Leaders who yell on the fireground lose the respect of their troops and often do not get the response they desire.
During my career, I have had a ringside seat to closely watching the birth of two brand new fire service characters: the paramedic and the incident commander (IC).
I have used most of my monthly visit with you discussing some activity relating to being a functional boss.
Given that I am unemployed and actively avoiding work, I now spend most of my time aimlessly wandering about seeking just about anything that makes sense to me.
Last column, I reminisced about attending FDIC for the first time early in my career as a firefighter. I described the conference classes and the special experience of visiting the Memphis (TN) Fire Department (MFD).
It must almost be springtime because it is now the time of year when we all begin to think about and get ready to make our annual pilgrimage to FDIC (as of this writing).
I was first attracted to a career as a firefighter when I was four years old.
I recently attended a one-day conference with about 150 firefighters present. There were four instructors, and the planners were nice enough to give me a small speaking part in the program.
In a recent discussion with a group of fire service bosses, we exchanged the mutual frustrations we had all experienced in attempting to deal with how the nature of our business creates a fertile environment for the energetic exchange of informal/unofficial communication among the members.
We have trudged through our monthly discussion about how the capability and personality of a boss can influence the internal environment of an organization.