Chapter 6: Effective Supervision

Question 1

Chapter 6: Effective Supervision p93

What are the three most important decisions will make as a manager?

Answer 1

1. Whom you hire
2. Whom you promote
3. Whom you allowed to remain on your team

Question 2

Chapter 6: Effective Supervision p93

How should the department should be judged/evaluated. How does the company officer influence that tally?

Answer 2

The department should be judged by the ratio of functional fire companies to nonfunctional fire companies.

The company officer then has the responsibility of taking a fire company from being average, to becoming functional.

Collectively company officers can make or break a department.

Question 3

Chapter 6: Effective Supervision p93

What’s the key to limitless success of the department?

Answer 3

If the organization provides the company officer with the necessary leadership tools, motivation, and support, the potential of the organization becomes limitless.
__

Question 4

Chapter 6: Effective Supervision p94

What are the three primary responsibilities for company officers?

Answer 4

1. Deliver a service outside of the firehouse: (fire suppression and prevention activities, rescue, EMS)
   Officer must build the product of a functional fire team of members who are willing, able to do a good job, with good team chemistry, etc. If the product is shoddy it’s the company officer who produced it.
2. Develop a product inside of the firehouse: Build the team inside and deliver it outside.
3. Manage fire department business at the company level: Varies from department to department. Management and administrative functions are important for a variety of reasons. He can’t be a professional without committing to quality work in every area that’s required.

Question 5

Chapter 6: Effective Supervision p94

What does a fire officer needs in order to do his job proficiently?

Answer 5

Chosen culture
sound leadership philosophies
operational philosophies
supervisory tools

If anything is missing the company officer has to pick up the slack in the firehouse and fill in the gaps.

Question 6

Chapter 6: Effective Supervision p95

How does Thompson approach leadership?

Answer 6

1. Clear vision for what he expects from each position in the organization.
2. Vision is communicated in terms of leadership in the operational philosophy.
3. Outcome driven, rely on and empower members to take ownership for achieving those outcomes.
4. Provide broad parameters for achieving success, each rank develops their own vision of success in philosophy at the organizational level. Must incorporate vision and philosophy of ranks above them (organization)

Question 7

Chapter 6: Effective Supervision p95-102

List of qualities for the functional company officer: 5

Answer 7

1. Do good and no harm
2. Knowledgeable, skills, abilities
3. Character
4. Emotional maturity
5. Ambition

Question 8

Chapter 6: Effective Supervision p96

Do good and no harm

Answer 8

Hippocratic oath, basic but true. Obviously stuff like hazing and bowling less obvious is choosing not to train, allowing company to take prepared shortcuts, failing to correct obvious behavior or performance issues.
__

Question 9

Chapter 6: Effective Supervision p96

When you have officers that are good people, who have knowledge, skills, experience and abilities to be successful. But in reality have a substandard team, what is the most common explanation?

Answer 9

The most common explanation is complacency and the lack of officer preparation

Question 10

Chapter 6: Effective Supervision p96-97

Knowledgeable, skills, abilities

Answer 10

Firefighting is a technical hands-on activity. Unconscious incompetence is dangerous.

Officer needs to bring something to the table.

Question 11

Chapter 6: Effective Supervision p97

Character

Answer 11

Respectable character, (person’s mental and moral qualities). Good character is doing the right thing because it’s the right thing to do. Officers are held to a higher standard.

Question 12

Chapter 6: Effective Supervision p98

TCFD’s 20 leadership and personal traits incorporated into the hiring process

Answer 12

1. Dependability
2. Professionalism
3. Ambition
4. Decisiveness
5. Endurance
6. Enthusiasm
7. Initiative
8. Integrity
9. Sound judgment
10. Justice
11. Technical knowledge
12. Tact
13. Unselfishness
14. Loyalty
15. Compassion
16. Preparedness
17. Respect
18. Courage
19. Humility
20. Empathy

Question 13

Chapter 6: Effective Supervision p99-102

Emotional maturity

Answer 13

Emotional maturity has a tremendous influence on the firehouse environment and on the fire ground. Emotion and reason can be viewed as opposing forces in decision-making. Emotional intelligence as tactic memory. Confront emotions to make better decisions.

Company officer with emotional maturity demonstrates the ability to follow through. – The company officer commits to continuing to do what is right even when he doesn’t feel like it.

Company officer with emotional maturity doesn’t get overly emotional about complement or criticisms – They are secure in their position.

Company officer with emotional maturity possesses a spirit of humility. – Humility parallels maturity doesn’t draw attention to themselves realize others have contributed to their success can openly give credit to the company

Company officer with emotional maturity basis decisions on characters not feelings. – Value guide their decisions, able to progress beyond merely reacting based on emotion.

Company officer with emotional maturity expresses appreciation. – Sees the big picture realizes the positive influence they have on the company/community.

Company officer with emotional maturity knows how to put the needs of others before themselves. – A mature person is one whose agenda revolves around others, not self. Pathway to leadership is getting past your own desires and focusing on meeting the needs of those for whom you work, and those who look to you for leadership.

Company officer with emotional maturity seeks to understand before acting. – Doesn’t presume they have all the answers. Think before acting, not ashamed to seek advice from company.

Question 14

Chapter 6: Effective Supervision p103

Ambition

Answer 14

Most challenging to correct. You’re asking for trouble placing someone who lacks ambition into a position to practice leadership. CO who lacks ambition is not leading, they are just letting things happen. Only hire and promote those with ambition, cant be taught. Motivate officers lacking ambition by making the experience personal. Using mentors or coaching techniques, make connection between the roles and responsibilities of the position and the consequence associated with low performance. Help officers see what success looks like.

Best place to start is by clearly defining what it takes to succeed at the company level then defining the knowledge skills abilities tools to achieve that success.

Question 15

Chapter 6: Effective Supervision p104

Why is it important that respect be given to new recruits and engaged in learning their new profession versus being told to stay quiet and speak when spoken to?
__

Answer 15

Because the latter damages ambition of new recruits and shouldn’t be acceptable. Respect is a two-way street you must give respect if you want respect.

Question 16

Chapter 6: Effective Supervision p105

Thompson survey of 100 firefighters asking what they felt they needed to be successful and satisfied, their perceived needs.

Answer 16

Purpose
trust/honesty/fairness
respect/encouragement/appreciation
personal and professional security
leadership
training and development
comprehensive firefighter welfare and support programs
separation between work and family, has needed
opportunity to make a difference
chance to leave a legacy
\_\_

Question 17

Chapter 6: Effective Supervision p105

leadership versus supervisor

Answer 17

TCFD company officers are viewed as either supervisors or leaders. Because not everyone has what it takes to be a leader. Everyone can be taught about leadership, and can practice leadership but not everybody has what it takes to be a leader.

But all company officers must be good supervisors that’s their job. While not a leader they can still be successful.
__

Question 18

Chapter 6: Effective Supervision p106

Motivator vs Demotivator

Answer 18

Motivator should be strict, encouraging, and most of all honest. Young firefighters need true assessment of their strengths and weaknesses in order to improve. Encourage in an effort to bring out the best in people.

Demotivation is more about the fear of being honest. Having an ego, or or the fear of being proven incompetent. People who demotivate belief or harass

Question 19

Chapter 6: Effective Supervision p106

How to be an effective communicator

Answer 19

Effective communication is about listening, thinking before you speak, and delivering your messages with sincerity and honesty.

Question 20

Chapter 6: Effective Supervision p106

As a company officer why should you always think before you speak, and not share everything you think?

Answer 20

Don’t get so comfortable around her crew that you feel you can say whatever you want – because you can’t.

Your crew hangs on your every word, so your unthinking candor can be good or bad.

Question 21

Chapter 6: Effective Supervision p106

Officers can often be put into situations when doing the right thing is not always the popular thing. This is why it’s so important to take advantage of easy supervisory victories. Such as:

Answer 21

Caring about your crew’s family
Participating with the crew and not isolating yourself
Maintaining your knowledge and skill level
Investing in your crew success
Passing on accurate information
Trusting and forgiving-

these are low-risk ways you can commit to your crew and gain their trust and earn the respect.

Question 22

Chapter 6: Effective Supervision p107

what does your crew looked at the company officer for?

When your crew is looking for these items, it’s important you present them in what manner?

Answer 22

For:
direction
consistency
reassurance
redirection

A commanding presence when you speak and listen.
Speak with compassion, confidence, and calmness.
Never forget listening is the most important part of Communicating, and the best way to get to know your company

Question 23

Chapter 6: Effective Supervision p107

“Four-way test of things we think, say, or do”

From the Rotarians

Answer 23

Is it the truth?
Doesn’t respect all concerned?
Will it build goodwill and team chemistry?
Will it be beneficial to the team?

Question 24

Chapter 6: Effective Supervision p107

What are the two things that separated effective supervisors from leaders?

Answer 24

1. The courage to push the fire company to achieve excellence
2. The ability to inspire individuals to be the best professional versions of themselves

Question 25

Chapter 6: Effective Supervision p107-108

The first step towards developing company level expectations is to answer the following questions:

Answer 25

1. What is the purpose of the fire company?
2. What new level of knowledge and skills to be want each member of the company to have?
   average/above average/elite
3. What are the formal and informal roles and responsibilities of each team member?
4. What does company- level of success look like to you? What will it take to get there?
5. What motivates each member of your crew?
6. How will they know they are meeting expectations?
7. How will you let them know when they are not meeting your expectations?

Question 26

Chapter 6: Effective Supervision p108

Why do you need to ensure that your team understands their mission and the vision?

Answer 26

These are the organizational tools that are in place to help you focus the team and provide necessary direction for development.

Question 27

Chapter 6: Effective Supervision p109

When the officers at the point where mission and vision are clear, and the team understands company and individual expectations. At this point CO is an effective supervisor. What is next for the company officer?

Answer 27

Company officer takes on a coaching role for performance and behaviors. This is where the company officer can really focus on team chemistry and a firefighter’s need for respect, encouragement, and appreciation.

Question 28

Chapter 6: Effective Supervision p109

During this coaching stage what is the primary responsibility for the fire company coach?

Answer 28

To develop, motivate, and correct.

This also involves teaching, mentoring and counseling.

The most important job for the fire coaches to get the team ready for the day, and keep them focused on what’s important: the mission, vision, and teamwork.

Question 29

Chapter 6: Effective Supervision p109

What should fire companies do to stay focused on the big picture?

Answer 29

They need to look up every now and then to see where they should be positioned mentally and physically.

It’s the company coach’s job to get the company to look up every now and then see where they are, where they need to be based on their job and their personal goals. Failing to do this allows a drift to failure.

Question 30

Chapter 6: Effective Supervision p109

Package preparedness

Answer 30

Giving each company an idea of what preparing for fire looks like. The more preparation that goes into game planning more likely the team will be successful.

Question 31

Chapter 6: Effective Supervision p112

The career firefighting faces severe mental and physical threats such as cancer, suicide, and other behavioral and physical ailments. How are these threats minimized?

Answer 31

The threats to firefighters must be aggressively combated with policies, practices, programs, and educated supervisors who are not afraid to intervene with the intention of protecting the health and welfare of people in their charge.

Question 32

Chapter 6: Effective Supervision p114-115

What are the things the company officer can do to mentally position each member of the company for success and survival in the firehouse and on the fire ground?

Answer 32

1. The power of day one – set expectations that are well thought out and discussed in person. The power of one day is TCFD’s motivational tool for fresh starts where new expectations begin.
2. Maintain mental and physical position – coach should be the defining role of the company officer, except on the fire ground when the company officer becomes a quarterback.

Question 33

Chapter 6: Effective Supervision p115

When maintaining mental and physical position the company officers may enroll is that of a coach. What are some of the tools of coaching that should be engaged?

Answer 33

1. Accountability – expectations are worthless if there’s no accountability. Don’t give up and don’t give in tempered with love, comes from responsible, disciplined living.
2. Troubleshooting – quickly addressing issues, focus on performance, actions, and behaviors in relation to expectations and establish standards.

Question 34

Chapter 6: Effective Supervision p116

disciplines dues and don’ts

Answer 34

1. Threat and fears are not motivators.
2. Don’t let the reason for discipline result from your lack of supervision..-If you allow members to drift towards failure and you have to discipline them you own part of the problem.
3. Always opt for the least intensive, most effective form of correction. It’s almost impossible to remove a motion from disciplinary process, they could focus the correction instead of punishment you will position yourself mentally to do with the situation.