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Worthy Leadership Links -- GOVLeaders.org - Promoting Better Leadership and Management in the Public Service
This network is part of a dual company. Maxmedia3.com is the parent of PSEN and has been in the business of developing media for public as well as private industry for some time. Check some of our work at EVERYONEGOESHOME.COM Maxmedia3.com has developed media for the National Fallen Firefighters Foundation and can be seen on their national web site. Safety Through Leadership Part 1 & Part 2
This Month's Lesson: Changing the Nation's Fire Service - Part 1 Changing the Nation's Fire Service - Part 2
This paper written by Peter A. Facione on the subject of critical thinking. If you are interested in understanding critical thinking and the core values that should be learned then this learning aid is for you. Make it required reading for every officer in your organization.
Most interactions that take place between one another generally appear and sound intelligent, or so it seems. Many young men and women entering the fire service work very hard. Many becoming EMT's and / or Paramedics. Many with a college education. But what happens when they get to the fire house. Do they suddenly become unintelligent? No, they become mentally inactive. I am not talking about study habits for promotional examinations. I am talking about those bits and bytes of information that constitute brain power. This can enhance the recall of information, ideas, or strategic thinking that helps make time sensitive and appropriate fire ground decisions. You may not know when you will need to recall information but you certainly will need to. If you never add to your brains power you will never have anything of value to immediately draw from in order to make time and pressure sensitive decision while working at emergencies
Here is some suggested summertime reading:
Eighteen Lessons of Leadership
Powell's 18 leadership principles along with an explanation of how they apply to business, were the subject of an article in the December 1996 issue of Management Review by Oren Harari, a professor of management at the McLaren Graduate School of Business, University of San Francisco. Harari then expanded the primer into the current best seller, The Leadership Secrets of Colin Powell, published by McGraw-Hill, 2002. http://www.harari.com Watch his presentation by CLICKING HERE FYI - PSEN did not modify the presentation, its content, graphics or narration. It is what it is. Wildland Fire Leadership Training on Duty, Respect & Integrity
There are times that the simple ideals can shape a persons destiny. This short presentation belongs to Wildland Firefighting Leadership development. They make it clear that a value system that revolves around DUTY, RESPECT & INTEGRITY is a good place to start. Watch this presentation by CLICKING HERE
I'm in Command! ... A rise in coercive leadership techniques
Michael Abrashoff Leadership Style
This short presentation is a personal one. Are we becoming conditioned to think that individuals are only as good the their last promotional evaluation, or promotional examination? True leadership revolves around individuals that strive to move beyond the basic requirements needed to earn a leadership position. Watch this Presentation (click here
Whenever change is initiated within our organization and/or our lives certain variable will take place. When a cognitive understanding occurs within your management skill set you can recognize that the phases of change can be identified and put to work to incorporate change more effectively. You can believe that members will do what they are told and learn to accept change or you can help move them through the cycle of change and create allies in the change process.
The Army: At War and Transforming
This is the second short video clip we wanted you to preview. If the military recognizes the need to adapt to changing environments the fire service can to.
For a number of years we have heard and seen gentle resistance to change by people who firmly believe that our service parallels that of the military soldier. Some believe that history reflects US Military success from tried and true strategies and tactics. Watch this clip and learn that the core mission for today's military soldiers and leaders is one of rapid adaptability. It is our turn. We must "Adapt or Die". When you watch this clip it is not difficult to draw parallels to our jobs. Please do that and rethink your strategy and tactics for operational training success. Adapt or Die - The Imperative for creating a cultural of innovation in the army
I spend significant time each month searching for internet material that is worth adding to my "favorite places" . This past month I found a few worth mentioning. I chose to feature some "quotes" and create this short presentation because as I read through them I took the time to stop and think about what they meant to me. Statements like these apply to everything we do and or hope to achieve in life. I chose twelve quotes for your preview.
IAFC Model Policies & Procedures for Emergency Vehicle Safety
Thanks to the entire IAFC organization .. Visit their site today
Managing Stress In Crisis Response Work
Watch this presentation - SAMHSA - Click Here Other Programs For Disaster Planning & Response
How often do you step outside your box?
Watch the presentation right here ..
If everyone working a fire scene understood what is contained in this four page document we would be a much more cohesive team. I say that because as Crew Resource Management begins to make its way into our organization, we would understand Risk Assessment and Rules of Engagement for Structural Firefighting.
We all have an obligation to recognize and create a workplace that is comfortable to be part of. This has much to do with the personality of the people we work with. If people are stressed it shows in many ways. Absenteeism, combative personality, insincerity or lack emotion. Family pressures, financial pressures, health concerns and world events all make day-to-day living stressful. Now add the medical calls, the fatalities, the drug and alcohol abuse we see while we work. It adds up to STRESS. This NIOSH learning series will help you recognize stress and help modify your personal and organizational path so that we improve our personal health the the health of the organization. A workforce Under STRESS
21 Dimensions of Leadership Step - 1 / Unit 1 through 3
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Without
vision we can not change .. without change we can not grow
.. Commitment ... Perseverance ... Flexibility ... Adaptability |
I have become a strong advocate for a simple incident analysis model that it bears being restated in a short audio and visual presentation. For every tour we work together there are plenty of reason to explore the communication process. We can only become more effective as a team member if we understand our strengths and weaknesses. This model is the perfect opportunity to bridge the gap between argumentative clashes and finger pointing between group members when things need to be modified and improved upon. Whether a chief officer, company officer or firefighter if we all understand that behind every action there is a BELIEF and with that belief will be some form of MISCONCEPTION which results in a favorable or disastrous CONSEQUENE. It would be very productive to try this communication model on your group. No one sets out to make a mistake, or sets out to hurt or even kill someone. It always begins with a belief. If we approach post incident analysis using this we will garner more support simply because this model is understood to everyone. Please watch this presentation and complete our short online survey at its conclusion. 
Colin Powell was born in Harlem to immigrant parents. He rose through the ranks of the U.S. military to become chairman of the Joint Chiefs of Staff, a steel-willed Desert Storm hero, and on to become Secretary of State.
Many potentially successful organizations falter when it comes to earning the respect and loyalty of its members. This occurs because of an inability to recognize value in their team. It seems that more young leaders today are choosing to develop and deploy coercive power leadership styles. They can be heard saying "I'm in command here". Command has its place and the structure of command is mission critical during emergency operations. However the results of coercive leadership are clear. Coercive leaders alienate, demoralize and break systems. In a customer service business a team exposed to coercive power leadership often reflect their anguish to its customers. While management continues to jockey for position our crew and our audiences simply walk away. Please review these short clips and think long and hard about what makes a loyal and dedicated team.
Changing The Army is first about changing the way soldiers think in order to improve mission critical practical applications in the field as well as improve common sense battlefield initiatives.
This document provides guidance for developing the basic policies and procedures required to support the safe and effective operation of all fire and emergency vehicles; this includes fire apparatus, rescue vehicles, ambulances, command and support units, privately owned vehicles (POVs), and any other vehicles operated by fire department members in the performance of their duties.
What do you think when you hear Critical Incident Stress or Post Traumatic Stress Disorder? The most obvious is a firefighter that worked incidents like 911, Pentagon, Katrina, Oklahoma to name the more obvious. There are tremendous organizations and professional people available to help us cope with the effects of serious stress. However is it possible that the effects of subtle and consistent stress placed on firefighters can be equally as harmful. If your working environment places you in the path of others who control how your 24 hour shift will feel and they live with the effects of serious stress it may filter into your life. You may be able to help yourself and others if you understand what the signs are for Stress and Managing Stress In Crisis Response Work.
This is a simple presentation that looks at the cliche' "stepping outside of the box". Many critical decision makers find it uncomfortable when they are forced outside of their comfort zone, outside of their box. Sometimes we must learn to visualize situations for different angles, different perspectives and make decisions that seem different even when the emergency appears so routine. This is when the collective information gathered from the team allows for the change to make better choices than believing it is only up to you. There are a couple of challenges in this presentation that may prove my point. 
