JAN 2017

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Request information at e-inquiry you're in an environment of change. The dynamics of public safety unfortunately mean we are routinely in a state of flux or change. The people who are here for the right reasons want to be part of the 80 percent. You may need to convince them that the change and the WHY is in their best interest, as well as the best interest of the organization. There's a time and a place to get involved; then there's a time and place to trust that your people understand WHY and that they will "get it done." Micromanaging every facet of what your folks do is the surest way to overwhelm yourself and unin- tentionally derail the organization. Do you want people to throw up their hands and become part of the 10 percenters who aren't performing? If so, then micromanage what they do every day. It won't take long to derail yourself. I've personally been on both sides of these weeds and rails, and constantly have to evaluate whether my own personal involvement in particular projects or assignments is really necessary—or maybe it is/was something I was taking too personally and seriously. Similarly, you cannot just cave to the Slugs. Everyone needs to be given the opportunity to succeed on their own, being recog- nized when they succeed, and held accountable when they do not. It is likely that the 10 percent operating in full-Slug mode will likely require MUCH more of your attention than your 80 percent- ers. The accountability stage is being watched by 100 percent of the organization, especially by the 10 percenters on the right and left. If your accountability is "successful," you may convert some Slugs to Followers, moving them into the 80 percent. That's your best chance to make a difference. If your accountability is weak or unsuccessful, you risk sustaining the perception among the 10 percenters that 10 percent-land is the place to be. In sum To succeed as a leader, you have to be part magician, part boss, part friend and part follower. Listen, give everyone the opportu - nity to contribute and succeed. Dealing with change and person- nel issues is difficult work. I submit that most of an organiza- tion's troubles come from these two areas. The Leader has to be educated enough, compassionate enough and tough enough to get people where they need to be, which is routinely not where they want to be. You need to keep your 80 percent in high-per- formance mode, and work toward becoming a high-performance organization. At the end of the proverbial day, though, make the decisions necessary to keep your organization on track and your people on board. Be the Leader people NEED you to be, not merely the Leader they WANT. n Our dinosaurs need to face facts. If your ONLY mission/vision involves the physical movement of fire trucks and ambulances, you will eventually become extinct. For More Chief Concerns January 2017 l Firehouse l 55

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