Flow Path

By Mark vonAppen
from: http://mark-vonappen.blogspot.com/

 All of my life I have been known as a bit of a trouble maker.  I have pushed limits and challenged authority.  In the process, I have trampled a path that few have chosen to follow.  Sometimes it's a lonely place.  I feel like I have no home, I find my place where I ramble. 

The limit pushing and challenging of authority continued after my appointment as a career firefighter.  Until recently, I struggled with this identity, pushing forward and standing in front with a huge bulls eye on my back only to have the organization punch me repeatedly in the face.  I began walking the fence as I tried to be a crowd pleaser, attempting to appeal to everyone.  In doing so, I have felt reined in, put in a box, metaphorically bound and gagged (my emails are still screened).  I felt average and frustrated.  I was out of the flow path.

No more.  So here it comes.

Respect is far more important than approval.  I start trouble over matters of principle, not in a sophomorish attempt at capturing the spotlight.  I have never stirred up trouble simply for trouble's sake.  I am outspoken on issues that I am passionate about, usually regarding education in the fire service, high standards of performance, and treating people right.  On these issues I will not waiver, my standards will not be compromised.  If that alienates some, so be it.  If you agree with what I say, but not how I said it, so be it.  If you don't like me, so be it.  I own it.

"I am outspoken on issues that I am passionate about, usually regarding high standards of performance and treating people right.  If you don't like me, so be it.  I own it.  Respect is far more important than approval." 

I have learned a couple of things over the years.  One: Educated and aggressive beats timid and uninformed any day of the week.  Two: We tell the same stories again and again, repeatedly proclaiming the same tired, flawed tactics should have worked, that they will work next time, and the text book is the be-all-end-all.  They won't, and it's not.  Three: Even if you are speaking the truth, most people don't want to hear it, it makes them uncomfortable.  They're usually mad at themselves for who they are, not for who you are.  Four:  Even if you work your ass off you don't always win.   Five: Quick change happens slowly.  Positive change shows itself when you least expect it and need a lift the most.  

Comfort zones are for people whose jobs are predictable, they are safe and cozy for having them.  Our job is neither safe nor predictable so personal comfort levels must be pushed and the boat must be rocked.   Occasionally, people have to be dumped out of the boat in order to learn if they will sink or swim when on their own.  Finding a way to get comfortable being uncomfortable is the only way we can successfully navigate the fireground, a place where consequences are immediate, unforgiving, and sometimes irreversible.  This isn't a game, and it's not cool to be stupid.  We can't have scared, stupid firefighters.  

What's cool?  Learning.
What's cool?  Coaching.
What's cool?  Leading.

If you lead you're automatically a target. Being in the flow path is a dangerous business.  Often you find yourself on your own.  I've learned a lot of things the hard way, making a lot of mistakes because I put myself out there.  Change is occurring, I can see it.  In order to continue, change requires those who push.  Sometimes it might seem like you have no shot at winning, but you'll never know unless you try.   

I am proud of what all of us have been creating through this movement of, "We'll do it on our own together."  I will continue to push and I will continue to grow.  This thing is fully involved and I'm standing directly in the flow path; who's with me?

Why do we start trouble?  Because somebody has to and there is a lot more work to be done. 

Contaminate Your Crew

by Nick Ledin

from www.fireengineering.com

 

CDC Current Intelligence Bulletin 67: Fire Service Epidemic

        There's an epidemic in the American fire service, and terrifyingly little is known about it. Some estimate that as many as 1% of your brothers and sisters might already be infected, while others claim that number is as high as 10%, although evidence is clearly showing that the incidence rate is rising. If you're reading this, there's a good chance that you're already infected; and since this disease is highly contagious, there's also a good chance that you've unknowingly infected numerous others.

        The hallmarks of this disease include: an insatiable appetite for knowledge and constant focus on your craft. Other symptoms include relentless drilling, training, reading, sweating and questioning, leading to increased proficiency on the fireground. The CDC has developed a quick, three question diagnostic test (highly reliable and valid) that one can use to determine if they're infected.

                        1.  Can we push fire with a hoseline?

                        2.  Is your pimp hand loose?

                        3.  When out with your significant other, do you often find yourself sizing-up doors and buildings?

                       -  If you answered No, Yes and Always, respectively...then you're most likely contaminated.

        The etiology of this disease is unknown, but there is a strong causal link between great mentors and infected individuals. Many claim that this disease has been around for generations, while others claim centuries. There are numerous accusations (although scientifically unfounded) reporting Franklin, Layman or Fredericks as the fire service's "Typhoid Mary"; although no one knows whom the original host was. An unnamed source even went as far as stating that he has evidence that FDIC is an orgy of infestation, and that The Godfather (Chief Halton) is not only aware of this, but that he has been proactively working to make this a global pandemic. Recently, cases of this disease have even been found as far away as England, Sweden, India and Chile.

        Predictably, like seemingly everything else about this disease, the route of transmission is not fully understood, but anecdotal evidence suggests that it's spread through copious amounts of sweat. At this time, the long-term prognosis for this disease is unknown. There is no known cure, and the CDC is advising palliative care and symptom management, to include: reading articles and books, training, going to conferences and going to working fires.

        If you, or someone you know may be infected, contact the CDC and your PCP immediately.

Rogues

by Mark vonAppen
http://www.mark-vonappen.blogspot.com/

I believe firefighters can be placed into 3 categories in terms of engagement and leadership.  Generally speaking: 

• 25% believe in (or pretend to believe in) current leadership staff
• 35% have no faith in (some of them even hate) the leadership staff
• 40% could go either way given strong direction and leadership 

Of the 35% that contains the haters, there is a very temperamental subset that can have a profound impact on organizational chemistry. 

The most important firefighters to capture are the rogue leaders, those passionate individuals who, if ignored, can be savage and destructive forces on the team.  Like it or not, your truest leaders are not always the ones who do exactly as they are told or what the book says is right every single time. Your best leaders are not necessarily "yes men".  The  best leaders are functionally intelligent, independent thinkers who scare the crap out of micro-managers.

People gravitate toward strong personalities, not drones who do just exactly what is expected of them and nothing more.  Some of the strongest leaders among us have pushed it right to the edge and some have even gotten kicked off of the team.  Passion is energy; channelling that energy in a way to best suit the needs of the team is the key to overall success.  Some of history's most influential leaders were agents of evil, I sure-as-hell don't want them on my team.  In order to bring the rogues home, you must first understand who they are.

Rogues are driven by passion.  Sometimes, your informal, real leaders wind up getting chapped by positional leaders who don't know what to do with them.  Rogues have a lot of energy and original ideas, because of this they are seen as trouble makers who rock the boat.  They ask questions. They can be found training by themselves or in tight-knit misunderstood groups.  They are often your highest fireground performers because their passion and drive for perfection won't let them stop training and learning.  They are students of the craft in the truest sense.  The rogue believes that when your job has the potential to take your life, you had best make it your life's work.  Rogues are intolerant of those who do not understand their drive or respect the craft.

Communication, trust, and confidentiality are the keys to success in any leadership endeavor, but particularly when dealing with the bristly rogue.  Cultivating trust in the firehouse is a must have if we seek an elite level of performance. 

"People follow passion much more readily than rules. Find your most passionate people and bring them on board."

Each rogue leader must be engaged individually.  Build trust by treating everyone as unique, and shower them with genuine interest.  Place these fiery leaders in positions where they have the best chance of affecting others with their strength, their passion for the craft.  They must feel that the organization will not quit on them, even when they overstep their bounds.  The deal breaker is if the rogue does harm to the team, this cannot be tolerated.  The obligation of the informal leader is to make every effort to try to contribute to the success of the team.  People must feel that the leader is speaking to them individually even as the leader is addressing an entire  group. Trust and connection must be built and it might take a while.

How do you develop trust?

• Communication
• Honesty - most rogues have something in their career that has made them jaded, be honest or you'll lose them forever
• Create stakeholders - include informal leaders in the planning process
• Clearly communicate the plan and then execute it 
• Mutual exchange - have expectations of the individual and allow them to have expectations of positional leaders
• Accountability  
• Patience

Rogue leaders can have the greatest influence on the firehouse.  Their infectious, passionate personalities are magnetic.  People are pulled in when they speak and they will emulate their actions. If you are able to rein in their energy for the positive, and are genuinely interested in helping them succeed for the good of all; then you will have an ally for life.  If you double-cross or lie to them you will have an enemy for eternity.  Trust is the biggest factor in getting and keeping rogues engaged.   

Create buy-in at all levels by subscribing to the BIG4: 
Do your job 
Treat people right
Give all out effort 
Have an all in attitude

Rogue leaders have loaded dispositions that can either move the team forward or tear it apart.  The key is taking all of that energy and focusing it in the right direction before it goes sideways from lack of exercise and frustration.  Rogues just need someone they can trust and who truly believes in them. People follow passion much more readily than rules.  Find your most passionate people and bring them on board.  True progress is made when passion and lofty goals meet planning and expectations.

Hydraulic Ventilation: Another Forgotton Skill

It seems that nobody uses hydraulic ventilation anymore. Maybe it is misinformation, or maybe it just isn't covered adequately in recruit school; but hydraulic ventilation can be a very valuable tactic when used correctly. It seems that everyone is quick to call for PPV as soon as the fire is knocked down, without even considering using the nozzle to ventilate the fire area. Our PPV fans will move about 10,000-15,000 cubic feet of air per minute, while a 30 degree fog pattern will move about 6,000 cubic feet of air per minute. That's not a bad tradeoff when you consider that hydraulic ventilation is literally right at your fingertips. PPV takes time and personnel to set up. Doors must be closed to create a positive pressure and control the flow path. Most importantly, if there is fire extension into the attic or void spaces, PPV can turn a good stop into a total loss very quickly. Remember to always check the attic before initiating PPV.

Conversely, hydraulic ventilation can be performed by the nozzle team immediately after the fire is knocked down. Quick ventilation after the knockdown improves survivability for trapped occupants, and makes it quicker and easier to search for victims and fire extension. A 2,000 square foot house with 8 foot ceilings contains about 16,000 cubic feet of air space. A nozzle with a 30 degree fog pattern moving 6,000 cubic feet of air per minute can complete a full air exchange in the house in about 2 1/2 minutes; probably quicker than it will take to set up PPV.  So next time you knock the fire down, consider using hydraulic ventilation before calling for the fan. As you will notice in the video, start out with a straight stream through the window then open the pattern until it fills most of the window and you are getting good smoke movement. Beginning this way ensures that all of the water goes out the window and prevents unnecessary water damage. Whenever using any kind of forced ventilation, frequently check behind you to make sure that the air flow is not causing fire to flare back up between you and your path of egress.

The Worcester 6

I didn't get a chance to post this the other day, but Tuesday was the 14th anniversary of the Worcester Cold Storage fire that killed six firefighters December 3, 1999. This particular incident has always had a special significance to me, not just because it occurred in my home state, but because it was the first highly publicized multiple line of duty death to occur in my fire service career. At the time, I had no idea how substantial its impact on the fire service would be.

During that time period, there were many changes and new ideas emerging in the fire service. Things such as risk assessment, accountability systems, thermal imaging cameras, mayday training, 2-in/2-out, rapid intervention, and large area search techniques were all new and controversial topics in the fire service.  This tragic fire, and the LODD report that followed, served as catalysts to speed up the acceptance and implementation of the aforementioned practices and topics. Many things that we take for granted today were paid for in blood by Brothers: Paul Brotherton, Jerry Lucey, Timothy Jackson, James Lyons, Joseph McGuirk, and Thomas Spencer.  Their sacrifice has had an eternal impact on the fire service.

If you have never read the article, "The Perfect Fire" published in Esquire magazine, do yourself a favor and read it. It can be found at the link below:

http://www.esquire.com/features/perfect-fire-0700?click=main_sr