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ePaper created 2015-12-16, 23:56:09 | version 1.33.0
and the individuals involved can put the situation behind them and go on. Not doing so, may plant "company cancers" throughout the Company over a period of time. Remember, friends come and go, but enemies accumulate. This is also true for companies. In most companies it is common for supervisors to avoid problem people. This is a poor practice. In fact, supervisors should make a point of spending time with problem people. You have to supervise people who you don't like and people who you do like. When dealing with these delicate situations, attempt to address the "bottom line" issues and you'll get to the root of the real problems that stand in the way of effective relationships. A supervisor who attempts to be diagnostic with the work group in order to head-off problems before they occur will find that very few situations will get to the point where formal supervisory action is required. At times, upper-level supervisors, although striving to be inclusive, may have to dictate an absolute solution to a personnel problem to a lower-level supervisor who is handling the situation. However, occurrences such as this should be kept to a minimum. In most situations, if an absolute course of action is being dictated from above, regardless of the supervisor's recommendations, the upper-level supervisor should strongly consider handling it personally or getting directly involved in the problem. This helps minimize supervisors appearing to simply be messengers from above, rather than decision makers. Also, these types of decisions are usually most effective if, whenever possible, all levels of supervision are kept fully informed. Being responsible Leaders - Leadership is the critical element in maintaining the high standards of performance and the positive image of the Company within the community and the fire service. Leaders respect each other and the members of the Company. Leaders don’t take credit for things that they didn’t do or for the ideas of others. Leaders give praise and credit at every opportunity. Leaders work in a spirit of cooperation not competition. Leaders share information with other leaders not withhold it for their own advantage. Leaders are sensitive to the overall good of the company and do not circumvent the chain of command for personal gain. Responsible leaders are concerned about the impacts of their actions and how they will affect the company and the members. Leaders understand that the most effective change occurs from the bottom up not the top down. Effective leaders coach, relay good news and bad and give positive feedback that works. Leaders demonstrate self awareness and a willingness to accept feedback and continuously develop. There are many leaders in the Capstone Fire Management. Some are formal leaders who have this responsibility not only because of their structured positions in the Company, but usually also because of demonstrated ability. Others are informal leaders who do not hold structured positions of leadership in the Company, but are viewed by the members as leaders just the same. This leadership responsibility, whether formal or informal, is one of the biggest responsibilities and most critical elements in the overall effectiveness and well-being of the Company. As a leader, you are always setting an example, whether intentionally or not. This example may be good or bad, but it's always there. Formal and Informal Leaders should periodically ask themselves whether their words or actions at a given time are undermining their ability to address future situations or problems that they may encounter with members of the Company. It is extremely difficult for a leader to act unprofessionally in his/her work group, then attempt to take a professional approach to problem solving with the same group members. As a leader, your actions will speak much louder than anything you say and your actions will be