Professional Development for New Firefighters
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Professional Development presentation for new firefighters and those looking for a career in the fire service.
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Professional Development for New Firefighters
- 1. CaptainAlan Romania Guadalupe Fire Department
- 7. Your career is a journey.
- 10. Have a plan.
- 15. “Ninety-nine percent of all leadership occurs not from the top but from the middle of an organization.” - John Maxwell (360 Degree Leader)
- 19. MOTIVATION
- 20. Vision
- 24. Duty
- 25. Respect Take care of people.
- 27. “So here’s the hard truth: if you’re a leader, you’re in the battle of your life. Nothing comes easily, enemies outnumber allies, and the terrain keeps shifting under your feet.” Dan B.Allender “Leading with a Limp”
Editor's Notes
- professional development refers to the acquisition of skills and knowledge both for personal development and for career advancement.
- Coast Guard: The USCG’s mission is to protect the public, the environment, and U.S. economic interests – in the nation’s ports and waterways, along the coast, on international waters, or in any maritime region as required to support national security. WE HAVE TO GO OUT, WE DON”T HAVE TO COME BACK. – Semper Paratus. STARBUCKS: Our mission: to inspire and nurture the human spirit – one person, one cup and one neighborhood at a time. AF Pararescue: The mission of a United States Air Force PARARESCUEMAN is to recover downed and injured aircrew members in austere and non-permissive environments.
- "People who have no leadership experience have a tendency to overestimate the importance of a leadership title."
- Influencing people is a full-time job that requires technique and insight about your followers. A leader influences others to accomplish a task by providing purpose, direction, and motivation to a group of people. If you are going through hell… Keep going! Success is not final, failure is not fatal: it is the courage to continue that counts. Socialism is the philosophy of failure, the creed of ignorance, and the gospel of envy, its inherent virtue is the equal sharing of misery. Never, never, never give up Courage is what it takes to stand up and speak; courage is also what it takes to sit down and listen. We make a living by what we get, but we make a life by what we give. History will be kind to me for I intend to write it.
- “Strong chieftains stimulate and inspire the performance of their Huns.”
- Know yourself and seek improvement Know the strengths / weaknesses in your character and skill level. Ask questions of peers and superiors. Actively listen to feedback from subordinates. Seek responsibility and accept responsibility for your actions Accept full responsibility for and correct poor team performance. Credit subordinates for good performance. Keep your superiors informed of your actions. Set the example Share the hazards and hardships with your subordinates. Don’t show discouragement when facing setbacks. Choose the difficult right over the easy wrong.
- Values are attitudes about the worth or importance of people or things. Values cannot be taught in a classroom. Values are learned when we make mistakes and then we are corrected by those we respect. Values are learned when we observe peers and role models living their values. All of us are influenced by multiple sets of values such as our cultural values, our workplace values, and our family values. Values are the basis for the decisions we make.
- Be proficient in your job, both technically and as a leader Take charge when in charge. Adhere to professional standard operating procedures. Develop a plan to accomplish given objectives. Make sound and timely decisions Maintain situation awareness in order to anticipate needed actions. Develop contingencies and consider consequences. Improvise within the commander’s intent to handle a rapidly changing environment. Ensure that tasks are understood, supervised and accomplished Issue clear instructions. Observe and assess actions in progress without micro-managing. Use positive feedback to modify duties, tasks, and assignments when appropriate. Develop your subordinates for the future Clearly state expectations. Delegate those tasks that you are not required to do personally. Consider individual skill levels and developmental needs when assigning tasks.
- Know your subordinates and look out for their well-being Put the safety of your subordinates above all other objectives. Take care of your subordinate’s needs. Resolve conflicts between individuals on the team. Keep your subordinates informed Provide accurate and timely Briefings. Give the reason (intent) for assignments and tasks. Make yourself available to answer questions at appropriate times. Build the team Conduct frequent Debriefings with the team to identify lessons learned. Recognize individual and team accomplishments and reward them appropriately. Apply disciplinary measures equally. Employ your subordinates in accordance with their capabilities Observe human behavior as well as fire behavior. Provide early warning to subordinates of tasks they will be responsible for. Consider team experience, fatigue, and physical limitations when accepting assignments.
- Know yourself and seek improvement Know the strengths / weaknesses in your character and skill level. Ask questions of peers and superiors. Actively listen to feedback from subordinates. Seek responsibility and accept responsibility for your actions Accept full responsibility for and correct poor team performance. Credit subordinates for good performance. Keep your superiors informed of your actions. Set the example Share the hazards and hardships with your subordinates. Don’t show discouragement when facing setbacks. Choose the difficult right over the easy wrong.