Officer Development Program Promotional Workshop.

Officer Development Program

Promotional Workshop

Promotional Workshop 2

Company Officer-The Vital Link

• What does the company officer connect or link the firefighter to?– Administration– Emergency Operations


Success in the Fire Service

• Knowledge of Policy and Procedures

• Knowledge of Rules and Regulations

• Knowledge of Standard Operating Guidelines

• Knowledge of Labor Agreement


Observations from Assessment Centers

• Lack of knowledge of department application of SOG’s, Labor Contract, Polices and Procedures, Rules and Regulations

• Decisions based on opinion instead of the above resources

• Lack of decision making based on priorities


Common Mistakes to Avoid as a Company

Officer

• Letting authority go to your head• Playing the tyrant boss• Playing favorites• Making to many changes too fast• Sidestepping the Chain of Command• Keeping the “just one of the gang”

relationships with former co-workers


Summary

• Easy to get off on the wrong foot– “Now it will be my way”

• Start slow, walk soft, until you are sure!• Officers in the past had little

management training. Use what you learn

• Use the 6 keys to success and avoid mistakes

Basic Management Skills

A Refresher


Terminology

• Unity of Command

• Chain of Command

• Delegation• Division of Labor


Sources of Authority

• Unity of Command– Firefighter is

responsible to 1 and only 1 supervisor.

– This applies to fireground and in-station activities.

– Provides direct line of communications between FF and Lt.


Unity of Command Principles

• Unity of Command necessary for efficient supervision

• Works in 2 ways:– You know who to report to– You know who to direct


What Happens if the Unity of Command Breaks

Down??• Firefighters play officers against

one another• Loudest officer often wins• Projects suffer in quality because to

FF tries to follow conflicting procedures

• FF become confused and frustrated


Chain of Command

• Pathway of responsibility from the top of the department to the bottom.– Everyone receives the same message– Work is broken into specific job

assignments– Breeches or sidestepping result in a

LOSS OF CONTROL


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Board of Tru stees


Span of Control

• The number of people a supervisor can effectively oversee at one time.– 5 to 6 firefighters is maximum.– Basis for Incident Management System– Sectors and Branches use this principle

• If Span of Control is exceeded– Safety could be compromised– Freelancing in all environments


Division of Labor

• Separation between job functions– Divided between larger job

responsibilities• Training Officer• Fire Prevention Officer• Public Education Officer• Maintenance• Hazardous Materials Coordinator

• Consistent with Span of Control


Division of Labor Helps the Fire Officer

• Delegate responsibility to persons responsible for duties– Makes more time available– Management wants this in most

organizations

• Not “step on the toes” of others• Rules and Regulations will

determine areas of responsibility


Company Officer Derives Authority from Chain of

Command• Make FF’s aware of proper channels• Officer must learn to handle the FF’s

problems to avoid breeches of command

• Remember:– Difference between authority & respect

• Authority is bestowed, respect is earned!


The Nature of Our Business

• Sometimes emergencies dictate breaching the unity of command– Fireground situations

• Conflicting or multiple assignments• Completing tasks as you go• Not following through with the communication

process; “assignment complete”

– Acting out of rank– Working on new assignments


Delegation

• One of the most effective tools a company officer may use.


Delegation

• Transfer of authority to another of the responsibility and authority to complete a task

• 4 Actions to accomplish work– Keep and do it yourself– Delegate the task (no decision making)– Delegate the authority (decision making)– Refer to someone else


Delegation as a Management Principle

• What management principle(s) does delegation tie to?– Span of Control– Division of Labor– Chain of Command– Time Management


Barriers to Effective Delegation

• Idea that FF had too much work• Takes too long to train or explain• FF unwilling to accept responsibility• “I can do the task better or quicker

myself”• Officer does not want the blame if FF

fails• Officer is unsure of management support


Keys to Effective Delegation

• Match work to be done with the persons who want and can do it

• Supportive controls– Allow ff to help develop the controls that

will monitor the task. This will allow for better understanding

• Insure necessary resources are present• Clear direction of goals and objectives


Sample Skill Session

• In / Out Basket– Delegation– Chain of

Command– Division of Labor

• Use of Priorities

• Oral Interview• Problem Solving

Officer Development Program Promotional Workshop.

Documents

Transcript of Officer Development Program Promotional Workshop.