NATIONAL FIRE ACADEMY ALUMNI ASSOCIATION … · NATIONAL FIRE ACADEMY ALUMNI ASSOCIATION Alumni Lecture Series ... functionally • Fully develop ... Think & Act Strategically

NATIONAL FIRE ACADEMY ALUMNI ASSOCIATION

Alumni Lecture Series

''LEADERSHIP

EXCELLENCE''

Wednesday March 17, 2010

Building J-Auditorium National Fire Academy

Presented by: · Chief Ron KantermanAdministrator-NFAAA

Leadership Excellence

Welcome to Leadership Excellence

Today's Agenda - We will: • Discuss leadership concepts

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• Discuss individual and department roles• Think about the future

• Leave with a plan for improvement• Have some laughs

• Buckle up & let's gol

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Opening Questions:

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• What are the qualiUes of a good leade(I• Is leadership and management the same?

• Can you be a good leader and a lousymanage(?

• Can you be a good manager and lousyleade(I

• Can you be good or bad at both?

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Introduction

Three Basic Tenets of Leadership Development:

Mission:

Vision:

Values:

What's your Mission Statement?

Do you have a vision?

What are values but mo_reover, do you understand other's?

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"When in doubt, lead."

Chief Dennis Compton (rel) Mesa, Arizona

Chairman of the Board

National fallen Firefighters

Foundation

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Two more questions:

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Who were, or are the great leaders in the history of the world? Living or dead, good

g,uys or bad guys,

Wnat did they all have In common that made them all great leaders?

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Three Primary Drivers for Leadership Excellence

1. Self Development

2. Build Effective Relationships

3. Be Pro-active

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"Today's leaders must be students of change first, before they

become teachers of change to others."

• Jack KahlManco, Inc.


1. Self Development

• Apply new knowledge rapidly• Try new things• Seek opportunities to contribute• Attend professional development

conferences• Use peers and mentors


1. Self Development

The K.A.N.T.E.R.M.A.N. Model {con'tlE-Evalliale each s)tuation. Very few things are the

same. (Checlc your t11umbs.)R-.Rememberwho you are and why you're there. M�Make good decisions. Use your resources, A-Act quickly and declsivery. Don't procrastinate!N-Never leave anything to chance. Solve your

problems, ask for help, think-tank it.(Create your own model but use YQY[ name.)

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1, Self Development

• Fully develop yourself - functionally• Fully develop yourself· technically

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• Take advantage of all opportunities to learn;(magazines, books, internet, meetings -fraternal and professional organizations)

"Sharpen the saw" - Stephen Covey


1. Self Development

The K.A.N.T.E.R.M.A:N: Model(l thought ofihls one riiyselrl)

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K-Kiddlng: Are you kidding yourself or are you willingto work at it?

A-Accept when you have a problem and work tocorrect it. (Some days you're the statue and somedays you're the pigeon]);

N-Never forget your role and responsibilities.T-Take aqtlon n leaders must st_ep up when no one

else does.


1. Self Development

• Accept responsibility• Don't get defensive when you're wrong• Own up to your decisions

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• Place the department's goals over your own.If you do this, then you will realize your goalsaswelL

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1. Self Development

• Manage stress• Have "life balance" (vacations, etc.)• Get feedback (the truth hurts!)• Seek help (peers, training, groups)• Network


2, Build Effective Relationships • Move tohigher ground - agree to disagree• Try to resolve conflicts to "win-win"• Don't rush to judge - do your homework• Stay focused on tile issue, not the person• Don't punish for honesty• Be fiexible with employees• Take action without emotion, tough stuffl



• Create the environment

• Lead by example• Set the tone for ethical behavior• Integrity over all else• Walk the talk• See the need, meet the challenge (BSA)

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2. Build Effective Relationships• Be positive and constructive• Show mutual cooperation• Consider other's points of view

"Seek first to understand, then to be understood"

- Stephen Covey

("The 7 Habits of Highly Effective People')

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"When I must criticize somebody, I do it orally; when I praise

somebody I put it in writing".

- L�lacocca

Former Chairman, Chrysler Motors

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"You do not lead by hitting people over the head -

that's assault, not leadership."

� Dwight D. Eisenhower

Anny General & President of the U.S.

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3. Be Pro-Active

• Find good solutions to problems

• Bralnstorrn with the team

• Generate new ideas through the input of others

11 Pro-actively solicit ideas

• Break down large problems to smaller ones -

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• Lefs eat an elephant and bring hungry people to the table,


3. Be Pro-Active

• Consider everything

• Get out of the box

• Get out of the office-MBWA

• Develop contingencies

• Make timely decisions


3. Be Pro-Active

• Use deadlines and deadline tools

• Go to the boss when needed

• Maintain the lines of communication bothways - up and down

• Be prompt with everything

• Keep upper management informed whenneeded.

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"Leadership makes the world move in a positive direction, so

contribute."

- Chief Ron Kanterman


"Our best ideas come from clerks and stockboys"

�Sam Walton

Wal-Mart, Sam's Club

leadership Excellence

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"An army of deer led by a lion is more to be feared than an army

of lions led by a deer."

- Philllp,11 of Macedon

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Summary The 3 primary leadership drivers:

1. Self Development


3. Be Pro-active

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1. Customer Focus

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• Identify and know your customers - internaland external

• Respond quickly

• Perform an occasional survey

• Get involved in the community andencourage others to do the same

• Stay current with your demographics


2. Collaboration-External

• Work cross department

• Become multi-functional (fire/EMS)

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• Get on to a Task Force or cross-jurisdictionalwork team

• Work with and understand other agencies

• Support the needs of your constituentswhat,ever the need is. Act as an agent.

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Three Areas for Department Development

1. Customer Focus

2. Collaboration

3. Think & Act Strategically

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2. Collaboration - Internal

• Align your area with the rest of thedepartment (bureau, division, shift).

• Insure the unit's goals support the overallgoals & mission of the department.

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• Support th.e department's leaders across alllines.

• Don't do your dirty laundry in public.



• Reminder. know who you are first• Know your Department• Know your people• Understand your impact• Consider all variables in decision making• Be consistent with your thinking and your

actions

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On setting a standard ........ .

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"What you allow to happen without intervention becomes your

standard."

- Chief Peter LambNorth Attleborough, MA


3. Think & Act Strategically• Share your successes• Share your lessons learned• Document key learned [terns

• Re-tool and re-group when nece�sary

j'lf It doesn't work, we'll try something else."

• Chief Alan Brunacinl (Rel.)Phoenlx,AZ



• Balance short term and long term goals• Anticipate (get out the old crystal ball)

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• Track your work and continually re-evaluate• Manage your resources• Delegate according to skills

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• Reminder· what'you do affects the wholedepartment so consider your impact

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• Seek in-put from the staff, peers and ottiers• Seek best practices• Use your contacts• Share your ideas


On encour�ging others .........

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"There is no wrong way to do the right thing."

• Dr./Chief Denis Onieal

Superintendent, National Fire Academy


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"Who .ought to be the boss is like asking who ought to be the

tenor in a quartet. Obviously tne·man who can sing tenor."

• Henry Ford, Car Maker

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3. Think & Act Strategically• Train the troops

• Train your staff

• Take risks - study prudent risk takers• Who were or are the prudent risk takers in

history?

• What drove them to it?

• Are we better for thelr actions?

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Summary Developing Your Department

1. Customer Focus

2. Collaboration

3. Think & Act Strategically ---

Leadership Excellenc.e

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Leadership Excellence.

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"Tell people what to do, not how to do it and let them

surprise you with their success."

-General George Patton

U.S.Army


Congratulations-You just made Chief! "The Five Horns"

1. The Department

2. The Firefighters

3. Public Safety 4, Politics 5. Personal Integrity

- Chief Charlie Dickinson US Deputy Fire Administrator

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Five Areas for Staff Development /Sgff; Chlfff Officors, Shift Commanders, Company Offlcen;) 1. Clear Expectations • Goals and Objectves

2. Constructive Feedback

3. Rewarding Performance

4. Training & Development

5. Dignity and Respect

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1. Clear Expectations-Goals and Ob)ectlves

• Set clear expectations early

. • What they can do

• What they can't do

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• What the ramifications are for bad behavior

• Method of tracking - reviews


1. Clear Expectations -Goals and ObJectives

• All personnel must know the goals andobjectives

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• Daily work must support goals and objectives

• Personnel must have in-put for buy-in

• Align everyone - all on the same song sheet• J!ngle bells, jingle bells, jingle all the way ..... ,..



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The "Hills and Valleys" Method of Feedback NKJA

The "Rollercoaster" nllis one came to me ss J gave back my lunch on a

loop-d-Joop al an amusement park.)

Never send someone out of your office feeling bad. It will take a long time for them to feel

good again, if ever.

3/10/2010


1. Clear Expectations� Goals and Ob(ectlves

A Tool for theLeadership Tool Box:

S.M.A.R.T. Goals:

• Simple

• Measurable

• Attainable

• Realistic

• Timely


2. constructive Feedback

• Feedback must be clear and concise

• Have periodic meetings; up-date progress

• Be prepared for your feedback sessions

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• Be specific - you want to change the person'sbehavior

• Admonish in prtvate, praise in public• Ever been dressed down in public?

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3, Rewarding Perfonmance

• Recognize other's performance and ideas.• Don't steal - it's illegal and it's not nice.• Celebrate milestones for large jobs

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• Keep upper management posted - especiallyon the good things

• Recognize special talent• Reward groups

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4. Staff Training & Development

• Support the members• Coach and offer aid and advice• Provide training opportunities• Use mentor programs - Be one, get one• Assign low risk tasks for development

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• Empower your people, but be there to catchthem before they fall

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• Treat others the way you want to be treated.(No need to say tt but We'll say It anyway- Don't forget where you came from!)

• Be patient• Be courteous• Be sensitive when a member is having a

personal crisis• Take an interest in your people

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• All things must be fair and equal

• D & R goes up and down the ladder

• Reminder about being consistent

• Treat people like people, and adults likeadults

• Speak ./Q people, not ill them

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"You can't compensate for incompetence."

(From the uEveryone Goes Home" program)

Chief Dennis Compton (ret.) Mesa, Arizona

Chalnnan of the Board National Fallen Firefighters

Foundation

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"E.go's eat brains."

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(From the "N.J. Everyone Goes Home"program.)

Get over yourself "Mr. Wonderful" and

"Miss America"!

- Bill Hopson, Fire MarshalOcean Cou�ty, New Jersey


Summary

Five Areas for Staff Development (Sb.ff-Chlef Offic•rs, Shift Commandep Compmny Office�) 1. Clear Expectations- Goals and Objectives


3. Rewarding Perfomiance

4. Training & Development


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Two Things About Communication

1. Always Open and Effective

2. Communicating Your Vision


1. Open and Effective

• Educate others - lead them to it

• Keep and maintain an infonmation flow

• Circulate materials

• Use multi-media resources

• Be a fonmal and infonmal instructor

• Become the "go to" person


2. Communicate Your Vision

• Create a personal vision

• Create a group vision

• Energize your people through your vision

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• Communicate your vision any way and everyway you can ... every day

• Share your strategies to achieve the vision

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1. Open and Effective

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• Be honest - if you lie, they'll find you out andnever trust you again - guaranteed!

• Be a good listener. Learn the art of "activelistening"

• If you need to, repeat what you think youheard

• Ask them if they understood you• Get to the heart of the matter


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"I attribute my success to this:

I never gave or took an excuse."

m Florence Nightingale

The First EMS First responder


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"Followers are needed, leaders are necessary."

b Chief Ron Kanterrnan

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Leave A Legacy!

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What do you want them to say about you at your retirement

party or your funeral?

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Chief Ron Kanterman

Gold Hom Associates

MFDCAR [email protected]

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Recommended Readings on Leadership • "It's Your Ship-Management Techniques from the

Best Damn Ship in the Navy"By Capt. D. Michael Abrashoff

• "First In Last Out-Leadershlp Lessons from the NYCFD" by Batt. Chief John Salka

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• "Team Secrets of the Navy Seals-The Elite M!HtaryForce's Leadership Principles for Business� by an anonymous author

• "From Buddy to Boss� By Chase Sargent

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Documents

NATIONAL FIRE ACADEMY ALUMNI ASSOCIATION … · NATIONAL FIRE ACADEMY ALUMNI ASSOCIATION Alumni Lecture Series ... functionally • Fully develop ... Think & Act Strategically