14 October 2010
Fire Service Leadership Seminar
Hamline University
C. A. Weinstein
Ethical Leadership
in Fire Service
ELA’s “Guidelines for Grownups”
• Confidentiality Expectations
• Engagement
• Respectful Candor
• Thoughtful Expediency
• ...
Agenda
• Introduction: Why does this matter?
• Leadership Challenges in Fire
Service
• Ancient Ideas for Modern
Department...
ELA’s Fire Service Paradox 1
Where can we protect more lives and property?
ELA’s Fire Service Paradox #2
Volunteer Public Employee
Night Gig Self-Identity
Team Member Individual
Peer Subordinate
Se...
What drives employee engagement?
Source: Gallup G12 Summary
• Clear expectations for my performance
• Materials and equipment
• Ability to do good work in assigned roles
• A supervis...
Empower others
to make a positive difference
Ethical Leaders in Action
Leadership Development Model
Leading
Self
Leading
Others
Leading
in Context
Ethical Leaders in Action
Virtues of Ethical Leadership
Clarity Creativity
Competence Courage
Service
Being serious
about
empowering
others
Exercising
will in support
of collective
aims
Service
Imagination
and Vision
Reality and
analysis
Moral Clarity:
Values
Clarity
Divergent
thinking:
“out of the box”
Convergent
thinking:
“in the box”
Problem-
solving
Creativity
Practical
wisdom and
judgment
Technical
knowledge
Communi-
cation
Competence
Doing right,
In the face of
difficulty
Courage
Describe a time when you saw this virtue in
action in the fire service. Reflect and make
notes as helpful.
Select one stor...
Pressure
LOW
HIGH
HIGH
Adapted from Social Discipline Window - Paul McCold and Ted Wachtel - 2000
TO WITH
NOT FOR
punitive...
TO WITH
NOT FOR
Relational
Leaders
offer high
pressure,
high
support
Pressure
How do you lead?
• Past: What happened
– Observable events and facts
– First person and objective
• Present: Why it matters
– Consequences ...
Fireground Firehouse
Where do Communications
Problems Arise?
Command
Troops
Within Teams
Between Teams
Key Questions:
What must be
Communicated?
How can the Department
Improve?
What i...
Execute and
Adapt
Build Curriculum
Engage Participants
Set Goals and Establish Basic Parameters
Measure
Basic Programming ...
• Comfort and Safety
• Current, tactical
information.
• Ancient stories that
reinforce shared values.
• New stories that a...
Thank you for your attention!
Chad Weinstein
Ethical Leaders in Action, LLC
cweinstein@ethinact.com
651-646-1512
“We enabl...
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Hamline Fire Service Leadership Seminar 2010

  1. 1. 14 October 2010 Fire Service Leadership Seminar Hamline University C. A. Weinstein Ethical Leadership in Fire Service
  2. 2. ELA’s “Guidelines for Grownups” • Confidentiality Expectations • Engagement • Respectful Candor • Thoughtful Expediency • Comfort and Fun
  3. 3. Agenda • Introduction: Why does this matter? • Leadership Challenges in Fire Service • Ancient Ideas for Modern Departments • Putting Ideas into Action
  4. 4. ELA’s Fire Service Paradox 1 Where can we protect more lives and property?
  5. 5. ELA’s Fire Service Paradox #2 Volunteer Public Employee Night Gig Self-Identity Team Member Individual Peer Subordinate Seeks Direction Seeks Autonomy Seeks Flexibility Work is Mission-Critical
  6. 6. What drives employee engagement? Source: Gallup G12 Summary
  7. 7. • Clear expectations for my performance • Materials and equipment • Ability to do good work in assigned roles • A supervisor who cares about me • Co-workers committed to quality work • Opportunities to learn and grow Source: Gallup G12 Summary Gallup’s six key factors
  8. 8. Empower others to make a positive difference
  9. 9. Ethical Leaders in Action Leadership Development Model Leading Self Leading Others Leading in Context
  10. 10. Ethical Leaders in Action Virtues of Ethical Leadership Clarity Creativity Competence Courage Service
  11. 11. Being serious about empowering others Exercising will in support of collective aims Service
  12. 12. Imagination and Vision Reality and analysis Moral Clarity: Values Clarity
  13. 13. Divergent thinking: “out of the box” Convergent thinking: “in the box” Problem- solving Creativity
  14. 14. Practical wisdom and judgment Technical knowledge Communi- cation Competence
  15. 15. Doing right, In the face of difficulty Courage
  16. 16. Describe a time when you saw this virtue in action in the fire service. Reflect and make notes as helpful. Select one story for the group to tell, and one lead storyteller. Draw a picture on your flip chart that helps to tell that story. Groups: North: Clarity South: Creativity East: Competence West: Courage Your turn! Working in groups…
  17. 17. Pressure LOW HIGH HIGH Adapted from Social Discipline Window - Paul McCold and Ted Wachtel - 2000 TO WITH NOT FOR punitive relational neglectful permissive authoritarian stigmatising authoritative respectful indifferent passive protective easy/undemanding Relational Leadership Model
  18. 18. TO WITH NOT FOR Relational Leaders offer high pressure, high support Pressure How do you lead?
  19. 19. • Past: What happened – Observable events and facts – First person and objective • Present: Why it matters – Consequences of actions. – Implications • Future: Required Changes, Directions – Changes in actions or behaviors – Reinforcement to repeat positive actions Fair Process is working WITH others Giving Feedback What does “Relational Leadership” teach us about giving feedback?
  20. 20. Fireground Firehouse Where do Communications Problems Arise?
  21. 21. Command Troops Within Teams Between Teams Key Questions: What must be Communicated? How can the Department Improve? What is the intended impact of improvements? What kinds of communication can we improve?
  22. 22. Execute and Adapt Build Curriculum Engage Participants Set Goals and Establish Basic Parameters Measure Basic Programming Approach
  23. 23. • Comfort and Safety • Current, tactical information. • Ancient stories that reinforce shared values. • New stories that also reinforce those values. If we aren’t telling stories, others surely are! The Oldest Leadership Program
  24. 24. Thank you for your attention! Chad Weinstein Ethical Leaders in Action, LLC cweinstein@ethinact.com 651-646-1512 “We enable ethical leaders to achieve extraordinary results”

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