The Human Condition and the Hierarchy

We have discussed in past columns the stages up the vertical scale of what we have called the leadership capability “hierarchy.” The scale describes some of the details and dynamics of how the basic personal profile of the boss will determine how high the boss will get up the scale. The basic idea of connecting what an effective boss does at each stop along the scale (based on capability) starts at the bottom, which is pretty straightforward and progresses up to where it is more difficult to execute and requires more skill, practice, and refinement. The categories on the bottom of the scale are no less critical or necessary than the ones farther up that are more difficult for a boss to do effectively. In fact, those on the bottom create a solid launching pad to create a higher level of internal and external service. It is very difficult to deliver high-quality life safety protection and fire control if the rig is out of fuel and the firefighters are wearing their self-contained breathing apparatus upside down. I have seen and watched the effect of both.

I have discovered as our monthly leadership hierarchy adventure has evolved that it is also more challenging to write about the topics as we go up the scale. It is a lot easier to describe routine maintenance functions than how to create a positive human-centered internal organizational environment. We are now at the place on the scale that must address human behavior. The topics, issues, and challenges for the boss can become overwhelming when the behaviors of department members are out of balance (sometimes way out of balance) because they can and routinely do produce juicy, sensational stories in the news. Public safety workers (police/firefighters) receive an elevated status from the public and are expected to meet a higher behavior standard than regular workers. When heroes behave badly, it becomes a big media festival. Although behavior mistakes can become very high-profile news stories, there is not much (or any) conversation, direction, or guidance on how bosses can effectively prevent them before they occur (prehab) and then somehow manage them once they do occur (rehab). Out-of-balance behavior situations and the stories that come with them happen with an organization where there is (or should be) a boss present who now must represent the organization; the major mess doesn’t come with an instruction manual for the boss.

消防人员的主要挑战通常是从他职业生涯开始就开始在组织的底部开始。在我们的服务中，我们几乎都从进入消防员开始。我们最初的重点涉及对使用工具和设备在消防公司团队中发挥作用的任务级别的理解。因为我们年轻（我们所有的身体部位工作），所以做繁重的兴奋工作（非常有趣）是我们的工作。如果我们能够在应用的战术/手动劳动层面上扮演自己的角色，以便从身体上转换为失控的情况下，以及您的个性适合消防公司的生活，我们将被评估和接受。