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Leadership and Team Building

Leadership and Team Building. Jeffrey M. Goldberg, FPEM, CHS-III Rob Shelt, FPEM Palm Beach County Division of Emergency Management. Introductions. Who are you? Where are you from?. Shhhhhh ……. Arrange yourself into order by birthday month and day DO NOT SPEAK WHILE DOING THIS!

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Leadership and Team Building

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  1. Leadership and Team Building Jeffrey M. Goldberg, FPEM, CHS-III Rob Shelt, FPEM Palm Beach County Division of Emergency Management

  2. Introductions Who are you? Where are you from?

  3. Shhhhhh…… • Arrange yourself into order by birthday month and day • DO NOT SPEAK WHILE DOING THIS! • Non verbal only • You have 3 minutes!

  4. Discussion Question Why is leadership an essential element of successful incident/ event management?

  5. Discussion Question What is the difference between a Leader and a Manager or Leadership and Management?

  6. Worth 1000 Words

  7. Leadership • Leadership means . . . . . . providing purpose, direction, and motivation for responders working to accomplish difficult tasks under dangerous, stressful circumstances.

  8. Management • Management means . . . . . . the act or manner of managing; handling, directing, or controlling.

  9. Leadership Qualities • Who is identify a highly effective leader you have known or know about? • What are the main qualities of that top leader?

  10. Common Leadership Responsibilities • A good operational leader will: • ENSURE safe work practices. • TAKE COMMAND of assigned resources. • MOTIVATE with a “can do safely” attitude. • DEMONSTRATE INITIATIVE by taking action.

  11. Common Leadership Responsibilities • A good operational leader will: • COMMUNICATE by giving specific instructions and asking for feedback. • SUPERVISE the scene of action. • EVALUATE the effectiveness of the plan. • UNDERSTAND and ACCEPT the need to modify plans or instructions.

  12. Leadership & Duty • Take charge within your scope of authority. • Be prepared to step out of a tactical role to assume a leadership role. • Be proficient in your job. • Make sound and timely decisions. • Ensure tasks are understood. • Develop your subordinates for the future.

  13. Leadership & Respect • Know your subordinates and look out for their well-being. • Keep your subordinates and supervisor informed. • Build the team.

  14. Building & Damaging Respect What leadership actions can damage and build respect?

  15. Leadership & Integrity • Know yourself and seek improvement. • Seek responsibility and accept responsibility for your actions.

  16. Communication Responsibilities • To ensure sharing of critical information, all responders must: • Brief others as needed. • Debrief actions. • Communicate hazards to others. • Acknowledge messages. • Ask if they don’t know.

  17. Building Trust

  18. Trust me . . . I’ve never done this either! Trust • Relationships are built on a foundation of trust.

  19. What Is Trust? • A relationship based on mutual confidence that we will: • Do what we say. • Be honest. • Be respectful. • Maintain confidentiality. • Interact unguardedly. • A state of mind based on actions • A combination of trusting others and being trustworthy

  20. Your Capacity to Trust • Do you trust yourself? • Do you trust others? • Do you tend to assume that others can be trusted until proven otherwise, or do you wait for people to prove they are trustworthy?

  21. Deciding to Trust • Influenced by: • History and experience with the person • The person’s level of competence • How much risk is involved • The person’s relative power • The organizational environment

  22. Trust-Reducing Behaviors • Concealing motives • Falsifying relevant information • Attempting to control or dominate • Not discussing or meeting others’ expectations • Trying to evade responsibility • Accepting credit for others’ work • Not honoring commitments • Gossiping

  23. Restoring Breached Trust • Accept responsibility. • Admit your mistake. • Apologize. • Act to deal with the consequences. • Make amends. • Pay attention to the impact your actions are having on rebuilding trust.

  24. Leadership Self Assessment

  25. Benefits of Self-Knowledge • Self-knowledge helps leaders to: • Understand others and their reactions to others. • Appreciate others’ points of view. • Leverage their strengths. • Compensate for weaknesses. • Earn trust. • Be aware of how they impact others. • Have more self-confidence.

  26. Self-Reflection • Helps ensure that actions are sound. • Helps us learn from experience. • Allows us to notice habitual ways of responding.

  27. Self-Reflection Methods • Taking a time-out • Journal writing • Note taking • Talking to others (thinking out loud) • Speaking into a tape • Meditation • Drawing pictures

  28. Encouraging Feedback • Know why you are asking. • Ask only when you are open to hearing it. • Listen! Take notes. • Do not be defensive. • Restate to be sure you understand. • Ask follow-up questions. • Thank them. • Follow through and make changes. • Ask infrequently until you show changes.

  29. Team Building

  30. Thank You! • Jeffrey M. Goldberg, FPEM, CHS-IIIPlanning ManagerPalm Beach County Division of Emergency Management561-712-6337jgoldber@pbcgov.org • Rob Shelt, FPEMAssistant ManagerPalm Beach County Division of Emergency Management561-712-6317rshelt@pbcgov.org

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