Fire Administration I

1. Fire Administration I Randy R. Bruegman Chapter 5 Leading and Managing in a Changing Environment

2. Learning Objectives • Describe what stewardship is • Describe why core values are important to an organization • Explain above the line accountability and why it is important

3. Learning Objectives • Define how organizational culture can impact change in a department • Define the key elements that can have a positive impact on organizational change • Describe the importance of leadership vision and the impact on the organization

4. Leading Change • Problems • Cannot solve problems with the same level of thinking that created them • Experience can be our worst enemy • Current change

5. Leading Change Expanding Missions

6. Leading Change • Significance of Change • Twenty years ago • Today • Change may be an organizational transformation

7. Leading Change • Approach Change Strategically • Often driven by external factors • Often leads to a more entrepreneurial organization • Resistance to change is common • Building successful change • Future will not resemble the past

8. Leading Change • Approach Change Strategically • Stepping outside our framework is a significant challenge • Organizational norms become a filtration system • True leadership can break down existing cultural barriers

9. Leading Change • Approach Change Strategically • Fire service has never faced the challenges it faces today • Fire service has never had the opportunities it has today • Must create a culture that expects excellence to realize full potential

10. Leading Change • It Is All Up to You • Competitive Challenges • We’re as good as our last performance • Shrinking tax dollars vs. increased demand for service • Expanding scope of service

11. Leading Change • It Is All Up to You • Leadership Challenges • Rules of the game are constantly changing • Field a Super Bowl team everyday

12. Leading Change • It Is All Up to You • Leadership Challenges • Good leaders refuel, revitalize, refocus and create new visions periodically • Organizations become stagnant • Similarities between the fire service and the military

13. Leading Change • It Is All Up to You • Leadership Challenges • It’s Your Ship • Capt. D. Michael Abrashoff • If your performance drops, so will your team’s

14. Organizational Teams • Boiled Frog Syndrome • Organizations find mid-level line of performance without leadership • Vulnerable comfort zone where nothing much happens • Easy to rationalize deficiencies • Complacency

15. Organizational Teams

16. Organizational Teams • “Boiled Frog Syndrome” • 30,000 fire agencies in United States • 90% are not adequately trained for structural fire attack • Chiefs have lost jobs due to complacency • “Big hat, no cattle”

17. Leading Change • Focus on the Mission • Flawless Execution Model • Plan the mission • Brief • Execute the mission • Debrief

18. Groups • Introduction • Phases of group dynamics • Followers must have same convictions as leaders to be effective • Different groups react differently to change

19. Groups The Dynamics of Groups

20. Groups • In Search of Excellence • Written by Tom Peters in 1982 • To remain successful, leaders have to understand that change is a continual process • Expand framework and change methods before it is too late

21. Groups • Good to Great • Written by Jim Collins • Level 5 leadership identified self-effacing, quiet or shy leaders • First who, then what • Confront the brutal facts

22. Groups • Good to Great • The hedgehog concept • A culture of discipline • Technology accelerators

23. Groups • Fire Service Application • Many organizations in state of complacency • Leaders must create new visions • Future leaders must define future issues • Motivate people to buy into the vision • Framework and vision requires a common thread

24. Groups • Why Leaders Can’t Lead • Written by Warren Bennis in 1990 • On Becoming A Leader published in 2003 • Compares leaders and managers • Leaders have idea of what they want to do • Managers can get things done • Fire service leader must be both

25. Stewardship and the Core Value of Service • Introduction • Leadership is having command presence • Ensure that service becomes a core value • Stewardship as a core value provides a basis for industry growth • Service, leadership, and stewardship are intertwined

26. Stewardship and the Core Value of Service • Introduction • Core values • Promote service and stewardship as core values • Promote excellence every day

27. Stewardship and the Core Value of Service • Megatrends 2010 • The power of spirituality • The dawn of conscious capitalism • Leading from the middle • Spirituality in business • The values-driven consumer

28. Stewardship and the Core Value of Service • Megatrends 2010 • The wave of conscious solutions • The socially responsible investment boom • The spiritual transformation of capitalism

29. Stewardship and the Core Value of Service • United States Navy • Honor • Courage • Commitment

30. Stewardship and the Core Value of Service • United States Marine Corps • Honor • Courage • Commitment

31. Stewardship and the Core Value of Service • United States Air Force • Integrity first • Service before self • Excellence in all we do

32. Stewardship and the Core Value of Service • United States Army • Loyalty • Duty • Respect • Selfless service • Honor • Integrity • Personal courage

33. Stewardship and the Core Value of Service • The Need for Core Values • Change due to retirements or new hires • Loss of history, experience, and work ethic • New employees add a new generation • Future successes

34. Stewardship and the Core Value of Service Fresno Fire Department Mission

35. What We Can Learn From Others • Making the Corps • Written by Thomas E. Ricks • Six “lessons from Parris Island” common to all successful recruits • Simple bridge to leadership

36. What We Can Learn From Others • A Book of Five Rings • Early 1600s by Miyamoto Musashi • Reflected Samurai philosophy of life

37. What We Can Learn From Others • Implications for Fire Service Leaders • We must leave it better than we found it • Create above-the-line accountability • Victim mentality is opposite perspective • If you see, you own it; solve the problem • Always do what is right

38. What We Can Learn From Others Above the Line

39. Agenda for Change The past is gone: The present is full of confusion: and the future scares the hell out of me David L. Stein

40. Agenda for Change • Change • Organizational change is stressful • Similar to remodeling a house • Move through it easily and creatively • Pace of change will continue to increase • Leaders must understand culture and vision

41. Agenda for Change • Nature of Culture • Internal and external forces of change • Culture is important • Culture and strategies for change often are in conflict • Promote a culture that is responsive, adaptive, and accepting of change

42. Agenda for Change External Environmental Factors

43. Agenda for Change • Responses to Change • Lead ducks • Explorers, or early adapters • Late adapters • Resistors • Refusers

44. Agenda for Change • Responses to Change • Leading change involves four key issues • Information • Inspiration • Implementation • Institutionalization

45. Agenda for Change • Vision is a Must • Where organizational change starts • Create a vision statement • Motivate your personnel to deal with the long-term goal

46. Agenda for Change

47. Agenda for Change • Making the Vision a Reality • It is never easy • Requires understanding the need and process of change • Requires a top-down commitment • Guide, rather than control, the organization • Plant the seeds for future change today

48. Agenda for Change Pareto’s Principle

49. Agenda for Change • Building a Culture of Our Choice • The story of the five apes

50. Agenda for Change • Building a Culture of Our Choice • Organizational behaviors or norms go back many generations • The adaptive corporation requires new leadership skills • Complacency is dangerous • Must learn new strategies to lead change