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