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| (By Kurmis - Own work, CC BY 3.0, Wikipedia) |
![“The legacy of heroes is the memory of a great name and the inheritance of a great example.” ~ Benjamin Disraeli ~ HAPPY MEMORIAL DAY and shoutout to all those supporting operations this holiday. [Photo: Pioneer Peak IHC] (fire vehicle heading into the sunset; flag in the back)](https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjNmLyUDdnaNmBJoQy-pqDyUptMbatbYeFiEPLpkbyKfNgYDt0lkPMON5HxCWTX8NY_0wPWDYGu7Vd8ufH_ihsTzAOI4Q8V1lUwM4HtZhyZhyphenhyphenrXSsfhBlwaCHUrzZh9IDoll9zjdd6DOXk/s1600/the_legacy_of_heroes_is_the_memory_of_a_great_name_and_the_inheritance_of_a_great_example-Disraeli.png) |
| [Photo: Pioneer Peak IHC] |
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| Photo credit: Center for Public Trust |
A
community is a group of people who agree to grow together. – Simon Sinek
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| ("Character matters; leadership descends from character" by Aaron Gustafson is licensed under CC BY-SA 2.0.) |
Every person in the fire service knows at least one boss, subordinate, or colleague who believes certifications (chasing papers) is what makes a good firefighter and others who claim experienced (time on the job) is what matters to be a good firefighter. Interactions between these two individuals often leads to generational differences and arguing around the table about who is most qualified to do the job. Each may lack the ability to embrace change or lack respect for the other. These differences ultimately affect the whole team.
Both
individuals have merit and relate to one’s credentials (either by certifications
or years of service. Maybe what we should be discussing is the difference
between credentials and character, but we are too afraid to have those hard one-on-one
conversations to address the issues between us, especially when it comes to one’s
character.
As a
community, we are quick to condemn motivated individuals when their goals or
perceived path is different from our own. So how do we go about having these
difficult conversations? Addressing matters of character can ruin relationships
and hurt organizations. I do not propose the burning of cities, relationships,
or individuals at the stake. These encounters may be red flags (or giant neon signs)
guiding us to a conversation to clarify a misunderstanding, gain insight into a
person, or inform someone that we do not completely understand their character.
Is there a win-win where we can grow and walk away with an understanding of the
situation?
Ponder
what John Maxwell says about credentials versus character. He explains in a simple
yet extremely powerful way why character is important to leadership success. He
shows the importance of character in servant leadership.
In
ancient times, brick makers, engravers, and other artisans used a symbol to
mark the things they created to show that they were the makers. The symbol that
each one used was his “character.” The value of the work was in proportion to
the skill with which the object was made. And only if the quality of the work
was high was the character esteemed. In other words, the quality of the person
and his work gave value to his credentials. If the work was good, so was the
character. If it was bad, then the character was viewed as poor. The same is
true for us today. Character comes from who we are. But some people would like
to be judged not by who they are but by the titles they have earned or the
position they hold, regardless of the nature of their character. Their desire
is to influence others by the weight of their credentials rather than the
strength of their character. But credentials can never accomplish what
character can. Look at some differences between the two:
CREDENTIALS CHARACTER
are
transient is
permanent
turn
focus to rights keeps
the focus on responsibilities
add
value to only one person add
value to many people
look to
past accomplishments build
a legacy for the future
often
evoke jealousy in others generates
respect and integrity
can
only get you in the door keeps
you there
(Source:
How to Influence People: Make a Difference in the World by John C. Maxwell pp.38-39,
pdf version)
A
Personal Example
I started with
fire service later in life with almost a decade of professional basketball
experience. The skill set and the leadership skills I brought from my previous
career were rejected by my new team. I felt disrespected, treated unfairly for
what I had accomplished, and undervalued. Eager to learn and be more than a
“right wheel chalk back seater” and gain some respect, I began taking classes
early. I became known as a “cert chaser” with no experience or no
understanding. I neither earned nor was given the respect I desired. In fact,
my path led to a couple of (well more than a couple) poor outcomes, arguments, and
broken relationships. Fortunately, I had a few things going for me. I had
experience in leadership, including courses in for better communicator. These
and the ability to admit mistakes and apologize following a confrontation were
my saving grace.
As things
became clearer to me, I learned that knowledge complements experience, but you must
have both to truly understand something. I have earned back lost respect from
those older than myself and moved past the criticism (with a lot of lumps in
the process).
Character Matters
Character
is the one thing that makes and or breaks our leadership. When a leader is great,
followers immediately respond with trust and offer understanding or take
responsibility for failed plans. When a leader is bad, followers fail to trust
and talk of mutiny. Leaders have marks of
character just like the mason, an engraver or artist. Servant leaders have critical conversations about character. Through these hard, but
rewarding, conversations, we gain understanding or insight into how we can build each other up and correct our shortcomings. Servant leaders help others display quality marks of character.
Ponder this
idea of how we could better build each other up instead of grabbing our
pitchforks and torches to tear down our people or burn our cities (our
organizations) to the ground.
Mark Stanford (retired) was the Chief, Fire Operations for the Texas Forest Service as well as State representative on the NWCG Leadership Committee.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.
“Command presence builds the quality that allows you to move beyond survive—to thrive, even gain strength, from hardship and power from adversity.” ♦ Mike Alexander, 37-yr police officer veteran ♦[Photo: Mesa IHC]
Over the last two years, we have talked a lot about leading and learning in the wildland fire service. Having been immersed in the two for my professional career, I continue to question how we learn lessons and develop our character.
True wisdom is knowing what you don't know but need to know. - The Daily Coach blog
[Photo: Kari Greer]
Challenge #18: Leaders know their core (those they will not change for anything), personal (those they live by but may change), those of your team, and those of your organization.
