Chief Reilly took some fabulous notes, here they are:
Set your standards, your own code, and then live by them. Do not allow others to define what good or bad is.
Management always has the right to manage poorly
Normally bad assignments done last forever. Don’t do something that will stay with you for your entire career. One of the worst things to be labeled is a malcontent.
Surround yourself with good people, positive energy comes for this.
Stay in your lane. If you are a firefighter in a bad situation, then just concentrate on being the best firefighter you can. If you are a chauffeur or a company officer same thing.
Your ability with two, five, seven years of experience probably is going to be very limited to influence the mind of a 30 year veteran.
How many of the stupid things that management/leadership impact you?
“Oh that’s a stupid rule I would never do that” Well good then you don’t need to worry about it. I can guarantee you that even if you wouldn’t do that, someone else did and that is the reason why they came out with the rule!!!
Don’t worry about making them look bad, let them make you look good.
Remember it is still the best job in the world. If they are putting you in the position where you don’t feel that any more you might want to think about moving on.
This podcast addresses only three components of setting expectations for your members. It is really one of the most important things you need to do as a newly promoted officer, or if you are trying to gain control of a division, shift or crew.
If they don’t know what’s expected, it’s impossible for you expect it from them.
In the last few weeks I posted about being aggressive. In that post I mentioned that we, our department, will search without a hose line. This seemed to raise some eyebrows and concern about what I said.
This podcast addresses what I mean by that and some ways to search without the hose line in your hands.
We train and operate in a manner that allows our crews to search unattached to a hose line. For good reason too because we have trained and drilled and found that we are delaying one tactic or the other when we search strictly off of the hose line while making the attack.
We allow the fire to grow unchecked and we delay the search for victims when we are trying to do both at the same time.
It’s critical that you train and operate within your resources and SOG’s.
This class is one I’ve been asked about since rolling out the Company Officer Development Program we’ve been doing for almost two years with great success. The Battalion Chief version is the same format but it is six weeks instead of five and it focuses on issues OFF of the fire ground. Check it out, seating will be limited due to the amount of assignments involved.
Syllabus link Click HERE
Starts July 25, 2016, Six Weeks, $225 per student.
This episode discusses the harm and challenges associated with speaking out of turn and partaking in the gossip that can be so ever prevalent. Take the high road, don’t participate and get all of the facts before speaking about something or someone. It can be harmful to the person being talked about and to your credibility and reputation.
Be a leader and stop gossip when you can and don’t participate.
Bailout is a last option for us when things go bad. We can do all of the right things and still find ourselves in trouble. It doesn’t and won’t happen often when we train and operate in standard manners, but we have to be prepared.
This podcast discusses some basic concepts that we at Engine House Training, LLC teach and believe in regarding firefighter bailout. I have a also attached the .pdf for the build out of the low prop we use for instructing and mastering our bailout skills. You don’t need a tall building.
This episode discusses our intentions and how, as leaders and fire officers, we need to put the group ahead of ourselves. Servant leadership is real and it makes a difference in your relationships and effectiveness as a leader.
I have four basic priorities for myself and my members when on duty and in this order:
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This podcast discusses how difficult it can be work and exist in an environment of people that aren’t like-minded. Many of us want to include others in our enthusiasm and pride for our job, and it is not easy to do that.
We have to be realistic in how we gather support and conversion, if you will, of others that not only are like-minded; those are the easy converts. But, rather the conversion of those that are on the fence or non-committal either way.
If we work real hard, are patient and understand the dynamics involved, we can bring along those that were adversarial.
Pick them off one at a time like a sniper. Don’t try to move the whole group or change the entire organization at once. One at a time works, but still takes time, but it works.