弗兰克·维斯库索（Frank Viscuso）
Have you ever heard a co-worker say, “I just don’t care anymore”? Have you ever said that yourself? How about this: “I’m just going to do the minimum and nothing else.”
工作场所的士气有时会下降，人们感到被低估了，并且团队被戏剧所消耗。在组合中增加不良的训练习惯和设备不佳的设备，您将拥有团队功能障碍的完美风暴。有时，您经常会听到人们说：“我不再在乎”，或者“我只是要少做。”
Unfortunately, drama is more common within the fire service than most of us would care to admit. One of the primary causes of drama is a team’s loss of focus on the purpose of its mission. Teams with clearly defined goals do not have time for drama; they are too busy making progress.
Four Stages of Team Development
每位消防员都应熟悉火灾开发的四个阶段：初期，增长，充分发达和衰减。这些是团队发展的四个阶段。衰败的团队stage is easy to identify-team members are stagnant, unproductive, and great at finding problems but not at solving them.
Since the decay stage is the most dangerous one for a team, let’s address this problem from the top and consider how a leader should deal with this situation. Leaders must understand that the level at which their teams operate directly reflects their leadership ability, or lack thereof. The first ingredients of team success are simple; from the top, they are described by words like respect; appreciation; example; strength; and, most important of all, trust. Without trust, you don’t have much to work with.
在建立了合适的团队发展环境之后，领导者需要战略。策略和策略是每个消防员必须知道和理解的两个词。没有合理的策略和策略，我们将永远无法在结构火（或任何事件）中实现我们的目标。本文较少关注策略，而更多地关注战略。
A strategy is a high-level plan, usually implemented by the team leader, which is devised to achieve one or more goals under uncertain conditions and with limited resources. It is not about choosing one plan and sticking to it no matter what. It’s more about attaining and maintaining a position of advantage and putting your team members in a position where they can adapt if needed and still accomplish your overall goals.
七个战略步骤
在不知道您的团队目前处于什么舞台或您要完成的工作的情况下，很难概括策略，但您应该意识到一些绝对。例如，采取以下七个战略步骤。实施这些策略将提高团队运作的水平，并帮助您创造动力。
1.强调小组认可
当团队负责人扮演最爱或不公平地对待某些人时，对他人来说是公然的。Focus on distributing credit to the team, not just one or two members, It’s acceptable to mention and point out the great behavior and accomplishments of individuals because it shows others what you are looking for, but don’t forget about the contributions of the other members.
2. Reward Excellence
基本命中和大满贯之间存在差异。庆祝所有的胜利，但是当您的团队从公园击中比赛时，就会做出很大的作用。这样做的方式可以鼓励他们维持其实现这些结果的高效率。当卓越的回报率没有回报时，人们就会感到沮丧，并开始在其他地方寻求欣赏。不要低估诸如“谢谢”或“出色工作”之类的单词的力量。我知道很多人留下了好的薪水工作，并主要是因为他们没有受到赞赏，所以去了另一个组织工作。
3. Encourage and Promote Clarity
The team needs to know what you expect of them and what the ultimate goal is. Leaders must be transparent and involve others in goal setting and decision making. When everyone pitches in from the early stages, they become connected to the mission. When your team members are on the same page, it’s easier to cultivate ownership mentality, which will help you will move closer to the fully developed stage, which is where we should all strive to be.
4. Mitigate Conflict
谣言，八卦，集团和秘密会议可能会摧毁一支团队。不允许冲突成长到将团队成员划分的地步。尽早停止。请记住，当一个团队被戏剧消费时，这表明他们不再与目标联系在一起。他们将开始将时间和精力花在错误的活动上，冲突将抬高其丑陋的头部。解决冲突是必须学会的技能，但是在失控之前先停止它是一种艺术，它将以比您想象的更多的方式使您的团队受益。
5. Properly Equip the Team
当人们被分配任务或工作时，他们还需要教育，时间，资源和工具来完成工作。有时这很棘手，因为该策略是由有限的资源来调节的，这需要培训，计划和思考。建立一个团队成员了解他们可以使用任何可用资源而不会分心的环境。允许他们采取行动。如果犯了错误，请向他们学习，修改您的策略并改进。
6. Fix What’s Broken
When you make a mistake the first time, it’s a learning experience; the second time, it’s a choice. Your goal should always be to find the “one best way” to accomplish a specific task. To do this, you need to break old habits and try approaching tasks from different angles. If a certain tactic did not produce the results you want, change it. Don’t think you have to figure it all out by yourself. Contrary to popular belief, experience is not the best teacher. In our industry especially, the best teacher is other people’s experiences. There have been too many near misses, major injuries, and fatalities for us not to learn from them. The greatest way we can honor our fallen brothers and sisters is by learning from them.
7. Cross Train
A common mistake many organizations make is to不是发展他们的人。尽管掌握一两个任务是很棒的，但在较小的消防部门（美国大部分地区）中很常见的是，阶梯公司成员突然被分配被视为发动机公司的职责，反之亦然。因此，至关重要的是，您必须培训团队的每个成员来完成各种任务。通过这样做，您的团队成员将变得可以互换。如果一个人在特定的一天没有一个人来完成一项特定任务，那么您将能够使用另一个人来履行这一责任。您仍然希望允许个人掌握特定技能，在车道上跑步并发挥自己的优势，但是从长远来看，促进互换性只会使您的团队受益。
如果您的团队停滞不前，前往衰减阶段，那么扭转它们还为时不晚。第一步是在评估团队所在的阶段时对自己诚实，因为您无法修复拒绝承认的事情。这也将使您受益，以确保您的团队成员知道您重视他们。我们是战斗中的士兵，没有彼此尊重，我们将永远不会像一家制服的消防公司那样运作。一旦理解，就开始实施上面的七个战略步骤。这样做将有助于您通过设计而不是默认来创造动力并发展组织文化。
FRANK VISCUSOis a deputy chief with the Kearny (NJ) Fire Department and a 25-year veteran of the fire service. He is the author of six books, includingStep Up and Lead和Step Up Your Teamwork。维斯库索（Viscuso）旅行该国谈论领导力，团队合作，官员发展和客户服务。
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