Interview Flashcards

1
Q

What is your leadership style

A

I believe I have multiple different styles and I like to tailor it to the needs of the individual. I think understanding your crew and getting to know what makes them operate, is key in getting the most out of them. I’d say most of the time I have a democratic/servant leadership style. I like to have the crew come together and make decisions on day-to-day activities and anything else that’s not absolutely necessary to the mission of the fire department. These are things like when to work out, go shopping, do inspections and when they like to schedule training. Sometimes it’s out of our hands, but by letting the crew make these decisions, it creates buy-in and promotes inclusion and team chemistry. On the other hand, I also have times that I use an Authoritarian style. I think you guys may know that I hold myself to high standards and I tend to expect the same out of those around me. I was taught early on in my career to do all the little things to the best of your ability, take care of your equipment and stations and obey the policies. To this day, I maintain that standard, and like I said, I will expect that of my crew. They will also know that in situations that are operational and time sensitive, I won’t be asking for input. Those are times I’ll need to make quick and decisive decisions and I’ll expect them to comply with those orders in those types of situations. Of course, they will know that if they have a question about safety, it’s okay to speak up. But these are situations I hope to cover during training, on low impact calls, and around the coffee table. I also lead by example. Some of my attributes I portray are hard work ethic, positive attitude, and attention to detail. By doing that, I feel it gives me the ability to have an expectation that those that I work with, do the same. For example, I make sure my engine is never under ¾ fuel when I turn it over, I keep it clean, and I write up any issues that I can’t fix on my own. I have those same expectations of my other engineers. Unfortunately, not everyone holds themselves to that same standard and I can occasionally get disappointed. But, by constantly upholding that standard, I can have that expectation of my crew because that is the way I’ve carried myself for my whole career.

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2
Q

What is Servant Leadership

A

Leader focuses primarily on addressing the needs of their employees and customers.

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3
Q

What is Democratic Leadership

A

This approach encourages participation and collaboration among team members. The key to being a democratic leader is creating a team culture where individuals feel they are valued and important.

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4
Q

What is Autocratic Leadership

A

The authoritarian (or autocratic) leadership model requires explicit power over an organization or group. For instance, during the decision-making process, they rarely involve others.

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5
Q

What is Transformational Leadership

A

This style inspires people through their clear vision. Additionally, they tend to excel in effective communication and focus on instilling purpose in employees and customers alike.

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6
Q

What is Transactional Leadership

A

Transactional leadership is a results-driven approach that follows a distinct organizational hierarchy.

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7
Q

What is Laissez-Faire Leadership

A

Laissez-faire, or delegative leadership, is a “hands-off” style that gives individuals freedom and control over their job.

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8
Q

What is Charismatic Leadership

A

Those who exhibit this dominant style are driven, influential, and determined to see their life mission come to fruition. As skilled orators with a distinct vision, they inspire the mobilization of efforts toward a collective cause.

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9
Q

What is SMART goal

A

–Specific
–Measurable
–Attainable
–Realistic
–Timely

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10
Q

What is the Mission Statement

A

“The mission of the Escondido Fire Department is to serve the public and to safeguard the
community from the impact of fire, medical and environmental emergencies through education,
emergency services and enforcement.”

Add to it—-

And to promote a team oriented mindset within the Fire Department and City of Escondido through training, communication and respect.

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11
Q

What are the Core Values

A

Courage, Honor, Duty, Pride

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12
Q

Courage

A

We acknowledge that courage goes beyond heading into burning buildings
while others are running out; it is the fortitude to do the right thing, always.

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13
Q

Honor

A

We believe that serving the community is an honor and we hold ourselves to the
highest standards.

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14
Q

Duty

A

We understand that our service is our duty to our community and we carry it out in
the finest tradition of the fire service.

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15
Q

Pride

A

We take pride in our professionalism, whether we are utilizing our extensive
training or offering a simple gesture of comfort to those we serve.

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16
Q

Organizational Principals

A

Service
Public Trust
Teamwork
Excelence
Employees
Integrity
Inovation

17
Q

Organizational Principals

A

Service: We believe in delivering professional and courteous services of superior quality
that exceed the expectations of our customers. We understand the community is the
reason for our presence.
⎯ Public Trust: We believe serving in the public’s trust is an obligation, which demands the
highest standard of personal credibility and ethics.
⎯ Teamwork: We believe teamwork is essential to reaching our goals. We recognize that
effective teamwork leads to higher achievement.
⎯ Excellence: We believe aspiring to excellence leads to continuous improvement in our
operations and service.
⎯ Employees: We believe employees are our most important resource. We value each as
a vital contributor to the success of our organization.
⎯ Integrity: We believe integrity is non-negotiable.
⎯ Innovation: We believe in innovation, the exchange of new ideas and seeking a better
way.

18
Q

Closing statement

A

Well first, I’d like to thank you for taking your time to meet with me today, I truly appreciate it. I’m extremely excited to challenge myself and step into a leadership role within this department. I feel like I have been informally preparing to be a company officer for quite some time. I’ve always been an advocate for the department, I’ve held myself to the highest standards, and I’ve been an active participant my whole career. I can assure you that won’t change if you give me this opportunity. I looked through all my performance evaluations and found some common descriptive traits as I read through them, such as, good work ethic, self-motivated, dependable, organized, common sense, attention to detail, and informal leader to name a few. That describes the kind of leader you will be getting. I can also assure that everything I do, I do to the best of my ability and I strive to make it better. I always look for ways to improve and be more efficient and it shows with every project and position I’ve had. And lastly, I’d like to say I strongly believe I am the best candidate for the job and promise to prove it to you if you decide to give me a chance. Thanks again for your time and consideration.

19
Q

What have you done to prepare?

A

In preparation for this position, I’ve actively engaged in various facets of departmental activities and assumed leadership roles. As a member of the North Zone Engineer Academy cadre, I’ve contributed significantly to training the next generation of firefighters. Additionally, I’ve served as an agency representative and proctor for the Engineer Academy, ensuring rigorous training standards and professionalism are maintained. I’ve also participated as a pump operator and instructor at the Palomar Fire academy and our own internal academies.
During my tenure as EFFA secretary for eight years, I’ve consistently demonstrated effective communication and organizational management skills. Being entrusted as a negotiator for four contracts underscores my ability to advocate for our team’s interests successfully.
Moreover, I’ve undertaken substantial long-term projects, such as overhauling the map testing process to improve clarity and efficiency. Currently, I’m independently managing the SCBA and air compressor project, leveraging my expertise in project management, financial oversight, and technical proficiency to ensure its success. I just assisted in purchasing a $100,000 Air Compressor and we are preparing for a purchase of over 1 million dollars to overhaul our aging SCBA equipment.
Through my extensive experience and leadership roles, I have demonstrated my dedication, strong leadership capabilities, and effective project management skills. My diverse skill set, commitment to excellence, and proven track record of success make me highly suitable for this position.
Additionally, I have been actively serving as an acting Fire Captain for the past four years, totaling 94 full-time acting shifts. During this time, I have successfully managed numerous challenging situations, including leading the Incident Command for two hazardous materials calls, handling multiple vehicle rollovers, and addressing employee safety incidents such as needle-sticks.
Moreover, I have effectively managed complex incidents, such as coordinating response efforts for two separate accident reports in a single day and writing After Action Reports (AARs) for incidents involving hazardous materials and emergency traffic declarations.
My hands-on experience, coupled with my leadership abilities, positions me as a highly qualified candidate for this role, ready to contribute effectively to the team’s success.

20
Q

Define ethics? Why are they important to the position of Fire Officer?

A

Ethics refer to a set of moral principles or values that govern a person’s behavior, actions, and decisions. These principles guide individuals in distinguishing between right and wrong, and they serve as a foundation for ethical conduct and integrity in both personal and professional contexts.

In summary, ethics are foundational to the role of a Fire Officer, influencing every aspect of their leadership and decision-making responsibilities. By upholding ethical standards, Fire Officers not only fulfill their duty to the community but also inspire trust, promote safety, and cultivate a culture of integrity within the fire department.

21
Q

What does accountability mean to you as a Fire Officer?

A

In summary, accountability is the cornerstone of effective leadership and professionalism in the fire service. As a Fire Officer, I embrace accountability as a guiding principle, striving to uphold the highest standards of responsibility, integrity, and commitment to excellence in all aspects of my role.

22
Q

How does management come into play in your role as a Fire Officer?

A

Overall, effective management in my role as a Fire Officer is essential for ensuring operational readiness, promoting safety, and achieving successful outcomes during emergency incidents. By applying sound management principles, I strive to enhance the effectiveness, efficiency, and professionalism of the fire service to better serve our community.

23
Q

What does Customer Service mean to you?

A

Bed side manner, Legendary customer service, above and beyond,
Talk about talking to the family about what is happening and where the patient is going and the severity of the illness or injury, also how I make sure to pick up the trash from everything we do before leaving, calling the customer before inspections, I also believe that being properly trained and ready to stabilize/mitigate different emergency situations, provides great customer service
In essence, customer service in the fire service is about going beyond just responding to emergencies. It involves building trust and rapport with the community, educating the public on safety, and ensuring a high standard of care and professionalism in all interactions. This holistic approach helps create a safer and more resilient community.

24
Q

Buy-in to the Department:

A

I’ve bought in my whole career and been an advocate for Escondido Fire Dept. It starts with taking on projects, and every one I’ve taken over, from Apparatus and Equipment paperwork collection to the Map test 1 and 2 (rewrote both Probationary Map Tests part 1 and 2. Both tests were found to have vague questions, some discrepancies and some illegible words, which led to inconsistent or incorrect answers and poor scores. I rewrote the test to have more defined questions and answers, clarify any inconsistancies and clean up any illegible streets on the map. This has led to better scores, more consistant answers, and a more efficient testing process for our newer employees.) and the SCBA program (created a new more efficient Lost/Damage system, added the mask and MMR monthly cleaning to Target Solutions, took the project over with no documentation and now I have every single piece of equipment documented with serial numbers.) My goal is to always make something better and more efficient than before I had them. I also made the first carbon copy apparatus swap form, I came up with the first color coded envelope because we had to send all the face sheets from every transport to admin, and I made door stoppers with carabineers and attached them to the monitors to keep doors open when we didn’t respond with an ambulance and the door locked behind us. It also has to do with making those around you better and well trained. Making it a priority to invest in those that are coming up below you is really what can have a positive effect on the department and to instill the standards and culture and expectations into the newer employees will help carry this department in the future. With that, it really helps to be a positive role model and understand that I’m being watched. (Tell story about seeing experienced FF’s getting mad about running calls and then I became the same way until a well-seasoned captain advised me to check myself since I have a long career. I had to do some self-reflection and realize he was right and needed to change my attitude. I also asked some of the other veteran FF who had great attitudes how they kept so positive. They essentially said they come to work to run calls and train and anything more than that is a bonus, so I took on that mentality. I also realized how much impact I can have as an older veteran employee and how showing negativity can affect the younger generation in a way that they think it’s normal or okay to do.) Now I make sure to keep negative thoughts with in or at the bare minimum, outside of work or with my own rank. Most of the time if you can stop and recognize the negative reaction, then you can also take a step back before reacting. From that point on, I really concentrated on having a positive attitude and working with a smile. I essentially had to retire El Jefe. That’s when I realized I can have a positive influence on this department and I can be an informal leader.

25
Q

Baby Boomers

A

–born between 1946 and 1964
–currently 60-78 years old
–Often associated with a strong work ethic and dedication to their careers.
–Value face-to-face communication and may have more traditional views on work-life balance.

26
Q
  1. Generation X
A

–born between 1965 and 1980
–Currently 44-59
–Experienced economic uncertainty and witnessed the rise of technology.
–Known for their independence, adaptability, and skepticism towards authority.
–Tend to prioritize work-life balance and value flexibility in the workplace.

27
Q

Millennials or Generation Y

A

–born between 1981 and 1996
–currently 28-43
–Grew up in the digital age and are comfortable with technology.
–Value diversity, collaboration, and social responsibility.
–Seek meaningful work and prioritize a healthy work-life balance.
–Often characterized as entrepreneurial and innovative.

28
Q

Generation Z

A

–born after 1997
–Currently 27 or younger
–Considered digital natives, having grown up with smartphones and social media.
–Value authenticity, individuality, and social causes.
–Prefer instant communication and are accustomed to accessing information quickly.
–Tend to be pragmatic and focused on practical skills and experiences.

29
Q
A