Firehouse

JAN 2017

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O ver the past two years, we've talked a lot about personal and professional leadership. Not that every article is directly about leadership, but just about everything we do has some connection to leadership, at some level. This month, let's take a look what it takes to become the leader who people NEED, instead of always trying to be the leader people WANT. Key questions Have you been reading this column? Do you know whether you're a Leader, a Man- ager, a Follower or a Slug? (Read "What Does Leadership Look Like?" firehouse. com/12023281.) Have you attended any conferences or seen presentations from any of today's (active) or yesterday's (retired) presenters? Have you BEEN a presenter or polished up that résumé to submit to BE a presenter in the future? Who do you follow on Twitter, Face- book or any of the myriad social media platforms? How's your PERSONAL physical, mental and moral presentation? What was the last class you took, and did you contribute or merely sit through the class? What was the last certification or degree you obtained? How many people from your organization have branched out to attend other conferences and classes, teach other programs or make presen- tations? When you tell someone where you're from, do they recognize that name or, probably more importantly, do they recognize that name as a positive and proactive organization/community? Do your troops recognize you as the leader for more reasons than just your title? Don't get me wrong, I don't have great answers for ALL of those ques- tions, but then again, I readily acknowl- edge I'm not perfect and, in most cases, I'm not the leader people WANT. But I do I hope I'm the leader people NEED at this point in time. That's another impor- tant dynamic: Being the leader people need today might not be the leader peo- ple need tomorrow, in proverbial terms, of course. Leadership is a 24/7 function; however, the "need" will be calculated over time, based upon a combination of conditions on the ground for the troops and community, and the political and financial climate you operate in. The 10/80/10 principles Staying with the theme that there are four types of people in the world—Lead- ers, Managers, Followers and Slugs—I believe MOST organizational compasses and their folks fit into both of the 10/80/10 principles I'll discuss below. I recognize that really high-performing organizations will find the percentage of both principles as being closer to 5/90/5, but speaking frankly and honestly, we're not seeing too many of those in the fire and EMS service, so these principles are merely a reflection of what I believe we are all see- ing in today's departments. 10/80/10 Organizational Principle This is a public safety cast where 80 per- cent of the people are working for the right reasons, with the right moral and mental focus, prepared to do the business of the people and for the people. These folks make sure the organization stays on track. I submit that this 80 percent is where your "formal" Followers, Managers and Leaders fit. Then there are the 10 percent on the left and 10 percent on the right who are constantly, directly or indirectly, con- sciously or subconsciously, trying to derail the organization. Now when I say "left" and "right" here, we're not talking about Democrat vs. Republican; we're talking about differences in ideology and general approach to the job—and there can be people on either side of any issue whose actions disrupt the organization's progres- sion. Many times, these are your "infor- mal" leaders along with their Managers and Followers, dragging along Slugs. The 80 percenters may simply view both sides as Slugs. These are not neces- sarily lost souls, and there may be clarity to their message, especially if the orga- nization is moving forward but barely making progress. When progress has slowed or you're stalled, it is advisable to listen a little closer to the "clickity-clack" and determine whether the left or right MIGHT be in harmony with your organi- Be a Leader Who People NEED This is NOT necessarily the leader they WANT By Marc S. Bashoor CHIEF CONCERNS MARC S. BASHOOR joined the fire service in 1981 and was appointed fire chief of Prince George's County, MD, Fire/EMS in December 2010. It is the largest combination department in North America. His progressive community-based approach has led to record hiring and a strategic apparatus replacement plan. ChiefBashoor@gmail.com @PGFD_Chief Connect with Marc This is a public safety cast where 80 percent of the people are working for the right reasons, with the right moral and mental focus, prepared to do the business of the people and for the people. 52 l Firehouse l January 2017

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