Power from Empowerment

by Denis Waitley

A good way to think of leadership is the process of freeing your team members to do the best work they possibly can. I have followed NBA basketball coach Phil Jackson’s career.

"Facing the Enemies Within"

Wildland fire operations have inherent risks that cannot be eliminated, even in the best of circumstances. Incident management and response is a competition between human beings and the forces of nature; leaders struggle to manage the effects caused by wildfire and other natural and man-made events. The environment can rapidly and unexpectedly change from normal to emergency conditions to complete chaos.
(Leading in the Wildland Fire Service, p. 10)

Leadership Lessons from the Chilean Mine Entrapment

“In crisis, it’s tough to keep people focused on the team rather than themselves.”

People around the world have been riveted to the Chilean mine entrapment of 33 workers for 69 days some 2,000 feet below the earth’s surface. On October 13, 2010, all 33 men were rescued. The final rescue was that of the crew’s leader, Luis Urzua.

Workforce Development

One thing I notice when I am browsing many leadership sites, especially the ones aimed at Business people. They talk about moving up the ladder as a reward the faster you climb the ladder the greater the reward will be, more money, nicer office, earlier retirement. This got me thinking, do we, the wildland fire community foster an environment where competent, capable people have the opportunity to advance their career at their pace or do we hold them to an artificial standard? Do not confuse my question as a label for our community or that this is the way I see it. I do not advocate giving someone a qualification, they need to earn it but I wonder if we demand more than what is required?

"Teamwork in Decline at Federal Agencies"

Fire leaders build cohesive teams--not simply groups of individuals putting forth individual efforts--to accomplish missions in high-risk environments.

(Leading in the Wildland Fire Service, p. 52)

Leadership is

I just read the article by Dr. Robert McTeer on leadership. You can find it in the Leadership Toolbox, under Integrity in the About Leadership link.

Clinging to Procedures

Have you come upon someone who followed policies and procedures, whether mandatory or not, so strongly that they failed to listen?

I came across a blog by Kate Nasser called People Skills: Procedures Block Listening which I found insightful and wanted to share. Kate asserts that "When people cling to procedures, the procedures can block listening."

Consider our own procedures: the Standard Firefighter Orders and the 18 Watch Out Situations. Some contend they are guidelines; others contend they are steadfast rules. The debate alone can cause a confusion and block listening. However, strict adherence to any policy or procedure could result in an unwanted consequence. Having open communication and analyzing concerns and requests with an attitude of respect can have profound results.

Policies and procedures have their place but should not block our ability to listen.

Self Development

There is a saying that suggests “If you and your boss share the same opinion, one of you is redundant.” Another popular adage, “what the boss wants the boss gets.” As leaders we frequently find ourselves trying to operate in the space between these two axioms. We strive to be successful, complete the tasks we are assigned and win praise from superiors without being a “yes” person. Without a good grasp of personal or professional values to grant guidance this can be a difficult position at best.

Here is a recent posed to leadership contributors from The Washington Post's "On Leadership" website:

One of the key findings the 2010 Best Places to Work in the Federal Government survey is that worker satisfaction is more profoundly affected by perceptions of top management than by their immediate supervisor. What lessons can top leaders in the public and private sector glean from this?

I found the following responses worthy of sharing:

• Katherine Tyler Scott - Character really does count
• John Baldoni - Leaders engage top to bottom

Southwest Airline's exemplifies leaders at the top taking care of their people with astounding results. I created a Southwest Airlines case study as part of the "Blind Side" Leadership in Cinema lesson plan that leaders and managers may find helpful.

Climbing the Leadership Ladder

Having been with the Leadership Subcommittee for nearly 10 years, I have had the opportunity to watch young firefighters move through the various levels of leadership--from humble follower to confident leaders of organizations. Those same individuals who once sat behind the agency representatives at Leadership Subcommittee meetings are now assuming positions as agency leaders and stewards of the Wildland Leadership Development Program (WFLDP).

I recall many a conversation with some of our more effective leaders. These same individuals who have lead the leadership charge and created the tools we have today assert their efforts are all in a good day's work. They do what they do for the betterment of the organization rather than for personal gratification. In fact, many never believed that they would hold the positions they now occupy.

My intent with this entry is to encourage all firefighters to invest in themselves with respect to leadership development. Do everything within your power to understand the leadership framework that exists within the WFLDP. You may only have aspirations of being a follower; but as I have stated in other posts, I believe we are all leaders--even if a leader of one. In addition, there may come a time when you need to step into a leadership position to save your life and that of another.

For those in leadership positions, take care of those under your charge. Determine what motivates your team and build an environment that supports the values and principles that we hold so dearly--duty, respect, and integrity. Provide a satisfying experience and safe environment for the follower to practice the art of being a leader. Small wins can build confidence and motivate far beyond scare tactics that come with a "hot seat."