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“Walking the Talk” Kelvin J. Cochran Fire Chief Atlanta Fire Rescue Department

“Walking the Talk” Kelvin J. Cochran Fire Chief Atlanta Fire Rescue Department. Shaping the Future Of Our Fire Department. My Story New Beginnings. Introduction.

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“Walking the Talk” Kelvin J. Cochran Fire Chief Atlanta Fire Rescue Department

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  1. “Walking the Talk”Kelvin J. CochranFire ChiefAtlanta Fire Rescue Department Shaping the Future Of Our Fire Department

  2. My Story New Beginnings Introduction

  3. “Whenever anyone tries to tell us what to do, even a person with a legitimate position of authority, there arises in us a spirit or attitude of resistance.” ShapingtheFuture

  4. “Our resistance to others ruling over us is also due to the spirit of leadership that God placed in us when He created us.” --Myles Munroe ShapingtheFuture

  5. We resist unless we are: In charge; calling all the shots A part of an organization with shared beliefs, motives and values Led by a leader with shared beliefs, motives and values The Nature of Resistance

  6. The Nature of Resistance Resistersare in a constant state of ambiguity, frustration and uncertainty.

  7. Organizational Stagnancy A period where activities that were once exciting have become common and routine Lack luster and enthusiasm Unwilling to challenge dissenters Financial incentives do not resolve dissatisfaction The Need to Change

  8. Organizational Stagnancy Slow attrition/slow promotions Tolerate things we used to detest Relationships more important than mission Average is disguised as excellence The Need to Change

  9. Organizational Stagnancy Succumb to good, rather than aspire for great Make excuses rather than make a change Cling to past traditions that have lost their value The Need to Change

  10. Creating and exchanging messages within a network of inter-dependant relationships with the goal of reducing environmental uncertainty. Organizational Communications

  11. “Culture is the foundation of organizational communications.” Organizational Culture

  12. Personality and Character Vision, Mission, Values Organizational Priorities Leadership Decision Making Communications Organizational Culture

  13. Responsibility (The obligation to make decisions and take action) Authority (The right to make decisions and take actions) Accountability (Having to answer for the results) Fundamentals of Participation

  14. Organizations must have a Vision for the future…

  15. Helping People… …In The Future Vision Statement

  16. Helping People… …Now Mission Statement

  17. Organizational goals supercede personal goals Commitment to controls and culture Sincere desire for others to succeed Successful Organizations are Mission Driven

  18. The Mission Must Be Clearly Communicated.

  19. Every thing we do… Every decision we make...Must be Mission Driven. Organizations Must Be… Mission Driven We must ask ourselves, does this decision better help us accomplish our mission?

  20. There are things that we “stand for”… There are things that we WILL NOT “stand for”… Organizational Values

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

  22. Predictable Visible Accessible Approachable Leadership Culture

  23. Autocratic Democratic Laissez-faire Situational Leadership Organizational Leadership

  24. Directing Coaching Supporting Delegating Situational Leadership

  25. Autocratic Group Consulting Delegating Decision Making

  26. “When leaders make decisions that impact personnel, the personnel impacted should be a part of the decision making process.”

  27. Citizens Department Division of Labor Groups Individuals Leader Decision Making Priorities

  28. Keeping members informed is essential Information empowers personnel The more information, the happier... No secrets policy Establishing expectations Culture of Communications

  29. Executive Staff Meetings General Staff Meetings Battalion Meetings Emails Teleconferences Fire Station Visits Communications Culture

  30. Image Facilities Appearance First Impression Visibility Public Treatment Internal Treatment Organizational Culture

  31. You’ve got to want to be there! If you don’t enjoy coming to work do yourself a favor… Committed to the organization’s mission What is my role/part? You’ve got to want to make a difference Be grateful! Stop complaining! Be a positive influence on organizational outcomes and impacts Do your job the best you can do. Everyone Contributes to Organizational Culture

  32. Competence Controls Climate The 3 Cs

  33. Knowledge Skills Abilities Wisdom Competence

  34. Lines of Authority Chain of Command Rank Job Description Controls

  35. Rules Regulations Laws Codes Controls

  36. Harassment Free Workplace Use of Profanity Zero Tolerance Drug Policy ‘Ism Free Dread Free Climate

  37. Organizational Communications The model of the organization’s structure determines the culture of the organization which effects organizational communications.

  38. Organizational Communications Classical Model ~ Machine People are components of the machine. Human Resource Model ~ Social Social needs and actualization potential for people. Human Relations Model ~ Alive People have social needs; People want to belong, etc.

  39. Classical Model • Extremely Formal • Strict Chain of Command • Exploitative Authoritative • High Mistrust

  40. Classical Model • Decision Making at Upper Level • Upward Communication Minimized • Adversarial Top/Bottom • Emphasize Discipline

  41. Human Resource Model • Communicate to Motivate Employees • Value Employees • Emphasis on Organizational Goals • Basically Formal, Top/Down

  42. Human Resource Model • Some Bottom Up ~ Limited • Meet Social Needs • Meet Branch/Division Needs

  43. Human Relations Model • Formal and Informal • Chain of Command Flexibility • Emphasize Participation • Meet Individual Needs • Decision Making Decentralized

  44. Human Relations Model • Authority ~ Knowledge and Competence • Informal Organization Recognized • Develop Each Employee • Entrepreneurial Opportunities • Rewards/Discipline

  45. Motivating yourself to do the things you do not necessarily want to do Organizational values over personal values Organizational goals over personal goals Self-monitoring Facing fears head-on Personal Leadership

  46. QUESTIONS

  47. Kelvin J. Cochran, Fire Chief kjcochran@atlantaga.gov Office: 404-546-7269

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