Fire-&-Safety-The-Capstone-Way

It is difficult, if not impossible, for a person to out-perform his/her self-image. A member's self-image (positive or negative) has a direct impact on productivity, and supervisors are responsible for improving productivity within the Company. This reality illustrates the fact that supervisors must share the responsibility for helping members maintain positive self- images, and by doing so, help the members remain positive, productive and healthy contributors in the company. Supervisors will understand and support the standards established by the Company and hold their members accountable. Supervisors will not disqualify members who meet Company standards but do not meet the supervisor’s personal standards. If supervisors feel that the Company’s standards are too low they will strive to raise the standards before disqualifying the member. Supervisors must be consistent with their subordinates and within themselves, someone else is always watching. It is important to understand that supervisors are paid to solve problems, and when they don't, problems get exaggerated. In order for supervisors to consistently solve problems in a positive manner, they must take a very flexible approach to problem solving, keeping the goal of their actions in mind at all times. When dealing with problems involving the behavior or performance of members, the supervisor's success will many times depend on his/her ability to put the responsibility for the solution back on the member....then help them. It is important that supervisors have excellent listening skills, display empathy when listening and carrying out their duties, and by all means, avoid being self-righteous when evaluating problems involving the conduct of others. Supervisors are expected to turn negative situations into positive ones whenever possible, keep problems in perspective, and address them at the proper level in the Company. Effectively dealing with the negative can create loyalty and commitment from the member in the future. A good supervisor knows how to approach each of his/her members in a way that will provide a positive change in performance or attitude. The most effective tools supervisors can use are setting a good example, listening, coaching, counseling, encouraging, nudging, directing and other supporting actions. In fact, to prevent major problems, regular coaching and counseling are critical. However, a sustained history of unsatisfactory performance by a member must be documented by the supervisor(s). It is usually not necessary for a member to suffer monetarily, physically or mentally when solving a problem, even if it makes the supervisor feel better. All Company supervisors must remember that punishment, in and of itself, will not usually modify behavior. If you are going to punish a member, but not dismiss him/her, take appropriate action to be positive after the event and help manage and direct the member's re- entry into the Company. This concept and responsibility is very important in the system. If a particular member is going to be retained after a problem has occurred, which is usually the case, there should be a defined process to provide a "way back", a way to be whole again. This "way back" may be a little different each time, but will usually require not only empathy and acceptance by the leaders and other members of the Company, but a behavioral change on the part of the particular member trying to "get back in." Supervisors should make this issue a regular consideration in the problem-solving process, and provide whatever guidance and/or counseling that is required to make this re-entry a success for all concerned, so that the system

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