Chief Officer Training Curriculum

United States Fire Administration

Chief Officer Training Chief Officer Training Curriculum Curriculum

LeadershipLeadershipModule 4:Module 4:

Group Dynamics and its Effect on Problem-Group Dynamics and its Effect on Problem-Solving Solving

LDR 4-2


Module ObjectivesModule Objectives

Recognize benefits of effective Recognize benefits of effective empowerment and delegation empowerment and delegation

Identify the fears and the common Identify the fears and the common mistakes made by leaders when mistakes made by leaders when delegating and empowering delegating and empowering

Apply leadership theories and Apply leadership theories and concepts to problem-solving and concepts to problem-solving and decision-makingdecision-making

Recognize the elements upon which Recognize the elements upon which effective leadership is built. effective leadership is built.

LDR 4-3


OverviewOverview

Empowerment and delegation are Empowerment and delegation are the leadoff topics the leadoff topics

Creative problem solvingCreative problem solving

Explore the effects of mental Explore the effects of mental models, personal mastery, and models, personal mastery, and systems thinking on organizational systems thinking on organizational learning and successlearning and success

Elements for building relationships Elements for building relationships

LDR 4-4


Empowerment and Delegation Empowerment and Delegation

Functions used to divide work and Functions used to divide work and get members more involvedget members more involved

Delegation is more of a Delegation is more of a management function management function

Empowerment is a leadership Empowerment is a leadership function function

LDR 4-5


Delegation Delegation

Increase participationIncrease participation

Includes responsibility to carry out Includes responsibility to carry out the assignmentthe assignment– Manager still responsible for outcomes Manager still responsible for outcomes

Varies in levels of authority Varies in levels of authority – Little delegation Little delegation – Moderate delegation Moderate delegation – Substantial delegation Substantial delegation

LDR 4-6


Delegation Delegation (continued)(continued)

Varies in levels of reportingVaries in levels of reporting– Frequent reports – little delegation authorityFrequent reports – little delegation authority– Less frequent reports – more substantial Less frequent reports – more substantial

authorityauthority

Advantages of DelegationAdvantages of Delegation– Shares the workShares the work– Increases buy-inIncreases buy-in– Additional talent and skillsAdditional talent and skills– Time-management toolTime-management tool– Professional growthProfessional growth– Develops members for advancement Develops members for advancement

LDR 4-7


Delegation Delegation (continued)(continued)

Reasons often stated for lack of Reasons often stated for lack of delegationdelegation– No time to develop peopleNo time to develop people– Quality controlQuality control– Professional insecurityProfessional insecurity– Confidential informationConfidential information– Do not want to share the power or Do not want to share the power or

spotlight spotlight

LDR 4-8


Empowerment Empowerment

Empowerment is used to share the Empowerment is used to share the power power

Requires the member toRequires the member to– Be well versed in the policies, values, Be well versed in the policies, values,

ethical guidelines of the organizationethical guidelines of the organization– Understand the mission and its level Understand the mission and its level

of commitment to serviceof commitment to service– Possess or obtain the KSAs for the taskPossess or obtain the KSAs for the task– Be rewarded Be rewarded

LDR 4-9


Empowerment Empowerment (continued)(continued)

Members are expected to exercise their Members are expected to exercise their empowerment whenempowerment when– It serves the mission of the departmentIt serves the mission of the department– It meets or exceeds the customer’s needsIt meets or exceeds the customer’s needs– They have the KSAsThey have the KSAs– They have the toolsThey have the tools– It is legalIt is legal– It is ethicalIt is ethical– They would not be shamed by their actions They would not be shamed by their actions

being made publicbeing made public– Members believe it is the right thing to do Members believe it is the right thing to do

LDR 4-10


EmpowermentEmpowerment(continued)(continued)

Advantages of empowermentAdvantages of empowerment– Members have a vested interest in the Members have a vested interest in the

organizationorganization– Draws from a larger pool of KSAsDraws from a larger pool of KSAs– Members become engaged in the Members become engaged in the

departments mission and visiondepartments mission and vision– Improved communicationsImproved communications– Time-management toolTime-management tool– Member advancementMember advancement– Member job improvement Member job improvement

LDR 4-11


EmpowermentEmpowerment(continued)(continued)

Reasons often stated for not Reasons often stated for not empowering membersempowering members– Members are not trainedMembers are not trained– Lack KSAsLack KSAs– Members do not know the Members do not know the

organization’s mission and vision organization’s mission and vision – Lack of trust in member’s ability Lack of trust in member’s ability

The ultimate decision to delegate a task or empower a member lies with you and your faith in the members in your organization.

LDR 4-12


Activity 4.1Activity 4.1

Field Training for RecruitsField Training for Recruits– You will look at a common fire service You will look at a common fire service

scenario and dialogue about whether scenario and dialogue about whether to delegate or empower members to to delegate or empower members to solve the tasks solve the tasks

LDR 4-13


Creative Problem-Solving Creative Problem-Solving

Everyone has some measure of Everyone has some measure of creativity creativity – Like a muscle, the more it is Like a muscle, the more it is

exercised, the better it becomes exercised, the better it becomes

Creativity is a product of Creativity is a product of perspectiveperspective– If you look at a problem only one way, If you look at a problem only one way,

you limit your possible solutionsyou limit your possible solutions

LDR 4-14


Creative Problem-Solving Creative Problem-Solving (continued)(continued)

Creativity in organization can be Creativity in organization can be encouraged in a number of ways encouraged in a number of ways – Communication Communication – Commitment Commitment – ““Free time” to think and ponder Free time” to think and ponder – Plain hard work Plain hard work – DiversityDiversity– Creativity can be learned Creativity can be learned

LDR 4-15


Activity 4.2:Activity 4.2:

Creative problem-solving for Creative problem-solving for leadersleaders– Demonstrates the power of creative Demonstrates the power of creative

collaboration to solve critical problemscollaboration to solve critical problems

LDR 4-16


Elements for Building Elements for Building RelationshipsRelationships

Leader relationship includesLeader relationship includes– Organizational relationshipsOrganizational relationships– Personal relationships Personal relationships – Community relationships Community relationships

LDR 4-17


Organizational RelationshipsOrganizational Relationships

Beginning first day on the jobBeginning first day on the job

Hanging out at the fire stationHanging out at the fire station

Social gatherings Social gatherings

Organizational relationships are Organizational relationships are often carried throughout one’s often carried throughout one’s careercareer

Pressure of Promotion Pressure of Promotion – A shift to the “dark” sideA shift to the “dark” side

LDR 4-18


Organizational RelationshipsOrganizational Relationships(continued)(continued)

Often referred to as professional Often referred to as professional relationships relationships – Between chief officers Between chief officers – Among the rank and file Among the rank and file

Built around assignments and areas of Built around assignments and areas of responsibilitiesresponsibilities– PersonnelPersonnel– Fire preventionFire prevention– OperationsOperations– AdministrationAdministration– Training Training

LDR 4-19


Organizational Relationships Organizational Relationships (continued)(continued)

The ability to build effective The ability to build effective relationships throughout the relationships throughout the organization helps a chief officer get organization helps a chief officer get things done efficiently and effectivelythings done efficiently and effectively– Confident that she or he can deliver Confident that she or he can deliver

what is expectedwhat is expected– Expected to take on more responsibility Expected to take on more responsibility – Tying for the top positions in the Tying for the top positions in the

department department – Considered desirable bosses Considered desirable bosses

LDR 4-20


Personal Relationships Personal Relationships (continued)(continued)

Begin the first day on the jobBegin the first day on the job

For some, developing personal For some, developing personal relationships is difficultrelationships is difficult– Requires openness that some Requires openness that some

members are not comfortable withmembers are not comfortable with

Usually developed with strong Usually developed with strong bonds that transcend the duty day, bonds that transcend the duty day, an entire career, and often into an entire career, and often into retirement retirement

LDR 4-21


Personal Relationships Personal Relationships (continued)(continued)

Promotion to battalion chief often Promotion to battalion chief often threatens these personal threatens these personal relationships relationships

Company level to management Company level to management – The promotion itself can become a The promotion itself can become a

barrier to continued personal barrier to continued personal relationships.For some, these personal relationships.For some, these personal relationships are strong and help the relationships are strong and help the chief make the transition chief make the transition

LDR 4-22


Community Relationships Community Relationships (continued)(continued)

CommunityCommunity– Often developed during one’s careerOften developed during one’s career

• Become more necessary or important upon with the promotion

– Becomes much larger and the positive Becomes much larger and the positive relationships when expanded to the relationships when expanded to the battalion level of the community at-battalion level of the community at-large. Same relationship building large. Same relationship building behaviors used at the company level behaviors used at the company level are now extended to the larger are now extended to the larger community community

LDR 4-23


Elements for Building Elements for Building RelationshipsRelationships

Relationships are built upon the Relationships are built upon the notions of notions of – TrustTrust– CommunicationsCommunications

• Verbal• Written

– Modeling Modeling – AccountabilityAccountability– ResponsibilityResponsibility

LDR 4-24


Elements for Building Elements for Building Relationships Relationships (continued)(continued)

TrustTrust– Very fragile Very fragile – Greater amounts of time and effort to Greater amounts of time and effort to

rebuild rebuild – Four specific behaviors foster and Four specific behaviors foster and

facilitate building trustfacilitate building trust•HonestyHonesty•Predictability and consistency Predictability and consistency •Clear and careful communication Clear and careful communication •Commitment to keeping promises Commitment to keeping promises

LDR 4-25



HonestyHonesty– Honesty is ranked as the number one Honesty is ranked as the number one

leadership characteristic that is leadership characteristic that is essentialessential• Ethical and truthful

PredictabilityPredictability– Do the right thing consistently, every Do the right thing consistently, every

time time – Deal with people fairly and equitably Deal with people fairly and equitably

LDR 4-26



Clear and careful communicationClear and careful communication– A leader who communicates clearly, A leader who communicates clearly,

precisely, and timely with the right precisely, and timely with the right informationinformation

LDR 4-27



Clear and careful communicationClear and careful communication– Written communicationWritten communication

• Memos to fire companies• Requests to the shift commander for

resources• Reports on programs• Budget documents• City council reports• Good grammar, spelling, and continuity in

content is very important

LDR 4-28



Clear and careful communicationClear and careful communication– Written communicationWritten communication

• Technical reports – Not for creative writing

• Place the purpose of the document up front

• Reader may not have time to read much past the first page

• Write clearly, concisely, with language that communicates the message

LDR 4-29



Clear and careful communicationClear and careful communication– Oral communication Oral communication

• Majority of a battalion chief’s communication is oral

– Fire station visits – Customers on emergency scenes – Following up on citizen complaints – Local businesses and politicians– Schools– Personnel evaluations– Mentoring, coaching, and just sharing

experiences with others

LDR 4-30



Clear and careful communicationClear and careful communication– Oral communication Oral communication

• Is sensitive to – Body language (gestures), cultural differences,

and tone of voice – Volume can influence effective communication – Level of sophistication chosen, foul and

colloquial – Timing - Do you listen to others or are you

always interrupting to talk?

LDR 4-31



Commitment to keeping promisesCommitment to keeping promises– Don’t promise anything you can’t Don’t promise anything you can’t

deliver deliver – Follow through Follow through – This is consistent with the notions of This is consistent with the notions of

responsibility and accountability responsibility and accountability

LDR 4-32



ModelingModeling– Effective leadership behaviors Effective leadership behaviors

• One of the most important characteristics of good leaders

• Rank-and-file firefighters validate whether you are a good leader or not

– Expect honesty, consistent good communication, and a commitment to keeping promises

• Modeling is built on congruency with shared values, personal values, and a willingness to set the example

LDR 4-33



AccountabilityAccountability– Setting measurable goals Setting measurable goals – Same standards and criteria Same standards and criteria – Audit personal routines Audit personal routines – Remember the 80/20 rule Remember the 80/20 rule

LDR 4-34



ResponsibilityResponsibility– Take personal responsibility Take personal responsibility – Take responsibility for the Take responsibility for the

consequences for your action consequences for your action – Expect a higher level of responsibility Expect a higher level of responsibility

for self actions and the consequences for self actions and the consequences of those actions than those of others of those actions than those of others

– Be responsible for the actions of Be responsible for the actions of followers and for achieving the followers and for achieving the objectives of the organization objectives of the organization

LDR 4-35


Activity 4.3Activity 4.3

Relationship Activity: Ball-Toss Relationship Activity: Ball-Toss – Relationships are built, tested, and Relationships are built, tested, and

influenced continuously influenced continuously – This activity demonstrates this in an This activity demonstrates this in an

enjoyable wayenjoyable way

LDR 4-36


SummarySummary

Empowerment and delegation Empowerment and delegation

Creative problem-solving Creative problem-solving

Building relationships through the Building relationships through the leadership factors leadership factors – TrustTrust– ResponsibilityResponsibility– AccountabilityAccountability– ModelingModeling– CommunicationCommunication– The leader-follower relationship The leader-follower relationship

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Chief Officer Training Curriculum

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