These qualities connote gravitas, that weightiness or heft that marks you as worth following into the fire. - Sylvia Ann Hewlett, Executive Presence
Train people well enough so they can leave. Treat them well enough so they don't want to. ♦ Richard Branson ♦[Photo: Kyle Miller/Wyoming IHC]
The less explicitly leaders rely on power to accomplish tasks, the greater greater their power actually is. - Leading in the Wildland Fire Service, p. 38[Photo: Feather River Hotshots]
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On September 1, 1894, two forest fires converged on the town of Hinckley, Minnesota, trapping more than two thousand people. The fire created its own weather, including hurricane-strength winds, bubbles of plasma-like glowing gas, and 200-foot-tall flames. As termperatures reached 1,600 degrees Fahrenheit, the firestorm knocked down buildings and carried flaming debris high into the sky. Two trains—one with every single car on fire—became the only means of escape. In all, more than four hundred people would die, leading to a revolution in forestry management and the birth of federal agencies that monitor and fight wildfires. (Under a Flaming Sky - The Great Hinckley Firestorm of 1894)
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| (Boston Fire from Washington & Bromfield panoramic. John Adams Whipple - Boston Public Library) |
“Great leaders are optimists. This is not the same as being positive. Positive is finding the light in the now; optimists see the light always." ♦ Simon Sinek ♦[Photo: Kari Greer/USFS]
