Tough Times Tough Choices

1. Tough Times Tough Choices Kelvin J. Cochran Fire Chief Atlanta Fire Rescue Department

2. Tough Times Tough Choices The State of the Economy Recovery Variable Geographically Stock Markets Investment Portfolios Corporate Profits and Cash Increased Housing Variable

3. Tough Times Tough Choices State of the Economy Property Tax Dependant Economy Sales Tax Dependant Economy Income Taxes Dependant Economy Property Tax dependant economies are still challenged. Until the excess inventory is cleared which could take a while; up to five years; market is good for buyers but loans are difficult to come by; flat property values for three to five years; Sales Taxes dependant economies are experiencing greater recovery due to consumer confidence and spending increases; travel and tourism increasing; discretionary spending increasing; gasoline prices could thwart those efforts and confidence. Income taxes are increasing due to improvements in job market�people are returning to work but at lower salaries; some corporate hiring but not commensurate to profits and earnings; reasons to be optimisitic but far from out of the woods.Property Tax dependant economies are still challenged. Until the excess inventory is cleared which could take a while; up to five years; market is good for buyers but loans are difficult to come by; flat property values for three to five years; Sales Taxes dependant economies are experiencing greater recovery due to consumer confidence and spending increases; travel and tourism increasing; discretionary spending increasing; gasoline prices could thwart those efforts and confidence. Income taxes are increasing due to improvements in job market�people are returning to work but at lower salaries; some corporate hiring but not commensurate to profits and earnings; reasons to be optimisitic but far from out of the woods.

4. Tough Times Tough Choices The Worst Case Scenario Keeps Getting Worse Terrorism: September 11th (Retaliation) Hurricanes: Katrina, Rita Tsunami: Earthquakes: Pakistan, Haiti, Chile, Floods: Mississippi River Tornadoes: Alabama, Georgia Earthquake, Tsunami, Nuclear Meltdown: Japan

5. Tough Times Tough Choices Atlanta Fire Rescue�January 2, 2008 First Cabinet Meeting: 50% budget cut FY 2009 Budget Cut $13.1 Million FY 2009 2nd Quarter Cut 1.9 Million FY 2010 Continuation Budget 72 Million FY 2011 Budget Increase FY 2012 Budget Increase

6. Tough Times Tough Choices FY 2009 Budget Cuts Eliminated 44 vacant firefighter positions Abolished 120 sworn positions Abolished 21 civilian positions Demoted 35 personnel Abolished 3 battalion chiefs, 3 section chiefs, 6 EMS Supervisors, 9 training officers

7. Tough Times Tough Choices Atlanta Fire Programs and Services Impacted Closed Fire Station 7 Decommissioned Squad 4 Reactivated Relief Days Firefighter Layoffs 27 Minimum Staffing 3 and 3 Overtime Reduced $2 million (zero overtime) Black Outs/Brown Outs Strategy

8. Atlanta Fire Rescue Recovery Staffing Increases Relief Days Restored Six EMS Supervisors New Fire Station 11 Training Staff Increase Squad 4 Restored 3.5% Pay Increase

9. Guidance for Tough Choices Vision Mission Core Values Organizational Priorities Decision Making Priorities Communications National, State and Local Standards

10. Organizational Priorities Human Resources Professional Development Emergency Preparedness and Response Facilities, Equipment, Supplies and Technology Customer Service Programs Public Information, Education, Relations Programs

11. Decision Making Priorities Citizens Department Divisions (Shifts,Sections,Battalions) Groups Individuals Leader

12. Tough Times Tough Choices Identifying and Prioritizing Cuts Eliminate vacancies: Non-Sworn, Sworn Layoffs Non-Sworn, Sworn Entry level, All levels Consolidate programs, services, divisions Eliminate programs, services, divisions Decommission fire stations, fire apparatus

13. Tough Times Tough Choices Identifying and Prioritizing Cuts Furloughs Salary Reductions Fleet Reductions: Special Apparatus, Truck Companies, Engine Companies Fire Station Closures Black Outs Brown Outs

14. Tough Times Tough Choices Services Levels vs. Staffing Levels Station Closures Decommissioning Apparatus Black Outs Brown Outs Furloughs Revised Deployment Strategies Eliminate Services

15. Tough Times Tough Choices Managing Transitional Challenges Professional Personal No second thoughts No regrets Still Striving and Thriving as a Leader!!! I�m Still Standing�.. Professional transitions can be overwhelming: career changes, relocations, budget cuts, new relationships, different culture, leading change. Personal transitions can be overwhelming: career/family conflicts, empty nesters, caring for elderly parents, loss of loved ones and coworkers. Striving and thriving leaders have a choice, either be a passive victim of circumstances or be the active hero of your organization and family. In difficult times, somebody has got to take responsibility and take charge. In a fire department that person has got to be the Fire Chief!!!Professional transitions can be overwhelming: career changes, relocations, budget cuts, new relationships, different culture, leading change. Personal transitions can be overwhelming: career/family conflicts, empty nesters, caring for elderly parents, loss of loved ones and coworkers. Striving and thriving leaders have a choice, either be a passive victim of circumstances or be the active hero of your organization and family. In difficult times, somebody has got to take responsibility and take charge. In a fire department that person has got to be the Fire Chief!!!

16. Striving and Thriving Professional transitions can be overwhelming: Career changes Relocations Establishing new relationships Cultural changes Budget cuts Leading change Career changes: promotions and appointments; Relocations: reassignments from a battalion, shift, or city; Budget cuts: 5% 10% or !5%; Establishing new relationships: coworkers, social, etc.; Cultural changes: traditions, ways and habits, terminology; Leading change: Initiating enhancements and eliminating flawsCareer changes: promotions and appointments; Relocations: reassignments from a battalion, shift, or city; Budget cuts: 5% 10% or !5%; Establishing new relationships: coworkers, social, etc.; Cultural changes: traditions, ways and habits, terminology; Leading change: Initiating enhancements and eliminating flaws

17. Striving and Thriving Personal transitions can be overwhelming: Balancing family and career Empty nesters Caring for elderly parents Loss of loved ones and coworkers Empty nest, children returning home, caring for elderly parents, live in parents, raising grandchildren, conquering illness and disease, loss of loved ones and coworkers all are personal challenges that overwhelm. Life is not put on hold just because we�re having challenges in our career. Often times challenges of professional and personal life comes from all angles and from all directions. The striving and thriving leaders presses on during the tough times. The striving thriving leader believes in that old axiom, �Tough times don�t last, tough peoples do.�Empty nest, children returning home, caring for elderly parents, live in parents, raising grandchildren, conquering illness and disease, loss of loved ones and coworkers all are personal challenges that overwhelm. Life is not put on hold just because we�re having challenges in our career. Often times challenges of professional and personal life comes from all angles and from all directions. The striving and thriving leaders presses on during the tough times. The striving thriving leader believes in that old axiom, �Tough times don�t last, tough peoples do.�

18. Striving and Thriving Striving and thriving leaders have a choice, either be a passive victim of circumstances or be the active hero of your organization and family. In tough times, somebody has got to take responsibility and take charge. In a fire department that person has got to be the Fire Chief!!!In tough times, somebody has got to take responsibility and take charge. In a fire department that person has got to be the Fire Chief!!!

19. Tough Times Tough Choices Striving Trying Hard Working Hard Through nearly nine years of continuous growth organizationally, professionally and personally as fire chief of the City of Shreveport, I was compelled to try hard and work hard. The point is, even when times are good successful leaders strive! They refuse to get too comfortable. Their vision creates and insatiable desire to keep pushing, keep pursing, keep driving forward. It becomes such an innate part of the character of the leader, that during the tough times, striving is such a natural instinct, the leader barely skips a beat. I�m not trying to suggest that there are no difficult days while striving, only that the vision and work ethic associated with striving creates a relentless determination that keeps us going when going doesn�t make sense.Through nearly nine years of continuous growth organizationally, professionally and personally as fire chief of the City of Shreveport, I was compelled to try hard and work hard. The point is, even when times are good successful leaders strive! They refuse to get too comfortable. Their vision creates and insatiable desire to keep pushing, keep pursing, keep driving forward. It becomes such an innate part of the character of the leader, that during the tough times, striving is such a natural instinct, the leader barely skips a beat. I�m not trying to suggest that there are no difficult days while striving, only that the vision and work ethic associated with striving creates a relentless determination that keeps us going when going doesn�t make sense.

20. Tough Times Tough Choices Thriving Growing or developing well Growing vigorously Being successful The thriving leader grows and develops well. Every career and life experience has prepared the thriving leader for their current assignment. We are not here by accident. We are supposed to be right where we are. Thriving leaders grow vigorously (deliberate, assertive pursuit of professional development opportunities and opportunities to serve) and ultimately achieves unusual, unplanned, unanticipated success. While striving, there are certain essential elements necessary to keep us going: vision, mission, core values and authentic motives. Additionally, thriving is nourished by faith, relationships, and self awareness.The thriving leader grows and develops well. Every career and life experience has prepared the thriving leader for their current assignment. We are not here by accident. We are supposed to be right where we are. Thriving leaders grow vigorously (deliberate, assertive pursuit of professional development opportunities and opportunities to serve) and ultimately achieves unusual, unplanned, unanticipated success. While striving, there are certain essential elements necessary to keep us going: vision, mission, core values and authentic motives. Additionally, thriving is nourished by faith, relationships, and self awareness.

21. Striving and Thriving Maintaining Momentum Essentials Vision: personal and organizational Mission: personal and organizational Core Values: personal and organizational Personal Vision: career and life vision; the dreams that drive us toward our destiny; aligned with the vision for the future of our organizations; dreams and vision keep us going. Personal Mission: Our life purpose, why we exist; those who are convicted that their life was predestined for specific purposes, calling are relentless about pursing their purpose during tough times. When purpose and organizational mission are aligned, momentum will be sustained. Personal core values of honor, integrity, and humility aligned with organizational values also sustain momentum.Personal Vision: career and life vision; the dreams that drive us toward our destiny; aligned with the vision for the future of our organizations; dreams and vision keep us going. Personal Mission: Our life purpose, why we exist; those who are convicted that their life was predestined for specific purposes, calling are relentless about pursing their purpose during tough times. When purpose and organizational mission are aligned, momentum will be sustained. Personal core values of honor, integrity, and humility aligned with organizational values also sustain momentum.

22. Striving and Thriving Maintaining Momentum Essentials Faith Relationships Self Awareness Faith: Being well connected to God, our supernatural source of power, energy, wisdom, knowledge and influence when we have exhausted all we have in the natural. Relationships: In right standing with mom, dad, brothers, sisters, spouses, children, friends and coworkers. Having no unresolved issues in relationships is absolutely necessary to strive and thrive during tough times. Self awareness: Knowing our strengths and limitations. Balancing priorities. Getting enough rest and exercise. Knowing when to say no to additional opportunities.Faith: Being well connected to God, our supernatural source of power, energy, wisdom, knowledge and influence when we have exhausted all we have in the natural. Relationships: In right standing with mom, dad, brothers, sisters, spouses, children, friends and coworkers. Having no unresolved issues in relationships is absolutely necessary to strive and thrive during tough times. Self awareness: Knowing our strengths and limitations. Balancing priorities. Getting enough rest and exercise. Knowing when to say no to additional opportunities.

23. The Critical Period A period of time in an organization where it is extremely vulnerable to internal and external factors which could stunt its growth or abort its vision The Critical Period demands striving thriving leadership to overcome adversity and make the tough choices during tough times

24. The Choice of Hope The Essence of Hope Trust Anticipate Look forward to Expectation Optimism Anticipation Hope is inclusive of freedom, liberty, energy and enthusiasm. It�s full of drive, determination and tenacity. Hope is inclusive of freedom, liberty, energy and enthusiasm. It�s full of drive, determination and tenacity.

25. Hope vs. Despair The Essence of Despair Misery Desolation Hopelessness Anguish Gloom Depression Despondency Dejection Despair translates to fears and bondage. It drains the energy, excitement and enthusiasm of life and living. Hope and Despair are personal choices. Hope made the difference for Holocaust survivors and African Slaves. Hope made the difference for our ancestors during the great depression. We have a heritage of hope that has transcended generations. Despair translates to fears and bondage. It drains the energy, excitement and enthusiasm of life and living. Hope and Despair are personal choices. Hope made the difference for Holocaust survivors and African Slaves. Hope made the difference for our ancestors during the great depression. We have a heritage of hope that has transcended generations.

26. The Choice of Hope Striving Thriving leaders have HOPE and benefit from the energy, optimism and expectancy that it produces; they reject DISPAIR and the resulting depression, pessimism and dissatisfaction that it produces.

27. The Choice of Commitment I want to make a difference I can make a difference Any leader who does not possess the motives, values and virtues of a striving and thriving leader: It�s time to get out now!!! �I want to make a difference� demonstrates the commitment and desire of a striving thriving leader. �I can make a difference� demonstrates the confidence of a striving thriving leader. When a leaders motives are authentic and their intentions are honorable, the choice of commitment creates a �never say die� attitude. The commitment of striving thriving leaders obligates them to relentlessly press on during tough times. Leaders with clandestine motives and dishonorable intentions will not survive the tough times. Due to the harm caused by this type leader, it�s best for the leader and the organization for them to get out now!!!�I want to make a difference� demonstrates the commitment and desire of a striving thriving leader. �I can make a difference� demonstrates the confidence of a striving thriving leader. When a leaders motives are authentic and their intentions are honorable, the choice of commitment creates a �never say die� attitude. The commitment of striving thriving leaders obligates them to relentlessly press on during tough times. Leaders with clandestine motives and dishonorable intentions will not survive the tough times. Due to the harm caused by this type leader, it�s best for the leader and the organization for them to get out now!!!

28. The Choice of Words Language Communities Speech Act Theory Positive Faith Filled Words Negative Hopeless Words Sarcasm, slurs, profanity, subversive sayings

29. The Choice to Lead Predictable Visible Approachable Accessible

30. The Choice of Resilience The clown, Michelin tires, trick candles Springing back; returning to its original form after being bent, compressed, or stretched; readily recovering; buoyant; cheerful The mental and emotional tenacity required to be a striving and thriving leader

31. The Choice of Gratitude Grateful for Leftovers Lost 126 positions�1180 leftover Lost 1 Battalion�6 leftover Lost 1 Fire Station�35 leftover Lost 1 Fire Truck�62 leftover

32. Chief Officer Temptations Normalization of Deviance Complacency Throwing in the Towel Fears Loss of Camaraderie Appearing too supportive Appearing insensitive

33. The Choice of Courage COURAGE DisCOURAGEment Be of good COURAGE EnCOURAGE others EnCOURAGE yourself

34. Interlock LeadershipStep. Step. Step.