经过Mark Cotter
Our young lieutenant was either remarkably calm or scared to death. We were responding to a structure fire in a multi-occupant dwelling, his first opportunity riding in the front seat of the first-in company, and he just silently stared through the windshield. Regardless of the reason for his quiet demeanor, he and the rest of us were confident because the Duty Chief was on the scene and had established Command, and a veteran officer was riding with us in the crew compartment to provide supervision and support. The new supervisor was being well supervised.
The incident commander (IC) ordered our company to proceed directly to the front of the structure and stretch an attack line to the fire, while the second-in engine, already en route, was to lay in a supply line. On arrival, we found a garden-style apartment, set back from the roadway about 50 yards, requiring extra hose lengths to be deployed to reach the fire itself. Additionally, with the involved apartment in the middle of the balconied second level and the stairwells located only at the far ends, the IC instructed us to bring a roof ladder to shorten the length of the stretch. Still, we reached the involved apartment without significant delay, and quickly extinguished the fire.
当我们完成主要和次要搜索并开始大修时，我们注意到我们的中尉不在我们中间。令人惊讶的是，他仍然回到发动机上，协助泵操作员挂上了电源线。后来，在我们路边的事后批评期间，每个成员都将他的活动如何促进结果。此练习更容易，因为操作进展顺利。我们最终来到了初级官员的观点，他报告说，他将努力集中在建立供水上，因为他认为这是我们公司的主要目标。
实际上，这是众多potential发动机公司的目标，但这不是我们的assignment。中尉仍作为泵打开思维ator (a required preliminary function before promotion to officer in our department), which acted as a barrier to him correctly processing the present situation and orders. A brief, private discussion between the other officer on our rig and the junior officer allowed the latter’s performance to be appropriately critiqued, and left this call a valuable lesson without the usual collateral damage having occurred.
该事件为这位新铸造的官员提供了庇护的机会，可以将理论应用于实践，并可以重复进行，直到他能够始终如一地证明必要的观点和判断。但是，让一名经验丰富的官员在现场担任导师，最终从必要到奢侈品转变为奢侈品。尽管能力至少会逐渐发展为更常见的警报类型，但仍需要其他“街道”方法，以确保在其他情况下继续发展军官技能，以及不断加强已经介绍的课程。
公司成员在继续这一个关键的角色process, although I have witnessed scenarios where members may actually stunt the development of an officer’s skills. Evidence of negative attitudes I’ve encountered include criticisms of any little mistake or variance from SOP that the budding officer makes; hesitancy in following orders, usually accompanied by asking for justification or explanation; and withholding helpful information that could have assisted in making better decisions or preventing later mistakes. Whatever the origins of such behavior, its effect on a new officer can be malignant.
明智的消防员不会不断测试和挑战新官员，而是要意识到团队的进步还包括加强领导者的努力。而且，像所有其他培训一样，应该是计划, a process often specified by department policy for officer advancement, ideally supervised by a higher-ranking mentor; and自发的，这是因为需要或机会的出现。在领导者改进方面的这种努力需要采取与关键机组人员相反的方法。支持性策略包括提供对等级的尊重，等待命令和交谈，每项都将在下面讨论。
Veteran firefighters might argue, correctly, that these “strategies” are actually the behavior which should be expected of any line firefighter toward any officer, and that is certainly an accurate assessment. While discussions of the value of officer development will hopefully educate some firefighters with negative attitudes toward officers, even those already better adjusted to authority might benefit from these guidelines for improving our bosses’ skills.
The concept of providing absolute respect to officers is one that has its roots in the military, with the key benefit being a predictable response to directives, contributing to the improved efficiency of operations. A similar culture has been successfully institutionalized in many fire departments, especially large, urban organizations. All departments should try to cultivate a similar deference to officers. In addition to enhanced fireground and firehouse efficiency, allowing new officers to experience the respect inherent in their rank can be a great motivator toward improved competency.
成为一名军官固有的任何声望都可以通过更大的责任增加，尤其是意识到消防员的幸福感在很大程度上是在军官手中的。当新官员表现出谦卑时，他们很可能自己得出了这一结论，并且已经努力成为值得的荣誉。但是，如果浮力是主要态度，那么新官员可能会从以下一些方法中受益。
Awaiting orders before proceeding, even with non-urgent tasks, forces the officer to practice formulating and communicating a plan, two very complex tasks. Many of us already know our roles at most types of incidents, and are able to begin actions with little direction. Although this independence is efficient, it gives the officer little practice in size-up, developing an action plan, initiating that plan by issuing orders, and evaluating the outcome of the operation. Reining ourselves in, especially at incidents when time is not pressing factor, is difficult, but can serve as a valuable training exercise.
Although company members must be supportive, they must also be willing to provide feedback if that respect is being threatened by the officer’s actions, whether on or off an incident scene. It is vital that respect does not morph into isolation. Talking things out means creating opportunities and an atmosphere where discussing issues and critiquing performances is an accepted, positive behavior. (SeeFrom the Jumpseat: Talking it Out) The officer benefits when he or she is able to be informed, to his or her face, that there were shortfalls in his or her performance. Again, the better officers will seek out and benefit from this feedback. Making a habit of performing post-incident critiques, in one form or another, on all calls ensures that there is at least a chance for communicating the different perspectives and concerns of all company members.
Although these practices are appropriate for rank-and-file company members to implement, higher ranking officers have as their own, separate, duty the expectation that they will work with their subordinates to better develop command skills. With this dual support, from above and below, a new officer can develop the skills that will improve the efficiency and safety of the entire company.
马克·科特（Mark Cotter）在30年前加入了消防局，目前是索尔兹伯里（MD）消防局的志愿消防员/EMT-B。在此之前，他曾在新泽西州和宾夕法尼亚州的部门担任EMT-ParimeDic，紧急服务顾问和消防局长。作者可以在fromthejumpseat@comcast.net。
