Take Command of Your Personnel Problems

做出工作最有趣的消防员往往是同一个让你这么乐于疯狂的人，每天旅行的旅行似乎是一个暑假。幸运的是，可以有效地使用用于参加火灾场景的相同熟悉的工具可以有效地用于管理人员问题在他们成长之前是无法管理的。

It’s true that a little cash in your pocket has the power to put a smile on your face for a day or two, and that there is nothing better than a good fire to get the adrenaline pumping, but a deposit slip and the pungent smell of creosote has little power overcome a room full of cantankerous firefighters. What can be hard is that those fighters are often more than colleagues; they are friends. Worse yet, those friends occasionally cross a line of conduct blurred by interpersonal relationships, stress, and a lack of training.

Over the course of a career, company officers are sure to face a lot of these lines; some rooted in little more than bad taste; others may end a career. The challenge is that, even with a full measure of courage, these officers are not always provided the tools necessary to address these personnel issues before they become progressively unmanageable. Still, tools are not enough. While it’s important to have appropriate policies or a code of conduct, they are little substitute for the context that comes with experience. Unfortunately, those experiences can be dangerous; thus, it is necessary that officers prepare for the “big one” in the same way they would train for a structure fire: they have to practice.

Developing a training regimen for dealing with personnel issues begins with creating a series of short video simulations. While it’s not the focus of this article, the themes should range from simple counseling opportunities to the same career-threatening conditions that pepper the Internet on a too frequent basis.

同时，部门应该采用一个工具，为决策提供一套简单的基准。再次，互联网饱和了五颜六色的例子，可以应用于几乎任何行业。许多“专家”已经制作了许多充满理论和技术的现金创作书，了解如何产生建设性结果。然而，在消防地面战术工作表上列出的熟悉的组件可以很容易地适应通过我们站点的大厅迎接威胁咆哮。

• Size-up. A good size-up begins with asking, “What do I have?” Understanding situational awareness includes assessing:
  • Tone and body language
  • 安全问题
  • 违反规则，政策和/或行为准则
  • Legal, ethical, liability, and political ramifications
  • Whether the incident is confined or is occurring in public, and
  • How much time is available before something catastrophic may occur
• Take Command. Regardless of rank or the anticipated outcome, an officer needs to take ownership in the moment, and have the flexibility to adapt as conditions change. Within this context, having command presence means selecting a demeanor that best fits a given situation:
  • 被动 - 让它发挥出来
  • 间接 - 通过他人努力实现目标
  • 直接 - 采取强大，果断的姿势
• 事件目标应导致策略，了解对应该取得的成就的明确了解：
  • 进攻
    • 救援– immediate action is required
    • 限制 - 限制附带损伤
  • Transitional
    • Immediate action intentionally shifts to allow for a more thoughtful follow-up
  • Defensive
    • Exposure control
    • 时间反映，研究，考虑选择
    • Environment - long-term impact
  • Just as pulling a hoseline to the front door would support an offensive fire attack; specific tasks should support the personnel management strategy:
    • Deescalate the situation and contain within the immediate area
    • Remain in service or go out of service
    • 作为公司讨论，或单独孤立人员
    • 教练通过经验
    • Council to correct
    • Document as necessary
  • Mutual aid. The fire service’s close knit culture can lend itself to a feeling that asking for help is either a sign of weakness or the equivalent of tattling on your brother. Each is ultimately misguided. In this case, requesting mutual aid is nothing more than selecting the most appropriate resource to lend a hand:
    • 主管/营队长
    • 消防协会
    • 员工援助
    • 打电话给朋友/导师
    • Human Resources
    • City attorney
  • Salvage and overhaul. As is implied, once the initial actions have been addressed, it is important to leave the scene as clean and organized as practical, and preserve that which has value:
    • Make personal contact with agency witnesses
    • Check in with civilian by standers
    • Limit physical and emotional consequences
    • Provide due process
  • After-action. Coordinate with key stakeholders:
    • 评估从事事件中可以吸取教训的课程
    • 灌输希望以获得更好的结果
    • Provide training
    • 确保问责制

While the names and faces may change, firefighters generally only deal with a few variations of the same core personnel issues. Using the incident command structure as a tool, these may be managed with a good measure of consistency. With that stated, success in dealing fairly with our fire department family will always begin with taking professional ownership in the process of reaching an appropriate outcome.