CORDELIA FIRE PROTECTION DISTRICT Program Supplied by Alabama Fire College COMPANY OFFICER HAND OUT #1 Revised 1.

CORDELIA FIRE PROTECTION DISTRICT Program Supplied by Alabama Fire College
COMPANY OFFICER HAND OUT #1 Revised 1

Transition to Company Officer Role
Requires many personal changes Adjustments Slide across the transition seat Understand importance Challenges Responsibilities Duties

Importance Often first and only contact with public Requires
First impression is important Requires Leadership Ethics Supervisory skills

As a Supervisor Fire personnel are generally close knit
Held together by bonds Friendship Experience Tradition Professionalism Much like family

Supervisor Much like parent figure Provides leadership
Acts as role model Gives advice Represents administration Counsels, coaches

As a Subordinate Administration expects officer to apply supervisory skills Control the unit Complete departmental objectives Training drills Life-safety inspections Provide emergency care

As a Subordinate Officer is expected to execute orders of superiors
Being an officer is not a popularity contest Should not publicly question Policies Orders 7

Public Servant Officer and crew are first contacts with public
Public sees and judges entire organization Public expects efficient delivery of service Burn permits Life-safety inspections Providing emergency care

Challenges, Expectations, Solutions
Transition is important Move from back seat to officer’s seat brings challenges and expectations Vital connection between the unit and administration

Challenges Consist of learning and applying concepts Leadership Ethics
Supervision Responsibility Authority

Challenges Most of the challenges are interpersonal in nature due to changes Relationships Perceptions Expectations

Challenges Relationship changes due to Jealousy
Challenges Relationship changes due to Jealousy Conflict with subordinates Must learn interpersonal skill Peers may think friendship will allow access Privileges Freedom from policies Fire Officer I

Challenges Officer may think rank has privileges
Challenges Officer may think rank has privileges Immediately requires respect Authoritarian approach can be disastrous Understand group dynamics Consider personal factors Fire Officer I

Expectations Takes many forms Subordinates Family Superiors
Expectations Takes many forms Subordinates Family Superiors Public at Large Fire Officer I

Expectations Internal expectations may be hardest to overcome
Expectations Internal expectations may be hardest to overcome Abuse of power Rank may be confused with respect New officer may think he/she can change the world Fire Officer I

Solutions Effective communication Appropriate supervisory practices
Solutions Effective communication Appropriate supervisory practices Appropriate leadership style Showing respect Loyalty to the organization Fire Officer I

Solutions Positive and ethical role model
Solutions Positive and ethical role model Commitment to training and education Remaining humble Some solutions will be easy to attain Officer should always remember that respect is earned! Fire Officer I

Responsibilities Officer has responsibilities to Subordinates
Responsibilities Officer has responsibilities to Subordinates Organization Public Profession Family Themselves Fire Officer I

Duties Human resource management Effective supervision Assign tasks
Duties Human resource management Effective supervision Assign tasks Evaluate personnel Provide company level training Administer policies and procedures Provide professional development Fire Officer I

Duties Community and government Administration
Duties Community and government Administration Inspection and investigation Emergency services delivery Health and safety Other miscellaneous duties Fire Officer I

Summary In any case, the ability to project a professional image to the public, stakeholders, and peers is essential for the organization and the officer. Fire Officer I

Chapter 2 Leadership Fire Officer I

Leadership Leadership is called A trait A behavior A skill A talent
Leadership Leadership is called A trait A behavior A skill A talent A characteristic An art Fire Officer I

Leadership Must be able to recognize effective leadership and how to apply it During emergency situations Non-emergency functions Fire Officer I

Leadership Leadership is critical in emergency situations
Leadership Leadership is critical in emergency situations Control is essential Keep injuries at a minimal Accountability is assured Operational goals are obtained Fire Officer I

Leadership Leadership is essential in non emergency operations
Leadership Leadership is essential in non emergency operations Using resources efficiently Ensuring a safe and healthy environment Prevention of interpersonal disputes Fire Officer I

Leadership Company officers must understand various leadership theories: Models Types of power Supervisory methods Fire Officer I

Leadership Definitions
Leadership Definitions Supervising Act of directing Overseeing Controlling Activities and behavior of employees Fire Officer I

Leadership Definitions
Leadership Definitions Managing Act of controlling Monitoring Directing Project, program, situation or organization through the use of authority, discipline, or persuasion Fire Officer I

Behavioral Leadership Styles
Behavioral Leadership Styles Basic leadership: Autocratic Democratic Laissez-faire Fire Officer I

Behavioral Leadership Styles Two dimensional: Job centered Employee centered Fire Officer I

Behavioral Leadership Styles Contingency Leadership Believes no single style exists Contemporary leadership Charismatic Inspires follower loyalty Fire Officer I

Behavioral Leadership Styles Transformational Transactional Symbolic theories Theory X Theory Y Theory Z Fire Officer I

Leadership Styles Total Quality Management and Leadership
Leadership Styles Total Quality Management and Leadership TQM depends on application of strong leadership that is employee focused Situational leadership Leadership continuum Path goal Results based Fire Officer I

Situational Leadership
Situational Leadership Leadership continuum Used to determine which leadership style a leader should apply Tell Sell Consult Share Historically Autocratic Fire Officer I

Situational Leadership Path goal Based on employee’s perception of the unit goals and objectives Leader determines best of four styles: Directive Supportive Participative Achievement oriented Fire Officer I

Situational Leadership Results-Based Leadership ability not judged by personal traits alone but by how those traits affect the organization Fire Officer I

Principle Centered Focuses on using basic values or principles to lead an organization Integrity Excellence Respect for the individual Harmony Loyalty Faith Honesty Courage Fire Officer I

Levels of Leadership Level 1 – Highly capable
Levels of Leadership Level 1 – Highly capable Level 2 – Contributing team member Level 3 – Competent manager Level 4 – Effective leader Level 5 – Executive Fire Officer I

Leadership Levels Level 5 has characteristics that the others do not.
Leadership Levels Level 5 has characteristics that the others do not. Ambition for the organization Development of subordinates Personal modesty and humility Driven desire to make the company succeed Diligence to ensure organizational success Success contributed to factors other than themselves Fire Officer I

Models Laissez-faire Models are different from theories Autocratic
Models Models are different from theories A model has been proven through application Autocratic Democratic Laissez-faire Fire Officer I

Models Company officer needs to be a balanced leader
Models Company officer needs to be a balanced leader Concerned with getting work accomplished while considering welfare of the members of the group Fosters respect and trust Leads by example Fire Officer I

Situational Leadership Model
Situational Leadership Model Matches the leader’s style to maturity of the members of the unit Maturity Competence, commitment, technical ability, willingness of subordinates Allows officer to be flexible in selecting style that best suits the situation and employees involved Fire Officer I

Social Change Model Value-based leadership that places service at the core for social change Purpose is to make changes for the betterment of others Fire Officer I

Social Change Model Models three areas Individual Group
Social Change Model Models three areas Individual Group Community/society Fire Officer I

Alpha Leadership Model
Alpha Leadership Model Based on the concept that the leader involves followers in the process of accomplishing a goal Characterized as persons who generate loyalty and commitment Fire Officer I

Alpha Leadership Model
Alpha Leadership Model Alpha leaders need to apply three core skills Anticipating Leader anticipates trends and patterns that indicate problems Aligning Requires leader to have self awareness and recognize effect on others Acting Applies the 80/20 rule Committing 80% effort on 20% tasks Fire Officer I

Skills Development First step in developing leadership skills
Skills Development First step in developing leadership skills Creates list of accepted leadership traits Becomes criteria or benchmark standard Method is very subjective and can be influenced Individual differences Perceptions Personal bias Fire Officer I

Skills Development Another method is an anonymous survey Final method
Skills Development Another method is an anonymous survey Subordinates Peers Superiors Final method Use professionally developed personality profiles Should never be self administered or analyzed Fire Officer I

Skills Development The officer should choose any number paths to improvement Courses Seminars Workshops Literature readings Counselors/mentors Fire Officer I

Skills Development Traits of a leader may not exist in every individual Traits can be developed and gathered into concepts that are fundamental to a good leader Sees opportunities Identifies challenges Communicates Plans for success Builds trust Fire Officer I

Leaders vs. Managers Managers administer; leaders innovate
Leaders vs. Managers Managers administer; leaders innovate Managers ask how and when; leaders ask what and why Managers focus on system; leaders focus on people Managers rely on control; leaders inspire trust Managers are copies; leaders are originals Fire Officer I

Leaders Successful leaders Challenge the system
Leaders Successful leaders Challenge the system Inspire a shared vision Enable others to act Model the way Encourage the heart Establish priorities Fire Officer I

Power Types Power is the position of control, authority, or influence over others Those in power can give advice, offer rewards, or threaten subordinates Power itself is not inherently bad Fire Officer I

Power Types Effective and successful leaders recognize the power types
Power Types Effective and successful leaders recognize the power types Reward Coercive Identification Expert Legitimate Fire Officer I

Command Presence The complex ability to identify
Command Presence The complex ability to identify components of a situation assess the need for action determine the nature of the necessary intervention initiate the action Fire Officer I

Command Presence To achieve command presence, it is necessary to have the following personality attributes: Self confidence Trustworthiness Consistency Responsibility Acceptance Expertise Fire Officer I

Chapter 3 Supervision Fire Officer I

Supervision A supervisor is anyone who is responsible for the activities of one or more subordinate employees. Supervision The process of directing, overseeing, and controlling the activities of others Management The administration and control of projects, programs, situations, or organizations Fire Officer I

Supervision Leading Following
Supervision Leading Act of controlling, directing, conducting, and administering through the use of personal behavioral traits or personality characteristics Following Act of being a team player while working toward a common goal Fire Officer I

Supervision Challenges
Supervision Challenges Most Level 1 fire officers have the responsibility for supervising fire company level personnel or small groups The number of personnel varies according to position, function, abilities of personnel, and complexity of environment Span of control 3 to 7 personnel with 5 being the preferred number Fire Officer I

Supervision A first-level officer will encounter the following basic challenges: Establishing priorities Anticipating problems Establishing and communicating goals Involving employees Creating an effective team Creating job interest within a unit Fire Officer I

Priorities Establishing Priorities
Priorities Establishing Priorities Essential to meeting all challenges Based primarily on the mission statement of the organization Priorities help maintain a positive mental attitude will assist in anticipating problems and establishing goals Three priority levels Mental preparation for emergency response Direct preparation for emergency response Application of efficient organizational skills Fire Officer I

Problems Anticipating Problems Personnel disputes Scheduling resources
Problems Anticipating Problems Challenging aspect of supervision Anticipating, mitigating, and solving problems Personnel disputes Scheduling resources Meeting deadlines Dealing with the public Fire Officer I

Problems Officer needs to exhibit good command presence
Problems Officer needs to exhibit good command presence Officer needs to anticipate personnel problems Listen emphatically Know individual members Beware of symptoms Jealousy, harassment, dissatisfaction, anger, disrespect Fire Officer I

Establishing and Communicating Goals and Objectives
Establishing and Communicating Goals and Objectives Company officer must be able to establish certain short-range objectives Should be obtainable Clearly stated Within the capability of the unit Fire Officer I

Communicating Goals Communicating goals and objectives can be accomplished by Thorough group meetings Written task sheets Fire Officer I

Involving Employees in the Process
Involving Employees in the Process Three methods of doing so Require the employees to accomplish a simple task Officer knows best practice to perform task Delegate tasks Employee selects specific method for accomplishing task Use democratic leadership principles Gives members opportunity to establish goals Fire Officer I

Creating Effective Team
Creating Effective Team Each supervisor is responsible for a unit Based on organizational function Fire emergency services generally think in terms of companies 3 or more people are assigned to a vehicle or apparatus Companies or units may also be thought of as workgroups or teams Fire Officer I

Creating Effective Team
Creating Effective Team Workgroups Grouping of people with common purpose of completing specific objective Team building Process of overcoming inherent individual differences Age, rank, job classification, education, gender, ethnicity, religion, politics, personal interest Fire Officer I

Development Stages Company officer guides the group on a journey
Development Stages Company officer guides the group on a journey From disjointed individuals to a cohesive team Utilizes 5 stages: forming, storming, norming, performing, adjourning Formal conclusion allows group to feel satisfaction by results achieved

Creating Job Interest Empowering Rewarding Coaching Counseling
Creating Job Interest Empowering Rewarding Coaching Counseling Mentoring Celebrating accomplishments Fire Officer I 72

Responsibilities Set a clear and positive example for subordinates
Responsibilities Set a clear and positive example for subordinates Define expectations Receive assignments and complete tasks efficiently and effectively Promote and maintain health and safety policies Develop an environment of cooperation Develop and maintain the company as an integral part of the organization

Responsibilities Promote skills development, maintenance and improvement Maintain discipline and ensure polices and procedures are adhered to Establish perimeters of behavior Ensure activities are directed toward organizational goals Promote the pursuit of educational and professional opportunities Promote credentialing and certification Maintain files and records and prepare reports Fire Officer I

Responsibilities The company officer is responsible for completing tasks and ensuring that delegated tasks have been completed Establish and communicate plan for completion to employees Ensure that the schedule is realistic Organize employees to work as a team Delegate appropriate amount of responsibility and authority to employees Evaluate the quality and completion of the task Fire Officer I

Elements Company officers must exhibit strong positive leadership at all times Leads by example and adheres to a standard of ethical, moral, and legal behavior Encourage employee’s participation in decision making Delegate or involve members in planning Respect the judgment of employees Teach, enforce, and follow health and safety rules Fire Officer I

Elements Be a coach and mentor to employees
Elements Be a coach and mentor to employees Show consideration for diversity Acknowledge accomplishments Treat each member fairly and equitably Intervene in private lives only when problems affect the workplace Keep accurate records Keep lines of communication open Fire Officer I

Elements Provide positive motivation
Elements Provide positive motivation Be consistent in the application of the aforementioned elements Fire Officer I

CORDELIA FIRE PROTECTION DISTRICT Program Supplied by Alabama Fire College COMPANY OFFICER HAND OUT #1 Revised 1.

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CORDELIA FIRE PROTECTION DISTRICT Program Supplied by Alabama Fire College COMPANY OFFICER HAND OUT #1 Revised 1.

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