SUPERVISOR, ADMINISTRATION'S REPRESENTATIVE AND PUBLIC SERVANT.
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WHAT IS THE COMPANY OFFICER'S PRIMARY TASK, AND WHAT MUST BE BALANCED?
ENSURING THE SAFETY OF PERSONNEL AND THEMSELVES WHILE ENSURING THE MISSION IS ACCOMPLISHED; THE OFFICER BALANCES ACCEPTABLE RISK TO THE UNIT AGAINST FULFILLING ASSIGNED OBJECTIVES.
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WHY CAN A COMPANY OFFICER'S FUNCTIONS CONFLICT WITH EACH OTHER?
THE FUNCTIONS TAKE PLACE CONTINUOUSLY AND SOMETIMES CONFLICT, SO DETERMINING APPROPRIATE PRIORITIES AMONG MANY RESPONSIBILITIES IS A NECESSARY SKILL.
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WHAT DOES IT MEAN THAT A COMPANY OFFICER HAS A TWO-WAY ROLE AS A SUBORDINATE?
THE OFFICER ADVOCATES FOR DEPARTMENT POLICY AND LEADERSHIP WHILE ALSO ACTING AS AN INTERMEDIARY BETWEEN LEADERSHIP AND UNIT MEMBERS.
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HOW SHOULD AN OFFICER WHO BELIEVES AN ORDER OR POLICY IS UNFAIR HANDLE IT?
DO NOT CRITICIZE PUBLICLY; DISCUSS PRIVATELY WITH THE ADMINISTRATION TO GAIN CLARITY ON WHY IT WAS ISSUED, AND NEVER VOICE CONCERNS TO SUBORDINATES.
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WHY DOES GOOD CUSTOMER SERVICE MATTER TO A FIRE ORGANIZATION?
LOCAL FUNDING AND GOODWILL DEPEND ON PUBLIC SUPPORT, AND CUSTOMER SERVICE IS REQUIRED OF BOTH VOLUNTEER AND CAREER ORGANIZATIONS.
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WHAT IS THE BRUNACINI TRUISM APPLIED TO CUSTOMER SERVICE, AND WHO DOES IT APPLY TO?
"BE NICE"; IT APPLIES TO EVERYONE, INCLUDING FELLOW MEMBERS, OTHER AGENCY REPRESENTATIVES AND INDIRECT CUSTOMERS.
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WHERE DOES THE COMPANY OFFICER SIT IN THE ORGANIZATION, AND WHOM DOES THE OFFICER REPRESENT?
A MIDDLE MANAGER WHO REPRESENTS THE ADMINISTRATION TO THE UNIT AND THE UNIT TO THE ADMINISTRATION.
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WHAT ARE THE FOUR CHALLENGES FIRST-TIME OFFICERS FACE?
CHANGES IN RELATIONSHIPS, CHANGES IN PERCEPTION, CHANGES IN GROUP DYNAMICS AND PERSONAL CHANGES.
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WHY MIGHT A NEWLY PROMOTED OR TRANSFERRED OFFICER BE VIEWED AS AN OUTSIDER?
THEY SWITCH UNITS OR SHIFTS, OR COME FROM OUTSIDE THE ORGANIZATION, AND MAY NOT UNDERSTAND ITS HISTORY OR TRADITION.
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HOW DO RELATIONSHIPS CHANGE WHEN A UNIT SHIFTS FROM STATION ROUTINE TO AN EMERGENCY?
DIRECTIONS MUST BE GIVEN AND FOLLOWED QUICKLY; PERSONNEL SHOULD NOT QUESTION ASSIGNMENTS UNLESS UNSAFE, AND SAFETY CONCERNS FROM SUBORDINATES TAKE PRIORITY OVER AUTHORITATIVE LEADERSHIP.
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WHAT MUST BE TRUE FOR SUPERVISORY ROLE EXCHANGES BETWEEN EMPLOYER AND EMPLOYEE IN VOLUNTEER, COMBINATION OR INDUSTRIAL ORGANIZATIONS?
MUTUAL RESPECT AND THE ABILITY TO TAKE AND GIVE ORDERS, WITH BOTH PARTIES RECOGNIZING THE NEED TO CHANGE ROLES.
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WHAT IS THE "BUDDY TO BOSS" MISUNDERSTANDING?
THE BELIEF THAT BECOMING THE BOSS MEANS CHANGING WHO YOU ARE AND THE RELATIONSHIPS YOU HAVE FORMED.
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WHAT MENTAL SHIFT HELPS A NEWLY PROMOTED OFFICER WHO SUPERVISES FORMER COWORKERS?
FOCUS ON HELPING OTHERS BECOME BETTER VERSIONS OF THEMSELVES.
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WHEN SHOULD AN ORGANIZATION BEGIN DEVELOPING FUTURE LEADERS?
BUILD FUTURE LEADERS EARLY RATHER THAN WAITING UNTIL SOMEONE HAS BEEN PROMOTED.
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WHY DO PERCEPTIONS POSE A CHALLENGE FOR A NEW OFFICER?
PERCEPTIONS ARE SUBJECTIVE, OFTEN BASED ON EMOTION OR RUMOR, AND ARE DIFFICULT TO OVERCOME; SOME MEMBERS EXPECT PRIVILEGES FROM PAST FRIENDSHIPS.
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WHAT ARE "ORGANIZATIONAL TATTOOS"?
EARLY-CAREER ACTIONS OR POOR IMPRESSIONS THAT FOLLOW A FIREFIGHTER FOR THE WHOLE FIRE SERVICE AFFILIATION AND ARE HARD OR IMPOSSIBLE TO REMOVE.
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HOW CAN A NEW OFFICER USE THE ORGANIZATIONAL TATTOOS IDEA WITH SUBORDINATES?
MENTOR THEM TO UNDERSTAND THEIR BEHAVIOR IS REMEMBERED, AFFECTS HOW THE COMMUNITY VIEWS THE ORGANIZATION, AND CAN AFFECT FUTURE PROMOTION.
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WHAT HAPPENS IF A NEW OFFICER COPIES THE PREVIOUS OFFICER'S BEHAVIOR AND PERSONALITY?
IT CAN CREATE RESENTMENT AND LOSS OF RESPECT FOR THE NEW OFFICER.
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WHEN A FRIENDSHIP UNDERMINES FAIR POLICY ENFORCEMENT, WHAT MAY THE OFFICER NEED TO DO?
TAKE A MORE AUTHORITARIAN APPROACH TO ESTABLISH CLEAR PROFESSIONAL BOUNDARIES.
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WHAT THREE ACTIONS HELP A NEW OFFICER MANAGE CHANGE?
VERBALIZE PERSONAL EXPECTATIONS, ESTABLISH PRIORITIES AND LISTEN TO CREW MEMBERS.
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WHAT MUST AN OFFICER DO WHEN A MEMBER SAYS "WE NEVER DID IT THAT WAY BEFORE"?
EXPLAIN WHY THE CHANGE IS IMPORTANT AND HOW IT BENEFITS THE UNIT, THE ORGANIZATION AND/OR THE COMMUNITY.
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WHAT KIND OF POWER MUST AN OFFICER FALL BACK ON WITHOUT DEEP KNOWLEDGE OF POLICIES AND PROCEDURES?
COERCIVE POWER RATHER THAN REFERENT POWER.
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WHERE ARE THE SIX FORMS OF WORKPLACE POWER COVERED?
CHAPTER 3, LEADERSHIP AND SUPERVISION.
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LIST THE 'PERSONAL CHANGES' A NEW OFFICER MUST MAKE THAT RELATE TO LOYALTY.
SHOW LOYALTY TO THE ORGANIZATION (DO NOT OPENLY CRITICIZE IT) AND SHOW LOYALTY TOWARD UNIT MEMBERS (SHARE THEIR CONCERNS WITH YOUR SUPERVISOR).
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WHAT DOES "GUARD CONVERSATIONS" REQUIRE?
NEVER SAY ANYTHING, ON OR OFF THE JOB, THAT WOULD DISHONOR A PERSON, POSITION OR ORGANIZATION; KEEP INFORMATION ABOUT SUBORDINATES CONFIDENTIAL UNLESS TOLD OTHERWISE.
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WHAT DOES "PRAISE IN PUBLIC; DISCIPLINE IN PRIVATE" MEAN?
MAKE OTHERS AWARE OF PRAISE, BUT HANDLE CORRECTION OR REPRIMAND ONE-ON-ONE, SINCE PUBLIC EMBARRASSMENT CAN DESTROY A RELATIONSHIP AND A LEARNING OPPORTUNITY.
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WHAT DOES "ACCEPT CRITICISM GRACIOUSLY; ACCEPT PRAISE, HONORS AND ADVANCEMENT MODESTLY" REQUIRE?
ADMIT MISTAKES, TAKE RESPONSIBILITY AND LEARN FROM THEM, AND GIVE CREDIT TO UNIT MEMBERS FOR THEIR ACCOMPLISHMENTS.
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HOW IS TRUST BUILT, AND WHY DOES IT MATTER?
THROUGH CONSCIOUS EFFORT, KEEPING PROMISES AND ALIGNING BEHAVIOR WITH VALUES; ONCE LOST, IT IS DIFFICULT TO RECOVER.
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WHAT DOES "BE ACCOUNTABLE" MEAN FOR LEADERS?
LEADERSHIP DEFINES CULTURE; LEADERS MODEL OWNERSHIP AND FOLLOW-THROUGH AND ARE RESPONSIBLE FOR BOTH THE SUCCESSES AND FAILURES OF THE ORGANIZATION.
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LIST THE EIGHT EXPECTATIONS A NEW OFFICER MUST LEARN, APPLY AND MODEL.
LEADERSHIP, ACCOUNTABILITY, ETHICS, SUPERVISION, RESPONSIBILITY, MANAGEMENT, AUTHORITY AND RESPECT.
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WHICH OF THE EIGHT EXPECTATIONS MAY BE THE MOST DIFFICULT, AND WHY?
SUPERVISION; MOVING FROM BEING SUPERVISED TO SUPERVISING WHILE STILL UNDER HIGHER OFFICERS CAN SEEM OVERWHELMING.
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WHICH STAKEHOLDERS HAVE EXPECTATIONS OF A NEW COMPANY OFFICER?
SELF, SUBORDINATES, SUPERVISORS, FAMILY MEMBERS, ADMINISTRATORS AND THE PUBLIC (ALSO PEERS).
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WHAT DO SUBORDINATES EXPECT OF THE NEW OFFICER AT EMERGENCY INCIDENTS?
TO BE ALLOWED TO DO THEIR JOBS AND TO HAVE THEIR SAFETY ENSURED.
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WHY MIGHT FAMILY EXPECTATIONS BE UNREALISTIC FOR A NEW OFFICER?
ADDED RESPONSIBILITY CAN MEAN MORE WORK TIME AND STRESS, ESPECIALLY WHEN CHANGING FROM SHIFT WORK TO DAY WORK.
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WHAT DOES THE PUBLIC EXPECT OF A COMPANY OFFICER?
TO HAVE ALL OF THE ANSWERS AND BE ABLE TO MITIGATE THEIR INCIDENT.
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WHAT ARE THE RISKS OF AN OFFICER'S INTERNAL EXPECTATIONS?
IMPROPER USE OF AUTHORITY (ABUSE OF POWER), CONFUSING RANK WITH RESPECT, AND BELIEVING THEY CAN CHANGE THE ORGANIZATION OR THE WORLD INSTEAD OF THEMSELVES.
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DOES RESPECT COME AUTOMATICALLY WITH RANK?
NO. RESPECT DOES NOT COME WITH A RANK; IT MUST BE EARNED AND RETURNED.
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HOW CAN AN OFFICER DEAL WITH UNREASONABLE EXPECTATIONS?
MANAGE THEM AND REACH A COMPROMISE WITH THOSE WHO HOLD THEM; REASONABLE EXPECTATIONS ARE MET THROUGH EDUCATION, TRAINING AND EFFORT.
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LIST SEVERAL APPROACHES FOR A SUCCESSFUL TRANSITION.
MAKE INFORMED, DECISIVE DECISIONS; COMMUNICATE CLEARLY AND CONFIRM UNDERSTANDING; PROJECT COMMAND PRESENCE; LIVE BY A CODE OF ETHICS; SET HIGH YET ATTAINABLE STANDARDS; VALUE DIVERSITY; LISTEN; REMAIN HUMBLE.
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WHEN IS IT APPROPRIATE TO USE RANK AS THE REASON FOR COMPLIANCE?
RARELY; OFFICERS SHOULD FIRST ESTABLISH RELATIONSHIPS BASED ON MUTUAL RESPECT FOR EACH MEMBER'S ABILITIES.
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HOW DOES SERVING AS AN ACTING COMPANY OFFICER HELP BEFORE A PROMOTION?
IT BUILDS REPUTATION, INTERPERSONAL SKILLS, CREDIBILITY AND TRUST, PROVIDING A BRIDGE TO THE NEW ROLE.
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WHAT IF MEMBERS RESPECT THE POSITION BUT NOT THE PERSON?
THE NEW OFFICER MUST WORK EVEN HARDER TO GAIN PERSONAL RESPECT.
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LIST THE GROUPS TO WHOM COMPANY OFFICERS ARE RESPONSIBLE.
SUBORDINATES, CHAIN OF COMMAND, ORGANIZATION, COMMUNITY, PROFESSION, FAMILY AND THEMSELVES.
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WHAT MUST OFFICERS PROVIDE TO SUBORDINATES UNDER THEIR RESPONSIBILITIES?
SAFE WORK ENVIRONMENT, REPRESENTATION OF THEIR NEEDS, ETHICAL LEADERSHIP, FAIR AND JUST SUPERVISION, EDUCATION AND TRAINING, GOAL SETTING AND CAREER COUNSELING.
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WHAT DOES "STEWARDS OF RESOURCES" MEAN FOR THE COMMUNITY RESPONSIBILITY?
THE PUBLIC PROVIDES RESOURCES TO THE ORGANIZATION, SO OFFICERS MUST PROVIDE EFFECTIVE, EFFICIENT SERVICE AND USE THEM RESPONSIBLY.
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WHAT ARE THE SIX NFPA 1020 DUTY CATEGORIES FOR COMPANY OFFICERS?
HUMAN RESOURCES MANAGEMENT; COMMUNITY AND GOVERNMENT RELATIONS; ADMINISTRATION; INSPECTION AND INVESTIGATION; EMERGENCY SERVICES DELIVERY; HEALTH AND SAFETY.
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WHICH MANUAL COVERS FIRE OFFICER III AND IV?
IFSTA'S CHIEF OFFICER MANUAL; THIS MANUAL ADDRESSES FIRE OFFICER I AND II.
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LIST DUTIES COMPANY OFFICERS MAY BE ASSIGNED THAT ARE OUTSIDE NFPA 1020.
TRAINING, MEDICAL RESPONSE OR SPECIALIZED RESCUE/HAZMAT TEAMS; PRECONSTRUCTION PLAN REVIEWS; ISSUING PERMITS OR LICENSES; LIAISON; REPORTING TO THE GOVERNING BODY; ACTING OUT OF RANK; ACTING AS PIO.
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NAME SEVERAL HUMAN RESOURCES MANAGEMENT DUTIES OF A FIRE OFFICER I.
ASSIGN TASKS, EVALUATE PERFORMANCE, RECOMMEND ACTION WHEN A SITUATION EXCEEDS THE OFFICER'S AUTHORITY, ADMINISTER POLICIES FAIRLY, PROVIDE COMPANY-LEVEL TRAINING, AND CONDUCT INTERVIEWS AND INVESTIGATIONS.