经过David DeStefano
Mentoring is not a new concept in the fire service. A mentor is a wise and trusted counselor or teacher. Most of us can look back to the start of our careers and identify a crusty old salt who helped mold and shape us early in our careers. Mentoring has always been a somewhat informal arrangement. An experienced firefighter would take a probie under his wing and show him the ropes. Lessons were usually unplanned and based on the incidents of that particular day.
In probie school, members are instructed in the basic firefighter competencies of engine and ladder company operations; in-service training they are trained on the more advanced topics of technical rescue, hazmat, rapid intervention, operations, WMD response, and the many other areas of firefighting expertise. However, when veteran members retire or are promoted “off the line” to staff positions, the tricks of the trade and valuable lessons they learned in the heat of the battle may fall by the wayside. Our challenge is to pass on the veterans’ experience-based knowledge to the newer members more fully outside the structured environment of probie school.
旧盐在消防厨房中经历的旧盐的形象仍然有效，但是“缺口”的方法会产生全面的，准备好的消防员。指导的第一步是确定愿意并能够应对挑战的经验丰富的成员。对于大多数部门，应从消防员队伍中吸引导师。官员已经在该领域承担司令部职责，并在季度内承担公司行政职责。允许消防员自愿参加这项任务，而不是将他们任命为总部的一般命令。
寻找您更活跃的公司的成员，这些公司受到同龄人和官员的尊重。理想的前景是忠实参加课程和研讨会的成员。这些消防员已经表现出对继续学习的尊重，并且最有可能喜欢通过他们学到的新技术和理论。它们是创新的自我启动者，始终为工作做好准备，并准备好修补或适应各种工具和策略以取得成功。这些消防员总是在正确的时间具有正确的工具或策略。毫无疑问，当您向教授新成员提供帮助的请求时，这些消防员将在通知表上的墨水干燥之前注册。
Once your mentors have expressed interest, sit down with them to explain your objectives for mentorship. A mentor should impart experience-based knowledge to new members; assist new members in assimilating into the fire service; demonstrate career-long learning in the fire service; and provide a positive role model who is a successful, well-prepared, and knowledgeable firefighter.
As you may expect, getting a group of highly motivated firefighters together to work toward a common goal will produce an animated and useful dialogue. Don’t be afraid to incorporate new ideas into your program, but keep the basic objectives intact.
如果可能的话，应由培训学校教练分配一个概率，他个人认识新成员，并希望（至少在较小的部门）对导师的个性有所了解。
The next logical step is the introduction. Near the end of the training academy, just before graduation, members usually receive company or shift assignments. In volunteer departments, recruits may begin to start riding the apparatus as observers. This is an opportune time to introduce a probie to his mentor over an informal cup of coffee in the firehouse kitchen. Remember, we want to keep a structured but very informal atmosphere between the mentor and his new charge. The lack of military-style atmosphere found in probie school will make it easier to impart the informal stories and lessons of the mentor.
毕业后，分配了同一家公司或至少与他的导师在同一房子上分配驾驶时间或任务任务。在值班时，经验丰富的消防员可以解释消防屋生活的复杂性，这将帮助新消防员安顿在日常工作中，了解公司官员或营负责人的特定期望，并了解预期的细节试用会员。
This is a great adjustment period in which the relationship between mentor and probie can form. Once the mentor feels comfortable, he will begin sharing his fire service knowledge with ease. Since he is highly motivated, he will take any opportunity to “talk the job” and relate a good lesson. Once in full swing, the mentor will find new opportunities to educate the probie by word and deed. Remember, this new member will retain much more of what he sees than what he hears. When the new firefighter sees his mentor practicing good firefighting habits, these will rub off on him and drill school lessons will be reinforced.
作为一个创新ative firefighter, the mentor will share his little tricks of the trade slowly as his probie develops. From explaining the uses of the personal hardware in his pockets to showing nontraditional uses for common tools, the experienced mentor will show his protégé how these items relate to the particular hazards of their response districts.
两三个月后，新团队应安顿下来并舒适。这是一个不错的基准时期。培训官应指出与试用消防员和他的导师会面以讨论进度的重点。导师应该可以很好地评论试用会员对消防部门的适应能力。这应该是非正式的讨论，而不是个人审查。新成员还应通过展示过去几个月中学到的新技能或街头知识来评估自己的进步。
At this point, the new member may need to be rotated to another assignment because of personnel requirements. This may prove useful if the department has enough mentors to make a new one available at the probie’s next assignment. This will give him a fresh perspective and the chance to learn from someone with different experiences. It would be ideal to transfer the new member from an engine to ladder company or vice versa. The entire process would continue at a quicker pace now because the probie is more accustomed to firehouse life. After six or eight months, a new informal evaluation meeting would take place.
经过this time, the new member will have obtained some fire experience and be able to relate how the shortcuts and street knowledge he has learned from his mentors have helped his performance in the field. Reviewing his personal experience will reinforce the probie’s faith in the mentor system and in the fire service in general.
试用期在大多数部门的12个月后结束。通常，新近铸造的消防员出价或分配到特定轮班或公司的位置。这是回顾过去一年在职学习的理想时机。根据部门的规模和完成缓刑的成员人数，可能有可能与导师，禁酒和培训人员一起进行小组职能。在较小的部门中，消防室中的特殊晚餐可能更合适。无论哪种方式，这都是增强友谊，讲述战争故事并反思所学和教导的价值的好地方。
培训官应利用这一机会来探讨该计划的目标。与他们的一年级经验相比，应要求避难所以12个月前的“工作”的愿景以一般的方式进行反思。毫无疑问，围绕他们的前几个电话的不幸和混乱的故事将破裂。然后，导师可以与小组分享他们过去一年的意识，他们所传递的最佳知识，或者是新的消防员的特别好工作。
到深夜，避难所将限制了希望成为漫长而富有成果的职业的第一年。重点将直接集中在学习的职业上，以便在下一代踏入我们的门时回馈。
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David DeStefano, an 18-year veteran of the North Providence (RI) Fire Department, is a lieutenant in Ladder Co. 1. He previously served as a lieutenant in Engine Co. 3 , and a firefighter in Ladder 1 for 13 years. He is an instructor for the Rhode Island Fire Academy, where he teaches various topics including FAST company operations and a ladder company skills program he co-developed. |
