Challenge #25 - 2022 WFLDP Campaign

 

Challenge #25: Students of leadership understand how their biases may affect learning.

• Review “The Cognitive Bias Codex.” 
• Bookmark for future use.

Challenge #10: 2021 WFLDP Campaign

Challenge #10: Leaders are students of leadership.

• What is your favorite leadership book? 
• What’s the leadership book you got the most out of personally? 
• Are they the same or different books?

#2021WFLDPCampaign #readersareleaders #fireleadership

IGNITE: The Attitude of a Student

“Take the attitude of a student, never be too big to ask questions, never know too much to learn something new.” ♦ Og Mandino ♦

[Photo: Lassen IHC]

#fireleadership

You Have Been Training for This Moment

(Photo: Dan Malia)

As students of leadership, you have been preparing to lead through crisis since you took L-180, Human Factors. As you moved through the wildland fire leadership curriculum, you gained tools to respond to crisis situations—situations like a pandemic response.

Same Story, Different Chapter—The Hinckley Fire

The year is 1894. The month was September. The place was Hinckley, Minnesota. 

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)

Same Story, Different Chapter—The Great Boston Fire of 1872

(Boston Fire from Washington & Bromfield panoramic. John Adams Whipple - Boston Public Library)

"America's cities were burning down." - Bruce Twickler

The date was November 9, 1872. The place is Boston, Massachusetts. Fire Chief Damrell was a student of fire and had visited Chicago following the great fire. What could have gone wrong?

IGNITE: The Importance of Reflection

What happens to us does not become experience without reflection. 

 David Kolb œ

IGNITE: Being Better

When leaders get better, the lives they touch get better. - Dan Rockwell

[Photo: Kyle Miller/Wyoming IHC]

IGNITE: Determination!

If you are not willing to learn, no one can help you. If you are determined to learn, no one can stop you. - Zig Ziglar

[Photo credit: Kari Greer]

IGNITE: Remember Where We Came From

If we forget where we came from, we will often lose sight of where we're going. - Perry Noble

[Photo: Kyle Miller/Wyoming IHC]

IGNITE: Never Stop Learning!

You can finish school, but you should never finish your education. – Jim Rohn

IGNITE the Spark for Leadership. LIKE and SHARE throughout your networks. ‪#‎fireleadership‬ ‪#‎fireminis‬
http://www.fireleadership.gov/

Takeaways From L-580 – Leadership is Action, Gettysburg Staff Ride by BLM Fire Operations Group

On October 26, 2015, the BLM Fire Operations Group (FOG) attended a fall delivery of the L-580 Leadership is Action Gettysburg Staff Ride at the historic battlefield in Gettysburg, PA. The L-580 course’s target group includes senior-level leaders and decision makers and Incident Management Team members. The Gettysburg delivery of L-580 spends two days evaluating and examining the decisions, actions and leadership styles of key commanders of the 1863 battle which drastically influenced the outcome of the American Civil War.

About Staff Rides
Staff Rides have been utilized by the U.S. Military for decades as an instructional method to teach leadership skills. A true staff ride consists of three distinct phases: 1) a systematic Preliminary Study of a selected fire or other emergency operation, 2) an extensive Field Study to the actual site(s) associated with the incident, 3) an opportunity for Integration of the lessons derived from the study and visit.

The FOG L-580 Group discussing the Confederate Army position and vantage from Seminary Ridge. (Photo by Steve Shaw)

For the Gettysburg Staff Ride, the book Killer Angels by Michael Shaara and multiple academic articles were assigned as pre-work. In addition to describing the human elements of leadership at all levels in a large organization, this gripping novel demonstrates the impact leadership successes and failures can have on history (Note – the Killer Angels is in the NWCG Leadership Development Professional Reading Program Library). The thorough student preparation required prior to arriving at the battlefield helps participants to be familiar with the important events during the battle so more time can be dedicated to evaluating the decisions of the leaders involved and the human factors which influenced these decisions.

For the field study portion of the L-580 Gettysburg Staff Ride, students follow the events of the battle in chronological order, from initial troop engagement (Initial Attack), to emerging incident (Type 3 Incident) to a full scale battle of armies (Type 1 Incident). Being on the actual ground provides perspective on the influence of topography and the challenge of troop maneuver over a large geographic area (concepts that are very relevant to wildland firefighting and fire management).

FOG Takeaways from the L-580 Gettysburg Staff Ride

The following FOG takeaways from L-580 were derived from the integration dinner at the conclusion of the course:

• Listen to your competent subordinate commanders and empower them to make decisions, for they are closest to the point of friction. This concept was highly evident when examining the actions of Major General Buford, "Who with the first inspiration of a cavalry officer selected this battlefield", the high ground, to the Union Army's advantage throughout the battle...” (as inscribed on the Buford Monument at Gettysburg). Wildland fire leaders who provide clear leader’s intent and allow skilled firefighters to accomplish the end state empower independent decisions to be made when conditions change. This concept can easily be applied to our initial attack ICs, engine captains, hotshot superintendents, smokejumper squad leaders, helitack foreman, and fire operations supervisors.

Major General John Buford’s monument on McPherson Ridge. (Photo credit: Paul Hohn)

Major General John Buford’s monument on McPherson Ridge. (Photo credit: Paul Hohn)

• "General, I do this under protest." These words, uttered by Major General Hood to his superior, Lieutenant General Longstreet, demonstrates the difficult position many of our mid-level leaders face in wildland fire when a decision is unpopular, or perhaps unwise. There is a balance between supporting our leaders and our own ideals, as well as an appropriate way to voice dissent to a leader's decision. 
• Without the common soldier, executing the tactics of the battle strategy, there would be no victory for any commander. Doing your job, and doing it well, is important in any organization, especially in wildland fire. We cannot all be infamous "Generals". 
• The 51,000 casualties of the Battle of Gettysburg is a reminder of the importance every life holds. As leaders in wildland fire we have an awesome and daunting responsibility to care for the well-being of all those we lead. Our firefighters are irreplaceable; they are immensely important to their families and loved ones. All our decisions as leaders in wildland fire should be anchored in our responsibilities to provide for the well-being of those we lead. 
• During the Battle of Gettysburg, many of the core commanders did not agree and/or had conflicting ideas as to what should occur. Their belief in the mission and their commanders allowed them to work towards what they believed in; they did so while faced with the horrible consequence of losing human lives. Similarly, in wildland fire there are several challenges we face on a daily basis. It is important to realize that we don't always agree but some conflict and disagreement is healthy. As long as we work towards a common goal, work through our differing opinions, and believe in our mission, amazing things can be accomplished.

General Robert E. Lee Monument on Seminary Ridge at sunrise. (Photo by Paul Hohn)

• One of the common themes throughout the staff ride was trust. Whether it was General Robert E Lee’s lack of confidence and trust in his subordinates, or General George Meade's reliance on his commanders - his former peers - for his decision-making, trust was very influential during the battle. Trust should be an important building block in all of our programs. Lack trust of can be disastrous. As leaders in wildland fire, we have been entrusted with the lives and futures of many young men and women. It is important that a high level of trust and empowerment is built into our organizations from the bottom up. By doing this, we enable our programs to surge forward into the future with confidence and positive results. 
• During multiple instances in the Battle of Gettysburg subordinate leaders either did or did not act when opportunities presented themselves. These tactical reactions made huge impacts to the outcome of the battle. Similarly, in wildland fire we need to make the most of the "scraps of time" and recognize when the "windows of opportunity are open." Effective leaders work hard and seize opportunities when they present themselves. Our leaders need to be resilient enough to be able to capitalize on those windows of opportunity that present themselves during an incident and in fire management. Unlike our larger agencies, the fire community is extremely good at adapting quickly. 
• As leaders in wildland fire, it is important to build a trust climate with our operators in the field. As with battlefield commanders, wildland fire managers rely on our field operators to provide the information needed to make good strategic decisions. 
• It is humbling to consider the selfless sacrifice thousands of soldiers in the Battle of Gettysburg were willing to bear because of their sense of duty to a cause. Likewise in wildland fire, we should not take lightly the sacrifice our firefighters endure, nor their sense of duty. All leaders in wildland fire are responsible to ensure our firefighters’ sacrifices are commensurate with the values we strive to protect. 

L-580 participants walking to the start of Picket’s Charge at sunrise. (Photo by Paul Hohn)

The FOG is an institution in the BLM Fire organization which prides itself in being a highly functional, agile, and responsive team which shows initiative to provide solutions to issues impacting the members of the fire organization closest to the ground. Participation in this training served as an excellent team building experience for the FOG, improving rapport and fostering an esprit de corps among the FOG's members. The FOG will apply the lessons learned from L-580 as we continue to face challenging leadership decisions in wildland fire. Participating in this training as a group has strengthened the FOG, and we highly encourage other leadership groups in the fire community to consider attending.

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

Thanks to Paul Hohn, WY BLM Asst. State FMO, for this submission. All thoughts are those of the contributors.

Chris Merritt Earns BLM WY District Firefighting Award

Chris Merritt has been awarded the local Firefighter of the Year Award by BLM Wyoming's Wind River/Bighorn Basin District (WR/BBD). The award recognizes a firefighter who exemplifies the qualities of leadership, motivation, work ethic, physical fitness, and positive attitude.

"Being chosen for this award is a huge honor," said Chris. "I enjoy every day I come to work because it's always a new experience and I strive to learn more."

Chris Merritt, BLM Wyoming's Wind River/Bighorn Basin District Firefighter of the Year.

This was Chris's second season as a firefighter on the WR/BBD fuels crew. Prior to his work with the BLM, he served four years in the U.S. Army, which included a combat tour in Iraq.

"Chris stepped up into leadership roles within the fuels crew, as well as in hand crews responding to out-of-state fires," said Aaron Thompson, WR/BBD Interim Assistant Fire Management Officer. "He has a great work ethic and willingness to learn."

Chris is assigned to a fuels crew which focuses on removing hazardous fuels and enhancing habitat and forage for wildlife and livestock. These projects utilize various tools including prescribed burning and mechanical thinning with chainsaws and skid steers. Projects like these are increasingly important as federal, state, and local agencies and organizations work collaboratively to improve Greater Sage-Grouse habitat. They also benefit many other wildlife species that inhabit these ecosystems.

During the fire season, Chris also responds to wildland fires, both in Wyoming and across the nation. When not wielding a chainsaw or Pulaski, he is often training in wildfire suppression drills and physical fitness. 

Chris enjoying another day at the office.

Outside of the BLM, Chris's interests include hunting, fishing, and spending a lot of time with his son. He is also a volunteer firefighter with the Worland Volunteer Fire Department. 

The WR/BBD staff is pleased that Chris plans to return next season. For Chris, the decision was an easy one.

"I love this job and plan on doing it until I physically can't do it anymore," he said. 

Story by Sarah Beckwith, Public Affairs Specialist

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

Reprinted from BLM Daily, 

2016 Wildland Fire National Leadership Campaign - Never Stop Learning

The Wildland Fire Leadership Development Program (WFLDP) is proud to announce we launched the 2016 Wildland Fire National Leadership Campaign - Never Stop Learning from the 2015 Training and Education Symposium in Denver, CO. This year's theme is Never Stop Learning.  

For 2016, the campaign will focus on the importance of continually learning and growing. Participants from various disciplines will be challenged to share their continuous learning stories and success through the IGNITE the Spark for Leadership - From the Field Challenge. 

Visit the WFLDP website to download your copy of the 2016 Wildland Fire Leadership Challenge—Never Stop Learning Reference Guide. 

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

Mission: The mission of the Wildland Fire Leadership Development Program is “to promote cultural change in the workforce and to emphasize the vital importance of leadership concepts in the wildland fire service by providing educational and leadership development opportunities.” The campaign provides potential local or self-directed leadership development resources focused on a central theme with the intent of strengthening the wildland fire service and the community as a whole.

Theme: The theme for the 2016 campaign is Never Stop Learning. The Wildland Fire Leadership Development Program recognizes learning as a fundamental process in becoming and remaining leaders. Leaders are focused on continual improvement; they seek out and assimilate best practices that improve themselves and their organizations.

Task: Provide an opportunity for personnel at the local level—whether collectively or through self-development—to focus leadership development activities relating to the national challenge theme: Never Stop Learning.

Purpose: 

• To foster a cohesive effort to promote leadership development across disciplines.
• To provide a template that can be used to encourage leadership development at the local unit level.
• To provide a mechanism to collect innovative leadership development efforts and share across disciplines.

End State: Creation of a culture that willingly shares innovative leadership development efforts in order to maintain superior interdisciplinary leadership.

Dates of Challenge: Any time between January 1, 2016, and November 30, 2016.

Length of Challenge: Determined locally to meet the goals and the objectives of the local unit or team.

Audience: The target audience is all wildland fire personnel—line-going and support; however, we encourage other disciplines to IGNITE the Spark for Leadership and take the challenge.

Implementation: The campaign is flexible. Local units or teams may use or adapt any or all materials contained within this document or develop a program or activity spotlighting the campaign theme. Campaign coordinators are encouraged to think outside the confines of the template and develop a program that meets local and individual needs. Innovation should fuel your challenge delivery: workshops or tailgate sessions, to kick off staff meetings, as a team activity or self-directed, etc.

Measuring Success: 

• Local: Local unit leaders and managers will determine what “success” looks like and how participation will be recognized by those involved. 

Recognizing Local Unit Participation: 

• A sample certificate is available at the end of this document to acknowledge students of fire participating in the leadership challenge at the local level.

IGNITE the Spark for Leadership Challenge – From the Field for the Field

Throughout the nation, leaders are building teams and developing their people using tools they have found or developed themselves. Imagine if our leaders and their subordinates shared their experiences and successes with each other.  Consider the possibility of going to a website and having a ready-made palette of leadership development tools from which to choose—items from the field for the field.

The IGNITE the Spark for Leadership – From the Field for the Field Challenge is intended to be one of the mechanisms used to collect innovative leadership development efforts to be shared across disciplines.

The challenge is an optional component of the Wildland Fire National Leadership Campaign and is NOT limited to entities with a tie to the wildland fire service. Items to submit:

• Contact information:
• Name of participating unit/team
• Point of contact (POC) name
• POC contact information (telephone, physical address, and e-mail)
• Number of individuals participating
• Brief description of campaign activities
• Supplementary materials, including, but not limited to, photos, videos, and information used in the campaign.
• Promote your leadership campaign through social media networks such as blogs, Facebook, and Twitter.  Contact the NWCG Leadership Subcommittee Campaign and Social Media Coordinator for inclusion on the Wildland Fire Leadership Development Program social media platforms.

Send your campaign documentation to:

• Mail:

NWCG Leadership Subcommittee Campaign and Social Media Coordinator

Attention: Pam McDonald

3833 South Development Avenue

Boise, ID 83705

• Electronically:   BLM_FA_Leadership_Feedback@blm.gov

Questions:

• Telephone: 208-387-5318

IGNITE: Continuous Learning

Leadership is not an expertise. Leadership is a constant education. – Simon Sinek

IGNITE the Spark for Leadership. LIKE and SHARE throughout your networks. ‪#‎fireleadership‬ ‪#‎fireminis‬

http://www.fireleadership.gov/

35 Staff Graduate BLM Leadership Academy

One year ago, 35 BLM employees began a professional and personal development journey as part of the BLM's premier leadership development program. Leadership Academy is one of several employee development training programs offered by the BLM National Training Center (NTC) in Phoenix for employees desiring to advance their leadership skills.

The curriculum is organized around the Office of Personnel Management's (OPM's) Executive Core Qualifications. These five qualifications – leading change, leading people, results driven, business acumen, and building coalitions – provide the framework for the OPM's 28 leadership competencies, which the BLM has endorsed.

The graduates of the 2015 BLM Leadership Academy.

As recent graduate Richard Fields, Assistant Field Manager at the Oklahoma Field Office, stated, "BLM's Leadership Academy does not create leaders. They are drawn to the program. What it does, and does well, is give leaders the tools and training to be successful leaders for the BLM."

The participant's journey began at the NTC where participants spent a week assessing their leadership capabilities, learning how to apply leadership theories in practice, and developing strategies to help them become more effective leaders. From there, participants spent the next 10 months completing course assignments such as working on important team projects to benefit the BLM, presenting results of team projects to the Field Committee and Executive Leadership Team, completing a minimum 60-day detail, and shadowing and interviewing admired leaders.

Leadership Academy students in session.

According to Richard White, Assistant Field Manager at the Vale District Office in Oregon, "Leadership Academy reinforced the importance of relationships and taking full advantage of every opportunity the BLM provides. The Academy expanded my network of colleagues who I can reach out to and created lifelong friendships."

Jeff Brune, Manager of BLM's Campbell Creek Science Center in Anchorage, Alaska, remarked, "My D.C. details with Public Affairs and the Division of Education, Interpretation, and Partnerships were fantastic! My projects were demanding, but we developed systems and products that I feel will bring value to the people of this great agency and the public we serve. I have a renewed sense of purpose for the BLM and for public service."

Leadership Academy students in session.

Finally, after committing hundreds of hours and mountains of energy to complete the coursework and detail requirements, their journey ended in Washington DC with Political and Organizational Realities training. The training was capped off with inspiring speeches by DOI Assistant Secretary for Lands and Minerals Janice Schneider and BLM Deputy Director Steve Ellis, followed by the crescendo moment the participants eagerly anticipated – GRADUATION! Linda Lance, BLM's Acting Deputy Director of Planning and Resources, proudly confirmed their achievements with words of congratulations and handed out graduation certificates to each of the 35 Leadership Academy graduates.

When asked if all the effort and hard work was worth it, Leadership Academy graduate Michelle Ryerson, Field Manager at the Owyhee Field Office in Idaho, exclaimed, "Yes! It surpassed my expectations. I highly encourage future leaders of the BLM to participate!"

To learn more about the BLM's Leadership Academy, contact the National Training Center Leadership Academy Coordinator at 602-906-5628. Or, ask a recent Leadership Academy Graduate!

Congratulations to the members of the 2015 Leadership Academy Graduating Class:

Tauqeer Aslam	Amanda Dodson	Edward Kender	Gregory Miller	Charles Russell
Matthew Azhocar	Al Elser	Lori Kimball	Stephanie Miller	Michelle Ryerson
Jeff Brune	Paris Everson	Jeff Kitchens	Leanne Phillips	Robyn Shoop
Elizabeth Burghard	Richard Fields	Todd Kuck	Jill Ralston	Anna Sisson
Marjorie Chiles	Melissa Garcia	Eric Lepisto	Beth Ransel	Megan Stouffer
Byron Clayton	Lenore Heppler	Shane McDonald	Aaron Rasmussen	Richard White
Dana Dennison	Rebecca Hunt	Stacie McIntosh	Kimberly Rose	Kevin Wright

 Story by Patti Klein, Acting Leadership Development Training Coordinator
****************************************
Reprinted from The BLM Daily from 10/20/15.