Fire-&-Safety-The-Capstone-Way

constantly canalized by your peers. It is much easier to lead because you are respected than to lead with the badge. Respect and trust must be earned and the process begins the day you are hired. All supervisors and leaders in the Company should share their expectations up front, in a non- confrontational and non-threatening manner, with people for whom they are responsible and stress the importance of accountability of each member. This sharing of expectations and accountability must be a dialog not a monologue between the supervisor and the subordinate. Those expectations need to be realistic and in concert with the overall expectations of the Company. There should be no doubt as to what is expected regarding behavior and performance. Everyone should be well aware of what is allowed and what is not allowed in the system. Leaders must remember that if they condone a particular unacceptable act or substandard performance, they will most likely see it again in the future. Someone once said, "If you condone it, you own it." CAPSTONE supervisors never pass a behavior or performance problem on to another supervisor. As leaders we must be consistent. Leaders must avoid taking every problem they encounter personally. This will usually serve no purpose other than to make a positive solution almost impossible to achieve and to make young, healthy leaders old and sick before their time. True leaders, when faced with problems involving people, which most problems do, use an approach that is directed not only towards solving the immediate problem, but also improving the situation and the company for the future. This not only helps improve the particular situation encountered, but also teaches other current (and future) leaders in the Company a positive approach to problem solving. Problem solving techniques are hereditary. It is an inherent responsibility of current Capstone Fire Management leaders to develop and instruct a capable cadre of leaders for the future. After a leader has been involved in resolving a problem, he/she should attempt to objectively evaluate his/her effectiveness and apply what was learned from the experience to other situations in the future. It has been said that a leader's performance in a given situation will fall into one of three categories. They are: POSITIVE - The leader's involvement contributed to a positive, effective outcome. NEUTRAL - The leader's involvement had no effect on the outcome. NEGATIVE - The leader's involvement actually made the situation worse. Obviously, whenever possible, the leader would like to be rated in the "POSITIVE" category. This should be a performance goal for leaders throughout the Company. Others in non-leadership positions are going to rate you using this scale; you may as well use it also. If you don’t know how you rate on the scale, ask. Another important element of effective leadership in the Company is effective "follower ship".

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