hamline fire service leadership seminar 2010
TRANSCRIPT
14 October 2010
Fire Service Leadership Seminar
Hamline University
C. A. Weinstein
Ethical Leadership in Fire Service
ELA’s “Guidelines for Grownups”
• Confidentiality Expectations
• Engagement
• Respectful Candor
• Thoughtful Expediency
• Comfort and Fun
Agenda
• Introduction: Why does this matter?
• Leadership Challenges in Fire
Service
• Ancient Ideas for Modern
Departments
• Putting Ideas into Action
ELA’s Fire Service Paradox 1
Where can we protect more lives and property?
ELA’s Fire Service Paradox #2
Volunteer Public Employee
Night Gig Self-Identity
Team Member Individual
Peer Subordinate
Seeks Direction Seeks Autonomy
Seeks
Flexibility
Work is
Mission-Critical
What drives employee engagement?
Source: Gallup G12 Summary
• Clear expectations for my performance
• Materials and equipment
• Ability to do good work in assigned roles
• A supervisor who cares about me
• Co-workers committed to quality work
• Opportunities to learn and grow
Source: Gallup G12 Summary
Gallup’s six key factors
Empower others to make a positive difference
Ethical Leaders in ActionLeadership Development Model
Leading
Self
Leading
Others
Leading
in Context
Ethical Leaders in ActionVirtues of Ethical Leadership
Clarity Creativity
Competence Courage
Service
Being serious
about
empowering
others
Exercising
will in support
of collective
aims
Service
Imagination
and Vision
Reality and
analysis
Moral Clarity:
Values
Clarity
Divergent
thinking:
“out of the box”
Convergent
thinking:
“in the box”
Problem-
solving
Creativity
Practical
wisdom and
judgment
Technical
knowledge
Communi-
cation
Competence
Doing right,
In the face of
difficulty
Courage
Describe a time when you saw this virtue in action in the fire service. Reflect and make notes as helpful.
Select one story for the group to tell, and one lead storyteller.
Draw a picture on your flip chart that helps to tell that story.
Groups: North: ClaritySouth: CreativityEast: CompetenceWest: Courage
Your turn! Working in groups…
Pre
ssure
LOW
HIGH
HIGH
Adapted from Social Discipline Window - Paul McCold and Ted Wachtel - 2000
TO WITH
NOT FOR
punitive relational
neglectful permissive
authoritarian
stigmatising
authoritative
respectful
indifferent
passive
protective
easy/undemanding
Relational Leadership Model
TO WITH
NOT FOR
Relational
Leaders
offer high
pressure,
high
support
Pre
ssure
How do you lead?
• Past: What happened
– Observable events and facts
– First person and objective
• Present: Why it matters
– Consequences of actions.
– Implications
• Future: Required Changes, Directions
– Changes in actions or behaviors
– Reinforcement to repeat positive actions
Fair
Process is
working
WITH
others
Giving Feedback
What does “Relational Leadership” teach us
about giving feedback?
Fireground Firehouse
Where do Communications Problems Arise?
Command
Troops
Within Teams
Between Teams
Key Questions:
What must be
Communicated?
How can the Department
Improve?
What is the intended
impact of improvements?
What kinds of communication can we improve?
Execute and
Adapt
Build Curriculum
Engage Participants
Set Goals and Establish Basic Parameters
Measure
Basic Programming Approach
• Comfort and Safety
• Current, tactical
information.
• Ancient stories that
reinforce shared values.
• New stories that also
reinforce those values.
If we
aren’t
telling
stories,
others
surely
are!
The Oldest Leadership Program
Thank you for your attention!
Chad Weinstein
Ethical Leaders in Action, LLC
651-646-1512
“We enable ethical leaders to achieve
extraordinary results”