By Michael DeStefano
We all know the people within our organization who seem to immediately turn on the people they once stood beside when brass is added to their collar. We see the firefighter who was the worst offender when it came to horseplay within the station becoming the officer that now condemns the action and disciplines all who take part. We watch the rookie firefighter make mistakes on the fire scene who, as time progresses, becomes a chief who yells and screams at the new guy for mistakes. When is a behavioral change upon promotion justified and when is it disgraceful?
从青春期到青少年到成年的孩子，发生了许多行为变化。当我们看着挑衅的少年将他或她的所有钱花在他们的车上时，我们说这就是青少年的工作。当我们观看同一少年开始为大学储蓄或买房子时，我们说他们刚刚成长。当同一个成年人结婚并有孩子并开始为家人提供食物和庇护所预算时，我们说这正是责任发生的事情。
The fire service is no different. The firefighter who takes part in horseplay is that same teen being a teen. However, when that same firefighter promotes to officer, he has now been given a certain level of responsibility that he must live up to. The officer now has a crew that he must look out for and provide for. To fulfill this officer role, he must condemn many of the same behaviors that he once took part in. This is a justifiable behavior change upon promotion.
The other behavior change that is unfortunately seen is that brass often makes the person suddenly perfect. Not just perfect at the point of promotion, but it’s as though it retroactively justifies that person’s career up to that point. Every mistake he made is suddenly erased and he has now become the model of what the firefighter should look and act like throughout the ranks.
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一旦晋升，firefighter迅速失去了记忆，忘记了他的来源。他忘记了自己曾经和现在必须管理的鞋子穿着同一鞋。我们可以看到这名军官在他的消防员犯错误时大喊大叫。也许新官员发表了这样的评论，例如“我希望完美”或“如果您不能做这份工作，请下车。”这些“领导者”是危险的，通常导致缺乏士气，更危险的是，船员缺乏信任。您会发现每个人都在他周围的蛋壳上行走，害怕表达想法。这种行为改变是可耻的。
那么，官员如何在晋升后阻止这种可耻的行为改变呢？
- Train!训练是消防服务中的最终均衡器。与他的机组人员一起训练的军官在组织内部建立了信任。我们知道，组织内的每个等级都有他们要完成的特定任务。但是，每个等级都有能力通过工作人员的任务来训练他们的任务。公司官员应与船员一起表演，教他们的工作人员，并指导他们的工作人员。营负责人应与船员一起从指挥层进行训练，教他的军官，并指导那些同一军官。行政长官应在培训活动中表现出存在，并帮助教和指导其营长。
- 永远不要贬低他人犯错误。消防服务人员和人可能会在各个层面或排名上犯错误。记下机组人员犯的错误，您监督，并将每个错误作为帮助培训整个机组人员的机会。到目前为止，在消防服务中，我还没有看到任何组织都雇用一个在单词的每个含义上都是完美的人。这可以使军官有机会以他希望他们的方式指导和塑造他的船员。请记住，在我们职业生涯的某一时刻，我们也是新秀犯错。
- Be the officer that you always wanted to have. Whether you worked for a great company officer like I did (Thanks Lt. Joe Matta) or one that you hated, learn from that experience. Take lessons from those who possessed the talent to help individuals grow and learn. Also, take lessons of various ways not to treat people or run a crew from poor officers. Every experience can lead to personal growth by the officer. When you are making a decision regarding a personnel issue, think, “How would I have reacted to this decision when I was in his shoes?”
- Make it a point every single day to remind yourself where you came from. I recently had a conversation with a friend who told me of a local department where firefighter receive a different colored helmet upon promotion. He told me that many of the guys would paint the underneath of their helmet black, the color of the helmet for rank of firefighter, so that when they were on a call they could look up and be reminded that they were there once, as well. In my own organization, I have begun keeping an oldpartag from when I used to be at the rank of firefighter on my helmet with my lieutenant tags. This way every time I update my accountability board in the morning, I remind myself of where I once sat. Whatever way you decide to remind yourself, make it meaningful and one that will remind you daily.
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没有人是完美的;警惕那些自称是的人。消防部门的晋升将导致行为改变；确保您的改变是责任之一，因此是合理的，而不是傲慢的一种，这是可耻的。记住您来自哪里，以及在这个职位上如何受到治疗，将帮助您成为更好的领导者，更好的老师和更好的导师，从而提供更好的整体消防服务。
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Michael DeStefano是由布里瓦德县（FL）消防救援部门分配给培训部的中尉。他的职业生涯始于2004年，在佛罗里达州温特斯普林斯的一个小型三站薪水部门，当时是一名消防员/EMT-B。2005年，他搬到了布里瓦德县（Brevard County），在2006年担任消防员/护理人员的角色。他拥有佛罗里达州东部州立大学消防科学的副学士学位，并获得了公共管理学士学位。
