1. LEADERSHIP III STRATEGIES FOR SUPERVISORY SUCCESS

2. Leadership III: Discipline LEADERSHIP III n Situational Leadership n Delegating n Coaching n Discipline

3. Leadership III: Discipline OBJECTIVES n Identify the value of positive discipline n Describe how to use discipline to correct improper employee behavior n Describe how to apply discipline consistently, fairly and impartially n Identify the value of progressive discipline

4. Leadership III: Discipline OVERVIEW n Introduction n Positive and Negative Discipline n Rules and Regulations n The Importance of Discipline n Common Violations and Actions n Progressive Discipline n The Disciplinary Interview n Bizarre Behavior n Employee Values n Final Tips

5. Leadership III: Discipline THE PERFECT FIRE DEPARTMENT n Perfect set of rules n Management support n All employees know appeal procedures n Company Officers enforce rules n No transfer of problem personnel n All Company Officers trained n ALAS!!

6. Leadership III: Discipline DIFFICULTIES n Inappropriate or obsolete rules n No management support n Decisions reversed n Officers do not enforce rules n Problem personnel are transferred n Little or no training

7. Leadership III: Discipline DISCIPLINE = ? Behavior and order maintained by training and control NEGATIVE and POSITIVE

8. Leadership III: Discipline ACTIVITY 1 Reasons Discipline is Avoided (SM p. DP-5)

9. Leadership III: Discipline ACTIVITY 1 Reasons Discipline is Avoided. POINT! Reasons vs. Excuses

10. Leadership III: Discipline NEGATIVE DISCIPLINE INVOLVES: n Punishment, often harsh n Win-lose climates n Interpersonal resentment

11. Leadership III: Discipline POSITIVE APPROACH TO DISCIPLINE n Encourages self-discipline n Is necessary educational process n Corrects undesirable and unacceptable behavior n Is aimed at guiding, strengthening and improving n Calls for mildest penalty that will bring changes

12. Leadership III: Discipline HOT STOVE THEORY n Gives warning n Reacts immediately n Is consistent n Is impersonal n Doesn’t apologize or gloat n Doesn’t get emotional

13. Leadership III: Discipline RULES ARE THE KEY TO EFFECTIVE DISCIPLINE..... IF THEY ARE: n Understood and communicated n Applied equally n Enforced n Written n Needed

14. Leadership III: Discipline What is the difference between rules and policies?

15. Leadership III: Discipline Rules should be reviewed periodically and modified, dropped, or expanded.

16. Leadership III: Discipline IMPORTANCE OF DISCIPLINE (Three Areas) n To the Department n To the Company Officer n To the Firefighter

17. Leadership III: Discipline TO THE DEPARTMENT: n Enhances efficiency and effectiveness n Reinforces values n Reinforces hierarchical relationships n Fosters order n Clarifies expectations n Resolves problems n Reduces liability

18. Leadership III: Discipline TO THE COMPANY OFFICER: n Provides tools to deal with improper behavior n Increases company efficiency n Provides for fair treatment n Contributes to power n Earns respect n Improves performance n Increases self-discipline

19. Leadership III: Discipline TO THE FIREFIGHTER: n Provides security n Sets boundaries n Makes goals clear n Rewards good behavior n Corrects problems

20. Leadership III: Discipline “A major feature of a bureaucracy is that it ensures fair treatment for all employees by management.” Max Weber

21. Leadership III: Discipline COMMON VIOLATIONS n What are the most common disciplinary problems for the Company Officer?

22. Leadership III: Discipline COMMON DISCIPLINARY ACTIONS n Informal discussion n Verbal warning n Written reprimand n Fine n Suspension n Termination

23. Leadership III: Discipline PROGRESSIVE DISCIPLINE A positive corrective plan, rather than a negativeapproach.

24. Leadership III: Discipline PROGRESSIVE DISCIPLINE The proposed punishment should: n Be reasonable n Fit the offense n Become increasingly severe for repeated infractions of the same rule

25. Leadership III: Discipline Progressive discipline is a process that has the greatest potential to correct improper employee behavior with minimal punishment.

26. Leadership III: Discipline VALUE OF PROGRESSIVE DISCIPLINE n Minimum punishment necessary n Fair n Required to implement more severe punishment n Vital if action appealed n Gives employees a chance (Does not “ZAP” employee)

27. Leadership III: Discipline TWO GUIDING QUESTIONS n Does the proposed discipline fit the violation? n Is the proposed discipline likely to correct behavior?

28. Leadership III: Discipline TYPICAL ACTIONS CHART O.H.T. DP.22 Do actions fit the violation? Will actions correct the behavior?

29. Leadership III: Discipline CONSIDERATIONS IN USING PROGRESSIVE DISCIPLINE n Prior violations n Extenuating circumstances n Seriousness of offense

30. Leadership III: Discipline STEPS IN CONDUCTING A DISCIPLINARY INTERVIEW n Prepare n State case clearly n Let employee respond n Indicate seriousness of problem n State expectations n (cont’d)

31. Leadership III: Discipline STEPS IN CONDUCTING A DISCIPLINARY INTERVIEW n Get commitment n End on a positive note n Inform employee of appeal procedures n Document actions (be specific)

32. Leadership III: Discipline DOCUMENTATION: BE SPECIFIC n Firefighter Smith was verbally warned about improper behavior on this date. n Firefighter Smith was verbally warned about his failure to check batteries and fuel level of Engine #3 on this date.

33. Leadership III: Discipline DOCUMENTATION: BE SPECIFIC n Firefighter Smith was admonished for tardiness n Firefighter Smith was admonished for failure to appear at roll call until 0840 hours this date. Firefighter Smith was 10 minutes late.

34. Leadership III: Discipline A CHECKLIST FOR A SUCCESSFUL DISCIPLINARY INTERVIEW n Select proper setting n Listen n Don’t interrupt n Don’t lose your temper n Don’t argue n Stick to the facts n Focus on behavior, not person

35. Leadership III: Discipline COMMON ERRORS n Not clear about violations n Improper or no documentation

36. Leadership III: Discipline ACTIVITY 2 Evaluating Disciplinary Procedures (SM p. DP-11)

37. Leadership III: Discipline BIZARRE BEHAVIOR n Behaviors which are unusual in nature and for which there may not be written rules or procedures that cover the behavior. n The company officer needs to guard against overreacting to the strangeness of the incident and focus on the seriousness of the behavior.

38. Leadership III: Discipline BIZARRE BEHAVIOR CHECKLIST Why Do We Care? What do we do? n Property Damage? n Work Interrupted? n Unsafe situation created? n Law violated? n Department Image damaged? n Morale damaged? n Is behavior correctable? n Did employee know better?

39. Leadership III: Discipline DEALING WITH BIZARRE BEHAVIOR n Avoid inappropriate reactions n Follow normal procedures n Advise employee of appeal rights

40. Leadership III: Discipline BIZARRE BEHAVIOR IF THERE IS NO SPECIFIC RULE IN PLACE, MANAGEMENT SHOULD: Determine policyDetermine policy Transmit policyTransmit policy Enforce new policyEnforce new policy Continue disciplinary actionsContinue disciplinary actions

41. Leadership III: Discipline BIZARRE BEHAVIOR n Avoid inappropriate reactions n Seek advice

42. Leadership III: Discipline EMPLOYEE VALUES WOULDN’T IT BE WONDERFUL IF ALL EMPLOYEES HAD: The proper attitudeThe proper attitude Willingness to workWillingness to work Commitment to department goalsCommitment to department goalsAlas!

43. Leadership III: Discipline THREE TYPES OF SUBORDINATES n Employees with the same goals and values as the department n Employees who will adapt to department goals and values n Employees who will not adapt to department goals and values

44. Leadership III: Discipline MOST MARGINAL EMPLOYEES CAN BE COACHED AND MOTIVATED INTO BECOMINGPRODUCTIVEEMPLOYEES.

45. Leadership III: Discipline ACTIVITY 3 Determining Proper Discipline (SM p. DP. 17)

46. Leadership III: Discipline FINAL TIPS n Treat every case as if it will be appealed n Don’t keep referring to mistakes n Apply discipline consistently n Deal with behavior, not personality (cont’d)

47. Leadership III: Discipline FINAL TIPS n Never discipline when angry n Reinforce good behavior n Set good example n Don’t “save up” discipline n Don’t threaten (cont’d)

48. Leadership III: Discipline FINAL TIPS n Get help for suspected substance abuse n When in doubt, ask your boss n Don’t play games n Don’t transfer problems (cont’d)

49. Leadership III: Discipline FINAL TIPS n Be familiar with M.O.U. n Know rules n Praise in public -- criticize in private n Admit mistakes