons from Lewis and Clark" was written by Chuck Bell, President of Learning Disguised as Fun, and printed in Ohio State University's Leadership Link. The link to the publication has since been removed, but I'll share reasons why, according to Bell, Lewis and Clark's "co-leadership" strategy worked and can easily become success in wildland fire.

Here are excerpts from Bell's article:

Common Vision
"There was a common vision and goal.
Lewis and Clark considered themselves equal and a team.
They complemented each other in their skills and experience, and accepted this.
They accepted each others' decisions without challenge and showed trust and teamwork by example to the rest of the party.
Lewis and Clark divided responsibilities according to their individual strengths and skills.
Involving the Team
Lewis and Clark used involvement of the party effectively from the start.
They were consistent in discipline, following through on expectations of the time, treating each person firmly, but fairly.
Lewis and Clark cared about those in the party.
The captains did not expect others to do what they would not do.
Building Relationships
Lewis and Clark knew the skills and attitudes of the men in the party.
They knew the men beyond their skills.
They provided others with the yoke of leadership by breaking the expedition into five groups with specific objectives.
Lewis and Clark laid a firm foundation (and an example) for their leadership with good communication, clear objectives, consistency and firmness, role modeling, teamwork, trust, showing respect, caring, giving responsibility, and being familiar with the skills and character of those they were responsible for."
Reference: Bell, Chuck (unknown publication date). "Leadership Lessons from Lewis and Clark." Leadership Link

Jason Fallon Recognized

2011-05-04T08:00:00.003-06:00

The NWCG Leadership Subcommittee recognizes Jason Fallon, Prescribed Fire/Fire Use Captain, Colorado Fire Management District, US Fish and Wildlife Service, as winner of the 2010 Paul Gleason Lead by Example Award for motivation and vision.

Here is an excerpt from his award citation letter:

"Fallon provided motivation and vision by developing a new “hands-on” style of class for chainsaw training. After observing the current lack of adequate training for chainsaw operators, he applied for, and was awarded, an Albright-Wirth Grant to finance his class development. Fallon received applications and interest for his class from various diverse backgrounds, far beyond his home unit and zone. Fallon consistently put the students and cadre’s needs ahead of his own and ensured the primary focus was on the learning opportunities of the students, and in return, concluding with a very successful class."

Congratulations on your achievement, Jason!

Stress and the IC

2011-05-02T08:00:00.004-06:00

(Photo Credit: Frank Cianciola, McDonald Observatory)

Fire leaders bring order to chaos, improve our people’s lives, and strengthen our organizations.” (Leading in the Wildland Fire Service, p. 6)
The pictures coming out of the devastating wildland fires in Texas are incredible and heart wrenching. However, viewing the pictures does not come close to the emotions and stress incident commanders are dealing with to bring order out of the chaos. NWCG Leadership Subcommittee representative Mark Stanford, Texas Forest Service’s Chief Fire Operations, is one of those leaders facing the challenges of an unpredicted fire season.

As fire leaders, we make every attempt to ensure that we can perform our jobs on the fireline. However, as I have discussed in recent blog entries, we may never be fully prepared for the unlikely events that may occur. Fire leaders should be prepared by expecting the unexpected and leading accordingly.

A video on the HBR blog featuring Justin Menkes, author of Better Under Pressure, provides incident commanders with insight into the stressful life of an organizational leader under constant pressure. He explains “why today’s leaders need realistic optimism, subservience to purpose, and the ability to find order in chaos.”

Incident commanders know that increasing complexity is a trigger point to action. Nothing in the world of fire is constant and pressure is constant. How do you handle the pressures or stresses of the job? Are you proactive or reactive?

Additional Reference:
Human Resources IQ podcast with Justin Menkes (approximately 10 minutes)

WLFDP Joins Facebook

2011-04-28T11:01:00.007-06:00

After months in the approval process, the Wildland Fire Leadership Development Program (WFLDP)has joined Facebook. This social media tool will be a powerful tool to reach the new generation firefighter.

A big shout out to Jenn Smith, NIFC External Affairs and NWCG Leadership Subcommittee advisor, for giving wildland firefighters yet another tool to share leadership successes and innovations.

Help us out by becoming a fan of the page by clicking "Like."

"Two More Chains" Launched

2011-04-27T08:00:00.002-06:00

The Wildland Fire Lessons Learned Center recently launched a new quarterly publication called Two More Chains.Articles in the spring 2011 issue include:
"So You Call for a Medivac. . ."
"Ground Truths: Digging Through Incident Reviews" by Travis Dotson
"One of Our Own" by Sarah Cuddy
"Shop Talk: Tips to Improve Radio Coverage with Your Handheld"
Take a moment to check out this valuable information.
If you have any questions about Two More Chains, please contact: Paul Keller, pkeller@fs.fed.us, 503-622-4861.

North Zone Fire - Winner of the 2010 Lead by Example Award

2011-04-25T08:00:00.005-06:00
Congratulations go out to North Zone Fire Management from the Black Hills National Forest. They are the winner of the 2010 Paul Gleason Lead by Example Award for mentoring and teamwork.

Citation letter excerpt:

"North Zone Fire Management employees have risen to the challenge of building leadership—not only within their own organization but also throughout the wildland fire service as a whole. In 2010, the crew came together to create 10 lesson plans for the Leadership in Cinema program that showcase leadership lessons found in the HBO mini-series Band of Brothers. Members of the crew were also instrumental in revitalizing the briefing and intent tool in the Leadership Toolbox. Thinking beyond themselves, the crew attempted to raise more than $10,000 for the Wildland Firefighter Foundation through various fundraisers. North Zone Fire’s efforts through mentoring, teamwork, and giving of selves are examples of duty, respect, and integrity."

Those Who've Gone Before Us

2011-04-20T08:00:00.002-06:00
As a believer that leaders are born not made, I agree with the authors of "Lasting Leadership: Lessons from the 25 Most Influential Business People of Our Times" when they say, "people who choose and are determined to become influential business leaders can benefit from observing other leaders and using their observations to nurture their own leadership style."
The authors identify eight attibutes of leadership, most of which apply to wildland fire as well:
They are able to build a strong corporate culture.
They are truth-tellers.
They are able to find and cater to under-served markets.
They can "see the invisible."
They are adept at using price to build competitive advantage. (In our case, adept at being innovative in the face of budget shortfalls.)
They excel at managing and building their organization's brand.
They are fast learners.
They are skilled at managing risk.
The Wildland Fire Leadership Development Program showcases former wildland leaders. At the present time there are 11 interviews students of fire can review in Leaders We Would Like to Meet. Take a moment to get to know these leaders.
Leadership Challenge from Leaders We Would Like to Meet
The intent behind this collection of interviews is to begin recognizing those that have spent their career providing exemplary leadership to firefighters and capturing their lessons for future leaders. If you are interested in interviewing someone for this feature, click here to review the interview guidelines. After reviewing the guidelines, contact a member of the NWCG Leadership Subcommittee for further information.

2010 Paul Gleason Lead by Example Award Winners

2011-04-18T08:00:00.011-06:00

The Paul Gleason Lead by Example Award is presented by the NWCG Leadership Subcommittee to remember Paul Gleason's many contributions to the wildland fire community and recognize individuals or groups that exhibit the same spirit and dedication to leadership...those who lead by example. This national recognition will acknowledge those in the wildland fire service who exemplify the wildland fire leadership values and principles.

On behalf of the NWCG Leadership Subcommittee, I'm proud to announce the 2010 winners of the Paul Gleason Lead by Example Award. This year two individuals and one group received the award:
Thomas Taylor - Mt. Baker/Snoqualmie National Forest, US Forest Service
Jason Fallon - Colorado Fire Management District, US Fish and Wildlife Service
North Zone Fire Management, Black Hills National Forest, US Forest Service
Additionally, a posthumous award was presented to the family of Budd Moore, former Director of Fire and Aviation for the U.S. Forest Service's Northern Region.
In the coming weeks, we'll showcase the winners and their leadership accomplishments.
If you know someone who you believe is worthy of the award or want more information about the award and past recipients, visit the Wildland Fire Leadership Development website.

Being Mindful of HRO

2011-04-13T08:00:00.011-06:00

How mindful is your agency or crew?
It has been a while since we touched upon the concept of high reliability organizations (HROs) and with the fire season upon us, new as well as returning wildland firefighters should use this opportunity to touch upon HROs. An article by Keith Hammonds on Fast Company.com titled "5 Habits of Highly Reliable Organizations" provides leaders with an easy-to-understand tool with which to brief their crews.
Here are Hammond's twist on Karl Weick's five habits of highly reliable organizations:
Don't be tricked by your success. Be preoccupied by your failures.
Defer to your experts on the front line.
Let the unexpected circumstances provide your solution.
Embrace complexity.
Anticipate--but also anticipate your limits.
Hammond provides examples that all levels of your fire organization will understand as well as a short quiz to gauge the mindfulness of your organization.
Additional Resources:
HRO for Wildland Firefighters An Introductory Video
HRO website at the Wildland Fire Lessons Learned Center
Managing the Unexpected by Karl E. Weick and Kathleen M. Sutcliffe.

Conflict Among Leaders

2011-04-11T08:00:00.008-06:00

I wrote this post quite some time ago. Ironic that it may post automatically during a government shutdown where executives leaders cannot agree on a budget."
My time in fire has allowed me the opportunity to work for one specific agency yet be involved with interagency cooperation. Leadership in an interagency environment is difficult at best, and I've seen quite a few clashes in leadership--whether between a leader and subordinate or among organizational leaders trying to maintain loyal to their agency while trying to meet the goals of the combined organization.
I found a great article on leadership clashes on Knowledge @ Wharton called "Clash of the Titans: When Top Executives Don't Get Along with the Team." Causes for such clashes may include personality differences and conflicting visions or agendas. The authors of the article provide insight into this type of leadership conflict and provide a couple tools organizations can use to assist their leaders. As we enter a period of rapid retirement in the federal workforce, these tools could prove invaluable to fulfill the wildland fire service mission.
Executive Coaching
Determine the real causes of conflict.
Reestablish trust between team members.
Repair or build relationships.
Here is a video from leadership expert John Baldoni about peer coaching.
Getting It Right the First Time
Hire the right leader.
Know your candidates.
Include lower level leaders who are familiar with the organizations culture in the interview process.
Select the candidate that "will bring both vision and an ability to work on a team."

What’s Fear Got to Do With It?

2011-04-06T08:00:00.003-06:00

We welcome a new contributor Jeremy Bennett to the blog. Jeremy is the Bureau of Indian Affairs (BIA) Regional WUI and Prevention Specialist, Midwest Region and BIA representative to the NWCG Leadership Subcommittee.
A Lesson from Fear
What motivated me to write this? For many years I have been writing short stories in my journal (not imaginary stories, but significant events in my life, questions, experiences, and expressions of gratitude), documenting my ideas and thoughts, which to me, seem profound lessons or moments of understanding. I enjoy writing (when I can get my thoughts to come out like I think them in my head), and have a deep aspiration to someday write a book. I have also received great feedback from my annual Christmas letter (often bringing family members and friends to tears) and other “stories” I have written. But there has always been something holding me back, a fear that I don’t exactly know the origin of. It is a fear of being judged, a fear that what I say or write is not good enough. Whatever the cause of this fear it has held me back, it has blocked me from sharing my ideas and stories which may have impact on someone else, passing on information that could be useful to someone.
Fear is a very powerful negative emotion. Fear can inspire people to do bad things, it breads ignorance, can be a huge motivator, but also can cause paralysis or inactivity. Overcoming fear, to turn away from fear and ignorance, is an important step for a developing leader. It is often noted that we fail at the fringe of our experiences, accidents and fatalities are often tied to “missing slides,” not having the experience to make timely or adequate decisions. Think about what you are not good at, what makes you uncomfortable, what are your own weaknesses, and the things or situations you want to avoid. Many of these are somehow tied to a fear of some sort, at some level. Many times this fear is the root of our failures.
Writing this brief blog article is for me overcoming a fear that has been blocking me. I can thank a guy by the name of Tim Ferriss and a video I stumbled across of him telling a story about his own fears and his process for overcoming them. This story inspired me, it motivated me, and gave me enough confidence to turn fear in to a learning opportunity (turning a negative into a positive and using this as a powerful learning experience).
My plan is to write a series of articles or stories about my journey (thus far) towards becoming a “student of fire.” I hope to inspire some thought in others about what it means to them to be a student of fire. More to come…the pressure is on!
What fears are holding you back? Face those fears and expand those fringes of experience.

Show Them You Care

2011-04-04T08:00:00.002-06:00

Here is an amazing example of leadership in action from an interview that Dr. Useem, a valued Wharton School partner, conducted with Charles Elachi, NASA's Jet Propulsion Laboratory Director in "Capturing the Spirit of Opportunity: Leadership Lessons from the Mars Missions."
"Another important factor is that employees must really feel that they can rely on your leadership. I do care about the employees, and they see it. I go out of my way to meet with them. I made a resolution that every year, every employee would have a chance to meet with me, even though we have 5,500 employees. I line up meetings with groups of employees every week. They know I care and want to hear their concerns. Whenever I get any input from employees, I assure them that some action will be taken. The action might be that I don't agree with them, and so we may not make any changes, but they always get a response."
Discussion:
As our wildland fire employees return to the job, what do you plan to do this season to show your subordinates that you care? Share your ideas here.
Do you put more effort into caring for permanently employed subordinates than you do your temporary workforce?