IGNITE - The Language of Leadership

The art of communication is the language of leadership. – James Humes, former presidential speechwriter

[Photo: Austin Catlin/BLM]

Integrity - Summary

 

Integrity is how we value ourselves. We cannot be in charge of others unless we are in charge of ourselves. People of integrity separate what is right from what is wrong and act according to what they know is right, even at personal cost. 

• Know yourself and seek improvement.
• Seek responsibility and accept responsibility for your actions.
• Set the example.

[Click here to download a copy of Leading in the Wildland Fire Service.]

Leaders Are Readers and Writers

 

Today's blog is inspired by Jacqueline Woodson's TedTalk "What Reading Slowly Taught Me About Writing." Jacqueline talks about how the speed reading craze impacted her ability to write. Like Jacqueline, I was a child of the '70s and remember how much this effort affected reading in my family.

IGNITING: The Right Word

The difference between the right word and the almost right word is the difference between lightning and the lightning bug. - Mark Twain

[Photo: Garrett Loper]

Moral Courage - Stories from the Fireline

 

The horrifying tangle of bodies and fire shelters on the side of Storm King Mountain after the afternoon blowup spoke of chaos and desperation—an attempted escape gone terribly wrong.

Challenge #38 - 2021 WFLDP Campaign

Challenge #38: Good leaders intentionally work on being good communicators.

• In your journal, construct a plan to develop your oral communication skills.
• Volunteer to conduct a briefing/debriefing. Consider being filmed.
• Ask for constructive feedback from a coach and your peers.
• Join a professional public speaking group, such as Toastmasters.

• Practice, practice, practice!

IGNITE: Bad Once

 

All the great speakers were bad speakers first. - Ralph Waldo Emerson

[Photo: Bureau of Land Management]

Moral Courage

Wildland fire leaders demonstrate moral courage by adhering to high ethical standards and choosing the difficult right over the easy wrong. We avoid ethical dilemmas by directing team members to operate in ways that are consistent with our professional standards and by directing them only to actions they can achieve ethically.

Speak Up

 

Would you rather die than speak to others? The Seinfeld comedy routine isn't that far off for many wildland firefighters. Many people avoid leadership positions because they don't want to speak in front of others or put their thoughts into the written word. Every level of leadership requires the development of communication skills, including the follower.

IGNITE: Talking About Life

Speakers who talk about what life has taught them never fail to keep the attention of their listeners. - Dale Carnegie

[Photo: Golden Eagles IHC]

Character

 

Character is based on values. It is the combination of actions and words that others appraise to determine if we can be trusted to do the right thing. Character is the most valuable asset we have as leaders because it, more than anything else, promotes or hinders the development of trust.

Challenge #37 - 2021 WFLDP Campaign

Challenge #37: Effective leaders are active listeners.

• Develop a plan to enhance your team’s active listening skills.
• Review "Active Listening Exercises: 10 Team Activities to Improve Active Listening" by The 10-Minute Leader.

IGNITE: Listening As An Art

 

Listening is an art that requires attention over talent, spirit over ego, others over self.

 Dean Jackson, poet

[Photo: Lassen IHC]

Setting the Example

Fire leaders set the example by exhibiting strong character, by showing optimism and encouraging others, even when facing setbacks.

[Click here to download a copy of Leading in the Wildland Fire Service.]

Tools for Communication

 

As we sharpen our communication skills for the next few weeks, we wanted to flashback to a couple WFSTAR videos. Take time to review and discuss them with your team.

One Year Later - A Story of Resilience

Almeda fire 2020, Josh and Josie Woodbridge

O N E    Y E A R    L A T E R 🔥
by Josie Woodbridge

[Our most powerful stories come from the field. With permission we share Josie Woodbridge's story. Josie and Josh, a former Asheville hotshot now working for Rogue River-Siskiyou National Forest, lost their home in Talent, OR, to the Almeda fire.]

IGNITE: More Than Hearing

Listening isn't simply hearing the words. Listening is hearing the meaning behind the words. - Simon Sinek

[Photo: TJ O'Neill/Prescott IHC]

Staff Rides We Need Your Help Please (Maybe you need ours...)

 

Blue Ribbon Staff Ride, Florida Forest Service

Have you heard of a local staff ride? Been to one? In my experience, it seems the term staff ride is tied to places or events we have all heard of. Fact is many staff rides have been built for local events many of us may not be familiar with. I say event, because again, they all differ and can be about almost anything.

During this year’s campaign we sharpened the staff ride portion of the toolbox. Staff rides came up during the week of remembrance, and yet again as we discussed experiential learning. Basically, staff rides are intertwined and ingrained in our culture, and for good reason. Therefore, we come to you with a request and an offer—a from-the-field-for-the-field staff ride development collaboration.  

Reflecting on 9/11

 

(Photo credit: Depot Section Supervisor Robbie Swofford, Remote Sensing/Fire Weather Support)

As we reflect upon this day 20 years ago, we share past blogs.

IMT Lessons Learned and Shared from 9/11

Incident Management Teams at the World Trade Center
(Scratchline, Issue 1, Summer 2002)

This incident was unlike any previous Incident Management Team (IMT) assignment. The sheer scope of the incident, its cause, the number of human lives impacted, destruction, financial impact incurred, limited geographic area (1/4 square mile), multiple agency involvement, and international significance are unprecedented in IMT history.

Van Bateman's Southwest Area Type 1 IMT was mobilized to assist the Federal Emergency Management Agency (FEMA) within hours of the terrorist attack. This team worked at the FEMA Incident Command Post (ICP) in Lower Manhattan and at the New York City Fire Department ICP for approximately one month. Joe Stutler's Pacific Northwest Area Type 1 IMT, Mike Lohrey's
Pacific Northwest Area Type 1 IMT, and Joe Stam’s Alaska Area Type 1 IMT were dispatched to support responding agencies and their personnel working at Ground Zero.

Captured below are some of the IMTs’ lessons learned during this catastrophic event:

Planning
Each Section Chief and Unit Leader needs to pay extremely close attention to their personnel for signs of stress. A means of debriefing needs to be set up, both at the incident site and at the home unit, for those adversely affected. Some of these needs were identified late and personnel were already demobilized and back at their  home unit before arrangements were made for critical
incident stress management services.

Logistics
IMT's should be aware that picture identifications are a necessity. Security was very tight and security protocols constantly changing. Access into many areas was denied without proper I.D.

IMT's should expect to spend extra time to ensure compliance with existing national standards when using shower or catering units that are not on the National Contract.

In large urban areas, there can be over 100 VHF and UHF radio systems in use. Dozens of systems were brought in and used on an emergency basis. A comprehensive communication plan was lacking. A meeting to facilitate the coordination of all emergency services communication staffs needs to be scheduled early on to develop a communication plan and to reduce duplication of resources.

Operations
IMT's need additional training in FEMA operational structure including its mission, organization, and ordering procedures. This should be incorporated into team meeting agendas as well as in formal
training.

Type 1 crews were ordered to assist in the warehouse operation and with camp duties. This should be standard procedure for this type incident. Traditional camp crews are not viable due to the location, political environment, and work required.

Finance
Finance Section Chiefs must receive clear directions on specific procedures required by FEMA. They should immediately coordinate actions with FEMA comptrollers and procurement officials. The U.S. Forest Service National Incident Business Advisor should be contacted for assistance.

Information
The process to obtain permission for in person interviews was lengthy and often required more time than the media representatives could afford. Several interview requests were cancelled because interview deadlines could not be met. Phone interviews replaced live interviews when live ones could not be conducted in a timely manner. Expect that rigid protocol and multi-layered permission  processes will prevent full and effective utilization of normal IMT information resources.

Safety
Not all people are suited for a disaster assignment. Because of the emotional impact of the situation, IMT's and Geographical Area Coordination Center's (GACC) should expect a certain percentage of personnel to request incident reassignment or demobilization almost  immediately after arrival. This should not necessarily be seen as a performance problem. The reality of the situation has a greater
impact on some than they might have anticipated.

Summary
Patience is a must. What might be considered small tasks or slow movements by many IMT members can be huge strides for other agencies in time of crisis – especially when they have a long tradition of self-reliance and have been directly affected by a loss of personnel, equipment, and facilities.

**********************
Scratchline, Issue 1, Summer 2002 

*********************************************************************************************

FDNY's Commitment to Everyone Goes Home

Thanks to our partners at Fire Department of New York (FDNY) and theNational Fallen Firefighters Foundation (NFFF) for the latest video: Still Working...So Everyone Goes Home. There is a lot we can learn from the  efforts FDYN has made since 9/11. Watch the video to see how your unit might benchmark their efforts.


Things to Ponder:

• Do you have dedicated programs for health and wellness, training, and safety?
• What are you doing to innovate and improve fireground operations with technological advancements?
• What training initiatiaves have you implemented to ensure that "Everyone Goes Home"?
• Have you established a health and wellness program?
• Are you constanstly trying to improve?
• Do you view training as a managerial or personal concern?

Leadership side notes: Deputy Assistant Chief Robert Maynes is a member of the L-580 Steering Committee. We appreciate Bob's continued support of leadership development. and care for his people.

(FDNY at the Gettysburg Staff Ride. Photo  credit: OMNA International LLC)

(A special thanks to Leadership Subcommittee member Brian Fennessy for the lead on this story!)

Accountability

Leaders are responsible for the decisions they make and for the actions they take. This responsibility also means that fire leaders are accountable for their teams—for the decisions they make and the actions they take based on the leader’s intent provided to them.

Challenge #36 - 2021 WFLDP Campaign

 

Challenge #36: Good leaders hone their critical thinking skills.

• Read Albert Rutherford’s book "How to Think Critically."
•  Watch “The Man Who Saved the World.”
•  Discuss with your team how critical thinking and courage can bring to chaos.

IGNITE: The Two Types of Decisions

There are two types of decisions: good decisions and lessons learned. - Simon Sinek -

[Photo: Anonymous]

Fitness for Command

Our position as leaders requires us to take people into unpredictable situations where mediocre leaders can be quickly overwhelmed in a crisis and make dangerous errors in judgment.

Challenge #40 - 2021 WFLDP Campaign

Challenge #40: Leaders employ their people in accordance with each person’s capabilities; they also help their people build new skills. 

• Visit the “Skills You Need” website for coaching tools. 
• Devote a few pages in your leadership journal to “Coaching Tools.” 
• Transfer tips on coaching to these pages.

Making Sound and Timely Decisions

Making Sound and Timely Decisions 

(Leading in the Wildland Fire Service, pp. 30-32)

To make sound and timely decisions, fire leaders assess the situation, seek out relevant information, weigh options, make judgments, and initiate action as required to create a positive outcome within inevitable time constraints.

The cornerstone of good decision making is good situation awareness. Leaders can increase their decision space by attaining and maintaining good situation awareness. Decision space is simply the amount of time that a decision maker has for considering options before reaching a required decision point.

Leaders can optimize their decision space by using time efficiently. Seeking advance information in new situations or utilizing standard operating procedures for routine tasks are examples of techniques that make good use of available time.

In the wildland fire environment, decisions have serious consequences and often can have life-or-death implications for others. With so much on the line, we have a responsibility to understand the decision-making process—the components, the flow, the effect of time—and to develop the skills and confidence that enables us to make the best decision possible with the information and time available.

Decision-Making Skills for Fire Managers from David Garvin

Prescribed fire and fire use managers had the privilege of hearing from decision-making expert David Garvin, Harvard Business School professor and author of Learning in Action (recommended read in our Professional Reading Program). Share this video with your fire team today!



______________________________

Thanks to the Wildland Fire Lessons Learned Center for sharing this presentation with all of us.

This blog originally posted December 7, 2012.

IGNITE: Good and Bad Decisions

 

Determining whether a decision is good or bad means examining the quality of the beliefs informing the decision, the available options, and how the future might turn out given any choice you make.

♦ Annie Duke ♦

[Photo: Kootenai National Forest/USFS]

Seeking and Accepting Responsibility for Our Actions

Fire leaders seek responsibility and accept responsibility for their actions. We also accept full responsibility for poor team performance, credit subordinates for good performance, and keep superiors informed.

[Click here to download a copy of Leading in the Wildland Fire Service.]

Challenge #35: 2021 WFLDP Campaign

Challenge #35: Effective leaders create an atmosphere that fosters resilient teams.

• Assess how committed your organization is to resilience by taking Dr. Karl Weick and Dr. Kathleen Sutcliffe’s survey → https://www.mro.net/MRODocuments/MRO%20HERO%20Survey.pdf
• Read Managing the Unexpected: Assuring High Performance in an Age of Complexity by Dr. Karl Weick and Dr. Kathleen Sutcliffe.

IGNITE: The Ultimate Team Result - Resilience

 

(Photo Credit Josh Neighbors/South Dakota Wildland Fire)

The ultimate team result is resilience: teams that can bounce back when problems or errors threaten cohesion and synergy. - Leading in the Wildland Fire Service, p. 55

Increasing What is Known

Fire leaders seek and accept feedback to maintain accurate situation awareness about ourselves. We are willing to examine and probe blind spots, seeking feedback from others. Because blind spots can lead to problems, leaders accept and act on feedback as part of the responsibility to mitigate error.