Building A High Performance Company
Are leaders born or taught? If you weren’t born a leader, can you become one? Who does the bulk of the work in your department? Who provides the services to the community? Who is interacting with the public? It is the company – an engine, truck, or any other company in your department. The firefighters and company officers take the chiefs’ plans and put them in motion. So, who sees the most opportunity for improvements? Those putting the chiefs’ plans to work. Building A High Performance Company explores ways to improve your organization by using leadership principles to build effective companies. We take the science of leadership and apply it to a fire department’s operations because leaders can be taught.
Striving For Success Is Not An Accident
This class explores ways for the fire service to be successful at an emergency scene and in its daily operations. How you say? We teach a method used in successful business that always challenges the status quo to become better; to always find ways of improving operations and services to bring more value to your community. So, whether you are interested in improving on scene operations or seeking ways to improve your department’s value to the community, join us to see how fire departments can use a proven system.
Fire Ground Decision Making: Crew Resource Management
This class provides a new perspective on department operations. This new approach provides a tangible tool students can use to reduce human error, injury, and fatality rates significantly in all arenas of their fire department operations. Human error is the most common cause of fire service accidents; yet, we do not focus on this area to prevent future accidents. Similar industries using CRM have seen a reduction in accidents rates of 60-80%. In the fire service, this has the potential to reduce our line of duty deaths by 70 and injuries by 70,000 annually. These numbers are within reach and CRM provides the tools to attain these numbers. Through the class, students develop CRM skills in situational awareness, decision making, root cause analysis, organizational culture, and authority. After the class, students will have received the fundamentals to begin practicing the application of powerful decision making techniques and the development of successful crews with dynamic situational awareness.
Responding to Emergencies With Special Needs Residents
An increasing number of people in the general population have special needs. The special needs population can create unique, tense, or frightening emergency response situations for the individual, the family, and the response team. Whether the responder is from the fire department, in EMS, or a law enforcement officer, controlling the situation is important to victim survivability, patient care, or public safety. However, traditional interaction methods may escalate the situation instead of improving the situation. Responding to Emergencies with Special Needs Residents teaches first responders in fire, EMS, or law enforcement the basics about Autism and ways to help those with Autism.
Those Bombs Aren’t Dropping on You: Emergency Scene Communication
The Viet Nam battle for Hamburger Hill caused over 400 US casualties. Over 30% of those were caused by “friendly fire”. Often, this was simply because senior officers didn’t believe radio reports from junior officers that artillery or US planes were dropping ordinance on their own people. Every high consequence organization, including fire departments, can fall into emergency communication traps that erode situational awareness. This can lead to poor decision making, injuries or deaths, increased property loss, and civil liabilities. The answer to reducing this starts away from the emergency scene by building leadership in officers and crew cohesiveness. This class relies heavily on audio and video from incidents to support discussion on communication errors made, the root causes, and potential solutions to reduce a recurrence in the future.
Seeking Out Higher Reliability Employees
The fire service has often used the same testing process for decades. The all-too-typical process includes a written test and interview for hiring and promotion. While there may be other components such as a physical agility, these are the components used to measure a candidate’s knowledge and personality. While the process has produced great candidates, could tweaks help us find even better candidates? Since leadership potential can be measured in a valid and reliable written test, should this be part of a written? Should a psychological assessment specifically tailored to the fire service be used for incoming candidates? Can an assessment center give us a better measure of a person’s ability to succeed if promoted? How do we instill our department’s values into these processes? How do we incorporate this into our processes? This class introduces those ideas and presents ways to make them part of your testing process to help hire and promote more highly reliable employees.