经过Martin J. Rita
作为一个new chiefofficer or fire chief in an organization, there are certain guidelines that must be followed to have success. Many fire departments have new officers that are appointed from within the organization. This will complicate things even further when you attempt to acclimate your personnel to a new set of rules. There is a core set of values that must be followed when you are a manager. There has been proven success when these values are adhered to, and proven failure when they are not.
始终如一
就像您是父母一样，您必须与所有下属的消息保持一致。这将验证个人不支持个人。它还支持所有问题的坚实管理立场。响应或策略中的任何更改都需要在纸上更新并发布以供整个会员查看。还应该有一个宽限期大约两个星期变化in operations take place.
总是支持你的军官
Even if yourofficers犯错，他们是规则的执行者，必须受到指挥人员的鼓励。将要犯错误，重要的是不要通过在会员面前对您的官员进行训练来表现出弱点的迹象。这也可以解释为指挥人员缺乏团结。
Do Not Be a Friend–Be a Boss!
Subordinates will do anything to gain an edge with their boss in the workplace. They will test this theory very early in your appointment, but it is important that you make that division. Separate these relationships by upholding the指挥链。不要根据个人做出决定，而是根据个人事件做出决定。这很难做到，因为您曾经与这些成员一起工作。确保您对所有人员都公平，公平，否则可能会在组织中造成很大的问题。
问责制
Your staff (including management) must be held负责for their actions from discipline to the completion of delegated tasks. If there are deadlines set or objectives that need to be completed, your people need to be held accountable to complete them or disciplinary action必须be taken. This is the only way to ensure productivity by your officers and compliance to policies and rules by your staff.
渐进纪律
The primary purpose forprogressive discipline是为了帮助员工了解存在绩效问题或改进的机会。如果您继承了一个缺乏前官员纪律的团体，那么他们很有可能会继续推动信封。经理需要确保遵守渐进纪律，以确保他们遵循州和地方议价单位劳动法，尤其是在管理联盟消防部门时。需要采取某些步骤，使员工有机会纠正他的行动。
Step 1)Corrective Action –Problem is corrected immediately with no documentation. These are more than likely very minimal issues.
Step 2)咨询- 记录了员工问题的咨询
步骤3）口头谴责- 记录和下一步的纪律发展
第4步）书面谴责——记录口头谴责后的下一个步骤。
步骤5）Suspension- 书面谴责后的休息日。
步骤6）Termination- 最后一步，所有其他纪律处分耗尽。
政策和程序
An organization must have guidelines and rules for everything from checking the apparatus to attack operations at a结构火。This will ensure that everyone knows your expectations. Employees need set instructions for operations and when there are no guidelines in place; when injury or death occurs, it falls back on the fault of the fire chief or the authority having jurisdiction.
今天有很多交易是明天的一笔交易
Refrain from making any immediate decisions about disciplinary action or change in policy on the day of any incident. Give incidents time to digest and look at all possible outcomes of your actions. Also use this time to discuss this situation with peers and mentors to receive advice about alternate solutions to the problem. Also, address the individual or the incident that took place. Do not punish the entire membership based on one individual’s lack of judgment.
Be Proactive
Just because your organization is operating well does not mean that, as a new officer, you shouldn’t be looking for new ways to improve your department. Stay educated with new technology, talk with other chiefs around your district about new equipment and apparatus, and educate yourself about innovative ways to make your department better. Look at new ways of billing, apply for federal grants, and promote your department to the public. Make sure you have a strong public education program, look into citizen fire academy for trustees and city officials, and set up annual open houses to invite the taxpayers into the firehouse.
您一直在等待您的枪击来改善部门，现在是时候向您的城市或村庄证明您是这份工作的人！记住要始终继续你的教育并提升您的消防员做同样的事情。与其他首席官和朋友建立联系，因为您有回答的那一天就是您需要提交论文退休的那一天。
马丁·丽塔（Martin J Rita）是Midlothian（IL）消防局的副局长。他是卡卢梅特公园消防局的兼职工程师。他是Posen Fire Academy的讲师，也是Orland F188博金宝体育1ire District指挥培训中心的Blue Card事件指挥培训讲师。他是57 F.O.O.L.S培训组织和Mabas 22酋长协会的财务主管的宪章成员。
