From Buddy to Boss Effective Fire Service Leadership

ISBN-10: 159370075X
ISBN-13: 9781593700751
Edition: 2006
Authors: Chase Sargent
List price: $69.00 Buy it from $63.82
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Book details

List price: $69.00
Copyright year: 2006
Publisher: Fire Engineering Books & Videos
Publication date: 12/11/2006
Binding: Paperback
Pages: 323
Size: 6.00" wide x 9.25" long x 1.00" tall
Weight: 1.232
Language: English

Preface: Leadership Lost
Ray Downey
Jim Page
Introduction
The Organizational Foundation for Leadership
The Governance Process
Time-Management Model
Mission, Vision, and Core Values
How the Organization Sets the Foundation
Values
Organizational versus Individual Leadership
Organizational leadership
Individual leadership
Why Senior Leaders Must Lead
Who Packed Your Parachute Today?
Notes
Knowing Yourself and Others
Understanding How People Are Made
Why Know Yourself?
Using Styles and Tendencies to Strengthen Your Team
Leading Your B-Team Players
Cain and Abel in the Workplace
Knowledge is power
Liars
Familiarity
Manage it-don't prevent it
Master of deniability
Notes
Universal Rules for Survival
Vision: The Essence of Leadership
Why We Don't Listen and Hear
On the frontlines
Middle management
It's not what you say, but how you say it
Your undivided attention
Two-way communication
In closing
Values-Based Decision Making
The Moment of Truth
Of Officers and Riverboat Captains
What does it all mean?
Super models
Growing a good crop
On a mission
The task at hand
My message to you
Understanding Your Duty as a Leader
The Universal Three
The ABCs of Leadership
Trust your subordinates
Develop a vision
Keep your cool
Encourage risk
Be an expert
Invite dissent
Simplify
Methods to Improve Your Leadership
The Best Leaders I Ever Had: Characteristics to Embrace
Caring for the job
Technical competence
Understanding people
Expecting the best
Taking a risk
A final word
Keeping Humanity in Your Leadership
People-Based Organizations
People before Plans
Keeping in Touch
The Second Chance
Some Final Words about People
Notes
Being Tested as a New Leader
How Personnel Test a New Leader
First day on the job
Well guess what?
The ballers
The routine call
Actions speak louder
Keeping the Kittens in the Box
Giving Orders
Intent
End state
Main effort
Rules of engagement
The Bank Account
Go first
Stay in touch
Make meaning
Teach through stories
Reflect on moments of learning
Big Stuff, Little Stuff-You Would Be Surprised
Notes
Maintaining Technical Competence
Education-What's It Worth?
Credibility-Earning It and Keeping It
Trust, Respect, and Other Concepts
Job Maturity
Getting into trouble
Liability-how we create it or avoid it
"People Are My Most Important Asset"
At the company level
At the organizational level
Sharpening the Saw
Physical competence
Mental competence
Spiritual competence
Social and emotional competence
A Final Word on Training
Notes
Understanding and Enforcing Policy
The Culture of Policy and Procedure Making
Your name on this policy
I'm the king or queen
Good sound policy
Statutes, laws, ordinances, and consensus standards
Crisis policy
Political policy direction
Influence
Methods to Expand Your Influence
Understanding the difference
The Consequences of Nonenforcement
Argue at the right time and place
Don't talk bad about policy in front of the troops
You don't have to like it; you just have to do it
Know the process and the policy
Don't pick and choose the policies you want to enforce
Don't allow or have a "look over the fence" mentality
Retooling
Rules versus values systems
Inheriting Policy Violations
Relief for Firefighter Jones
Conclusion
Notes
Evaluating and Compensating People
The Culture of Forming Evaluations
The Myth of Merit Raises
The bar
What Do We Know about Evaluations?
Beginning the Process
Using the Door and the Desk
Positive Influence for Positive Employees
Myths and Truths about Discipline and Employees
Fringe Employees
Rules for dealing with fringe employees
Documentation and Evaluations
A word about personnel files
Some learning points on documentation and attitude
The Hoover
Notes
Prejudice, Diversity, and Sexual Harassment
It Is What It Is
The Changing Face of the Fire Service
Diversity in the Workplace
Equal Employment Opportunity: A Primer
Sexual Harassment: What It Is and Is Not
What the courts have said
Supervisory actions
Pornography in the Firehouse
Showstoppers in the Firehouse
Notes
Anger and Violence in the Workplace
What Is Violence in the Workplace?
Managing Anger and Disappointment
Recognizing the Potential for Violence
Evaluating Threats and Taking Action
Defusing Violent Situations
Conclusion
Notes
Decision Making-It's Not Tarot Cards
Neurology and Decision Making
The Pitfalls of the Decision-Making Process
Colin Powell's Decision-Making Guidelines
Gut Decision Making-and Why It Is Important
Completed Staff Work
Making Choices
Fire Ground Decision Making and Choices
People Choices
Emotional decisions
Past experience
Values
Loyalty
Politics
Fiscal considerations
Choices about Moving On
Notes
Accountability and Responsibility
Firehouse to Fire Ground
Why People Follow You: Understanding Trust
Relationship-based trust
If you talk the talk, you had better walk the walk
Communications-the key to long-term commitment
Don't fly if you don't know how
The Look-over-the-Fence Mentality
The Virus; or, My Stomach Hurts, I Don't Feel Well!
Identifying the Disease
Making Accountability the Normal Operating Procedure
Inoculations for Success
Maintaining Accountability
Making Mistakes and Taking Your Lumps
Some Leadership Traits for Accountability and Responsibility
Notes
Battlefield Firefighting
Ruining Your Career in 10 Minutes or Less
It's All Yours!
Prioritization: Start with the End in Mind
Identify the Main Problem
Communications, Command, and Control-First-Due Perspective
Why Fire or Evolving Rescue Grounds Are Your Enemy
The Enemy at Work
Friction
Self-induced friction
Uncertainty
Fluidity
Disorder
The human factor
RIT-Doing It Right
Hypercool-How to Act When Things Look Bad
Final Considerations on Being in the Soup
Notes
Transitional Team Life Cycles
Constants When Evaluating the Team
Teams enhance the organization's capabilities
Through high-performance service
Small teams accomplish 90% of everything we do
Teams of any kind have a predictable life cycle
To reach peak performance, teams require leadership and vision
Teams are living entities
Team Life Cycles
Understanding Team Life Cycles-Managing the Big Picture
Development
Buildup
Fine-tuning
Drawdown
Buildup
Team Decision Training
The Concept of Team Decision Making
Where Teams Reside
What Works and What Doesn't
Developing the Model
Benchmarking Behaviors
Team identity
Team conceptual level
Team self-monitoring
Putting It All Together
Notes
Planning and Implementation
Planning or Decision Making-the Consequences of Doing Neither
Planning at the Company Level
Planning to Pay Your Dues
Paralysis by Analysis
Functional Planning Tools
Managing Change
Change-the Perilous Journey
The Reality of Change
The Model of Placebo Change
What Makes Change Successful?
Lessons from 2001
Lessons from 2006
Change as an Educational Leadership Tool
Winning the Stakeholders-Key Decisions for Success
Organizational Big Picture Mistakes
Notes
The Business of the Business
The Essence of Being a Firefighter
The 5% Rule
9/11 Retrospective
Why You Are Dangerous
Leading or Doing: Failing Either Will Alter the Moment of Truth
When Leadership Fails
Why Leadership Fails
Setting the Stage for Organizational and Political Failures
Case study: How trust and respect affect ability
Failure to Educate
Promotion of noncombatants
Individual Failure
Walking the walk and talking the talk
Failure to Exploit Small Teams
How to Survive Failing Leadership
Leading up
Bunker mentality
Political or managerial action
Moving on
What Next?
Notes
Conclusion-Changing the Culture One Person at a Time
Epilogue
Sargent's Critical Commandments of Leadership
About the Author
Index

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