I was having a conversation this week, with a friend of mine who is a retired captain and well respected fire officer and instructor. In the course of this conversation while we were telling funny stories, he was recounting the story of a great firefighter he knew who was moving away. During the process of telling the story he was speaking about how they would operate above the fire and sometimes they would even split up. He then continued and followed it up by saying, “I know now, and I knew then, this was wrong, but we didn’t have that much manpower…” or at least that was our excuse. The fire service always has an excuse.

After he said that, I paused to reflect for a minute and I realized that he was right. Listen to others around you in the fire house. Listen to fire Chiefs. Go to national conferences….we always have an excuse.

I also paused to reflect upon the times that I have used excuses for less than stellar fireground performances of mine.

Lets look at some of the fire service excuses for a variety of things.

That’s the way we’ve always done it.

We just don’t have the fires anymore.

It’s this damn bunker gear it makes us penetrate too far.

We don’t have the manpower, we are a small department.

It’s politics.

These new recruits are different today.

It’s all these safety rules and regulations.

…..and many many more…..

There are as many excuses as there are problems and people that bring them up, but it takes a strong willed person to avoid the easy way out and make an excuse, but to stand up and try to do the right thing, and accept responsibility.

Another fire officer I know often says the following…..” I can get anyone of the people out there to give me a reason why or make excuses, all I want and need is just one person to do the job”

Think about it, before you make an excuse next time.

Pete Lamb
Copyright 2013

Join us for our weekly firefighter Roundtable discussion this Sunday evening June 30, 2013 at 8:00 PM Eastern time.

We use voice and video chat via Google HANGOUTS so you should have a minimum of a gmail address and/or a google+ account.

We talk about all topics that come up, tactics, recent events, equipment, leadership and more.

If you would like to join in send. Your email to pete@petelamb.com.com and I will send you a link at exactly 800 PM Sunday evening. You check your email, click the link and you join us live!

We have a small connected group now and we are looking to expand.

Pete Lamb
Copyright 2013

I get a variety of emails each week some are good and some are not so good but at least I am provoking some thought and hopefully doing what the website says and that is “Changing the fire service, one mind at a time”.

This week I am once again talking about a problem that is a symptom of our society. The problem is that it is spilled into the fire service and as emails would tell me it is wide spread. The subject is entitlement.

I should preface this commentary by saying that I have well over 30 years in the service in a variety of capacities and I have been involved in three departments and a statewide agency.

Nobody owes me anything, nor do I believe that on a daily basis. I chose this service to do just that and provide service to others.

The problem that I am noticing is that some of our younger members believe there is some entitlement or rights that come with being on the job for four years. Chief Billy Goldfeder coined a term 6/22 meaning someone who had been on the job six months and acted like they had been on 22 years. I think we all have these members.

These are the members who suddenly become veterans once they have been on past their one year probation.

Some of the things that have been reported to me via email might sound familiar…. A member with three years explaining to someone else why they should get the assignment, because they are senior!

The members who are first worried about when they ran out of sick days because they have been on for two years and have no sick time. They make these stupid statements in front of firefighters who have not used sick time in twenty years but yet they need their entitlement.

What about the members who suddenly put themselves on the same plane as those who were killed in the 9/11 attacks. These younger firefighters who think that their application and successful appointment allows them to claim some act of heroism or bravery as their own. There is no comparison to those 343 member that gave their lives that morning. Simple.

There are those members who think that some number of years months or hours in grade entitle them to some form of respect.

What tips can we offer to make sure that folks understand earning something versus an entitlement? I am not sure I have a conclusive list but I will offer some tips.

Make sure all new members are taught basic fire service history. If they understand the aims and ideals of those who came before us then maybe they will be less likely to feel entitled.

Make sure all new members meet and review your own department’s history with previous members who have gone before them. Members who may have worked 72 and 96 hours to get the provisions in the current contract that you now enjoy.

Lead by example even if you are not an officer but are in fact a “real” senior member.

Teach all new members that their reputation and any ” entitlement” that they have is being earned each day they are on the job. They are entitled to a fair shake from their brothers and sisters and the boss, but anything else they earn such as their own reputation is their own choosing.

At the fire department funeral for a Boston Firefighter Fire Commissioner Martin Pierce made a statement about …”in this world there are givers and takers”…”The takers are easier to spot because they are always in front,…but there are few givers” This phrase has always stuck with me and it meant something as I always wanted to be a giver. It seemed like a better thing to do.

Hey that is why there are choices in this world of give and take. decide where you want to be in your department and fire service career.

Let’s try to show the takers what they truly have been missing because this business would be a lot better off with less folks that feel the fire service owes them some entitlement to either pay, benefits, respect, rust and much more.

Pete Lamb
Copyright 2013

Sunday evening June 23, 2013 at 800 PM eastern time we will be holding our weekly firefighter Roundtable chat using google HANGOUTS.

Send me your GMAIL email to pete@petelamb.com and on Sunday evening I will send you a link to join in.

We discuss all things firefighting and just really share information.

It is good stuff, join us if you can!

Pete Lamb
Copyright 2013

Recently, I got to re-watch a special about a man by the name of Dr. Joseph Bell. Dr. Bell lived in Edinburgh in the 1800’s. It is thought by many that he was the actual inspiration for the fictional character Sherlock Holmes.
Dr. Bell’s student A. Canon Doyle wrote about some of the things he learned from Dr. Bell and did so by inventing and writing the Sherlock Holmes Character.
So…what brings me to leadership?
During this presentation I was watching Dr. Bell explained his three basic principles for teaching early scientific methods (forensics) to his students.
His three principles he taught them were these:
Observe
Deduce
Confirm
Let’s apply those to being a good leader.
Observe
My thought here went in a couple of directions (what are the odds?). The first is as an officer, supervisor or leader you should say little and listen a lot. I have been exposed to so many leaders that have no concept of what is really going on in the agencies or companies it is disheartening. They call themselves great managers and leaders but they have no idea what is really going on in their command. Observation is more than a cursory glance it is really looking at things like Sherlock might have through a fine ever present magnifying glass. If we observe those fine, minute details the large problems will take care of themselves.
The second part or thought about observation I had, was how difficult it can really be and how it takes an effort. I am speaking now of the fire chiefs who fancy themselves as administrators only and do not even go to alarms or emergencies any longer. They have not really observed what is going on because they are too busy or they do not want to be perceived as checking on the troops. BULL! Get out from behind your desk, leave your ivory tower and actually observe your operation, you might be surprised (pleasantly or unpleasantly) at what you see.
Deduce
After you have observed, think about what you have actually seen. Reason with yourself, and revisit any previous experiences you might have had that would have been similar. Research what others have done, spoken, and or written about a similar situation and make a decision. The definition of the word really means to come to some conclusion by reasoning. As this relates to leadership and handling of problems, my advice and analogy is pretty simple. Come to a conclusion and make a decision one way or another. Leaders today have lost their ability to take risks, educated guess, and have suffered analysis paralysis. These people do observe, and then they fail to come to any conclusions.
Confirm
After you have observed and made some brilliant deductions we hope, you should not rest. You should continue to confirm what you thought and whether or not your proposed solution has positively affected the situation. This fail to follow up is critical. It can lead you to believe that every deduction you have made is perfect and that in fact you know you never have to follow up because after all you were right all along. This failure can compound itself by making and continuing to make horrible decisions in the future. It also ties in with my first comments about observations. Many supervisors today feel that following up and checking on subordinates is a bad thing. It is your job and your responsibility and if you do not have the stomach for it then get a paper route.
In summary I thought that these three simple basic rules as taught to medical students in the 1800’s applied to leadership principles.
In fact I think they have some merit in the tactical operations of firefighting as well for that matter.
Upon arrival make an observation (size-up), make some deduction (fire in a void space or a 2 1/2 story wood frame) and confirm by sending crews to ventilate and attack using standard tactics.
The three principles as stated could have been the basis of the DECIDE method used in hazardous materials by Benner as well.
Oh yeah… and Dr. Bell also always told his medical students the following…The lessons are presented in the classroom, they are learned by the bedside of patients.
How true that is and how well that applies to us in the fire service. Learn and study the educational lessons, but field experience is a must for a safe and effective firefighter or fire officer.
So some of the principles of leadership really are elementary!
Thank you Dr. Bell !
Pete Lamb
Copyright 2013

This week I am challenging us to think about what we use as our own measures of success or what really makes us effective either personally or professionally in our career of this fire service.

There are all sorts of things that can serve as our personal yardstick and I am just going to randomly throw out some things so that you can discuss these personally in your own setting, whatever size department or at whatever rank you are.

Do you meet any of the NFPA national standards or doesn’t that matter to you? The certification standards for firefighters are a nationally recognized minimum. To some people these certifications are the measure of effectiveness they use in their career.

Are you well respected by your members below you and your supervisors above you? Being efficient and well respected regardless of any certification might be the measure for some other folks.

Do you have or are you pursuing a higher degree and college education. To some that is the ultimate and the measure of their personal effectiveness?

Does your department as a whole do the right thing and not embarrass the community. Does your department enjoy good positive community support regardless of how busy you are?

Does your department have the best and newest and latest and greatest equipment, and that is your measure of effectiveness?

Do you operate safely and efficiently without a lot of injuries?

Does your department operate cost effectively with low sick time and high enthusiasm?

Are you an average department that does good safe firefighting and aggressive EMS work, and the “customers” actually appreciate the routine everyday things that occur within your community.

Whatever you do yourself within your own department remember that it is really not about what you think is effective it really doesn’t matter at all what you think, it really matters what your community thinks and how other perceive you, that really determines how effective you are or are allowed to be.

Pete Lamb
Copyright 2013

The weekly firefighter Roundtable discussion will be held Sunday June 16, 2013 at 8:00 PM eastern time.

If you have a free gmail account or a google+ account or both you are welcome to join in. A mic and webcam obviously make this very interactive.

Topic is open right now, review of everyone’s organization and ops, one screen sharing fire problem at least and whatever else we get into!

Send an email to pete@petelamb.com if you are interested and I will send a link at 8;01 PM on Sunday evening, click the link to join in.

Hope you can make it. Currently limited to the first nine folks for now, once we are done beta testing the concept we have more in store!

Stay tuned!

Pete Lamb
Copyright 2013

Sunday June 9, 2013 at 8:00 PM Eastern time we will be holding the weekly firefighting Roundtable chat using Google HANGOUTS video calling. If you have a gmail address, webcam and microphone you can join in.
Send an email to pete@petelamb.com and I will send you a link at 800pm Sunday that you can click and join in. Last week we had Massachusetts, Florida, and Pennsylvania represented.
No real agenda this week, a fire problem, everyone’s respective department, and just a general sharing of ideas.
I hope you can join in!
Pete Lamb
Copyright 2013

I had an opportunity this week to have a conversation with some of my peers. During this conversation I had a thought that came up and I choose to share that with you this week.

We all know we claim that freelancing is not allowed in our fire scenes and we are well aware of the problem. Frankly that is all BS and we continue to do it each and every day and it has become acceptable. We all have a hundred reasons why it is allowed…but that is not the point of my commentary this week.

Is there a small group of firefighters or members of your organization that are always training, always reading trade journals, always trying to learn more. I submit to you there are one or two members and they may well be in a minority.

These members are on the correct path and they should continue on this path at all costs, but there should be one word of caution to be passed along.

Their training and methods of operation can be so contrary to the actual or perceived operations of the department, that they could become hurt or injured easily.

Think about the following…a new recruit is taught to wear all their gear, use PASS device, and understands nozzle operation and fire behavior…as they begin to attack an interior fire they are being supported folks wearing half their gear, not versed in hydraulics and water delivery, and who may or may not understand what they are looking at. What danger is our newly trained firefighter in? Will the line be pumped properly, can his backup team get in to assist?

This was the first time that I actually thought about a well trained firefighter getting into trouble in this manner.

Think about your department and your culture and think about circumstances where the “training gap” of knowledge between the new and the old could create a safety hazard.

The answer to this is obvious (everyone should be at the same level) but in a realistic view of the world in practice it will be more difficult.

Do everything you can within your power to raise the level of training to that of your most “aggressive student”. This is much easier said than done. The second task is to make sure that your “aggressive students” are always aware of the level of training of those that are supporting them.

I have looked at this as a peer to peer educational free-lancing situation, but it does not take any imagination or thought to determine how dangerous this becomes when it is a firefighter and an officer. The knowledge deficit of an officer, or chief managing an aggressively trained firefighter can become catastrophic.

Be aware of your personal level of training and be sure to operate within the boundaries of departmental SOPS or accepted practices…if you do not you could be an educational or training free-lancer yourself.

Take a look around your department and try to close this knowledge safety and training gap.

Pete Lamb
Copyright 2013

This week some considerations in fighting fires in ductwork systems.

There are not an awful lot of commercial ductwork fires as there used to be in the early manufacturing days but this week we will take a look at some of the considerations for handling these in-frequent emergencies.

First and foremost you should identify buildings in your response area that have large runs of duct.

The second issue is to determine what the use is for the duct. Some common uses are handling cooking vapors, sawdust collection, plastic pellet collection, lint collection, and simply forced hot air for heating.

Obviously if there is any product handling in the ductwork the potential for fire spread is great, and this will create a significant problem.

While looking at the various potential duct in your response are, determine what, if any protection or detection might exist. This could include and should include a minimum of heat detection, self closing dampers to limit smoke spread, (Not always flame spread) and may even include sprinkler protection.

Some techniques or possible tactics.

Investigate the incident and do a good size up and locate the fire within the ductwork. This might be indicated by: No visible fire, paint blistering, fire showing from a roof or outside area at the vent outlet, but often the interior signs may be limited. There are also times where smoke from another source is being drawn into the duct.

Upon arrival and make the determination the fire is in the ductwork.

Get a line in position at the base of the ductwork and areas of vertical or horizontal exposure within the building.

Use the Thermal imaging camera or multiple cameras to determine the extent and travel.

Shut down any blower system if it has not already automatically been shut.

Ventilate area as needed.

Look for any clean out or service openings for the duct and remove any access panels with lines in place.

Consider the use of dry chemical extinguishers. (These are great for this type of fire but the configuration and dampers can prevent the agent from reaching the fire sometimes)

Assign companies to the roof.

Open up ceilings and side walls as necessary to determine if there has been any extension.

These fires require much effort in locating and final extinguishment. They should be treated as fires in void spaces and concealed spaces.

Bring in tools for opening the ductwork and for all of you new folks ask some of the older members about the “tin roof cutter” they used to carry!

Stay safe, and stay thinking!

Pete Lamb
Copyright 2013