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“Walking the Talk” Kelvin J. Cochran Fire Chief Atlanta Fire Rescue Department.

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Presentation on theme: "“Walking the Talk” Kelvin J. Cochran Fire Chief Atlanta Fire Rescue Department."— Presentation transcript:

1 “Walking the Talk” Kelvin J. Cochran Fire Chief Atlanta Fire Rescue Department

2 2 Introduction  My Story  New Beginnings

3 3 Shaping the Future “Whenever anyone tries to tell us what to do, even a person with a legitimate position of authority, there arises in us a spirit or attitude of resistance.”

4 4 “Our resistance to others ruling over us is also due to the spirit of leadership that God placed in us when He created us.” --Myles Munroe Shaping the Future

5 5 We resist unless we are:  In charge; calling all the shots  A part of an organization with shared beliefs, motives and values  Led by a leader with shared beliefs, motives and values The Nature of Resistance

6 6 Resisters are in a constant state of ambiguity, frustration and uncertainty. The Nature of Resistance

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8 8 Organizational Stagnancy  A period where activities that were once exciting have become common and routine  Lack luster and enthusiasm  Unwilling to challenge dissenters  Financial incentives do not resolve dissatisfaction The Need to Change

9 9 Organizational Stagnancy  Slow attrition/slow promotions  Tolerate things we used to detest  Relationships more important than mission  Average is disguised as excellence The Need to Change

10 10 Organizational Stagnancy  Succumb to good, rather than aspire for great  Make excuses rather than make a change  Cling to past traditions that have lost their value The Need to Change

11 11 Creating and exchanging messages within a network of inter- dependant relationships with the goal of reducing environmental uncertainty. Organizational Communications

12 12 “Culture is the foundation of organizational communications.” Organizational Culture

13 13  Personality and Character  Vision, Mission, Values  Organizational Priorities  Leadership  Decision Making  Communications Organizational Culture

14 14  Responsibility (The obligation to make decisions and take action)  Authority (The right to make decisions and take actions)  Accountability (Having to answer for the results) Fundamentals of Participation

15 15 Organizations must have a Vision for the future…

16 16 Helping People… …In The Future Vision Statement

17 17 Helping People… …Now Mission Statement

18 18  Organizational goals supercede personal goals  Commitment to controls and culture  Sincere desire for others to succeed Successful Organizations are Mission Driven

19 19 The Mission Must Be Clearly Communicated.

20 20  Every thing we do…  Every decision we make...Must be Mission Driven. We must ask ourselves, does this decision better help us accomplish our mission? Organizations Must Be… Mission Driven

21 21  There are things that we “stand for”…  There are things that we WILL NOT “stand for”… Organizational Values

22 22  Human Resources  Professional Development  Emergency Preparedness and Response  Facilities, Equipment, Supplies, Technology  Customer Service Programs  Public Information, Public Education and Public Relations Programs Organizational Priorities

23 23 Predictable Visible Accessible Approachable Leadership Culture

24 24 Autocratic Democratic Laissez-faire Situational Leadership Organizational Leadership

25 25 Directing Coaching Supporting Delegating Situational Leadership

26 26 Autocratic Group Consulting Delegating Decision Making

27 27 “When leaders make decisions that impact personnel, the personnel impacted should be a part of the decision making process.”

28 Citizens Department Division of Labor Groups Individuals Leader Decision Making Priorities

29 29  Keeping members informed is essential  Information empowers personnel  The more information, the happier...  No secrets policy  Establishing expectations Culture of Communications

30 30 Executive Staff Meetings General Staff Meetings Battalion Meetings s Teleconferences Fire Station Visits Communications Culture

31 31 Image  Facilities  Appearance  First Impression  Visibility  Public Treatment  Internal Treatment Organizational Culture

32 You’ve got to want to be there!  If you don’t enjoy coming to work do yourself a favor… Committed to the organization’s mission  What is my role/part? You’ve got to want to make a difference  Be grateful! Stop complaining! Be a positive influence on organizational outcomes and impacts  Do your job the best you can do. Everyone Contributes to Organizational Culture

33 33  Competence  Controls  Climate

34 34 Knowledge Skills Abilities Wisdom Competence

35 35 Lines of Authority Chain of Command Rank Job Description Controls

36 36 Rules Regulations Laws Codes Controls

37 37 Harassment Free Workplace Use of Profanity Zero Tolerance Drug Policy ‘Ism Free Dread Free Climate

38 38 Organizational Communications The model of the organization’s structure determines the culture of the organization which effects organizational communications.

39 39 Organizational Communications Classical Model ~ Machine People are components of the machine. Human Resource Model ~ Social Social needs and actualization potential for people. Human Relations Model ~ Alive People have social needs; People want to belong, etc.

40 Classical Model  Extremely Formal  Strict Chain of Command  Exploitative Authoritative  High Mistrust

41 41 Classical Model  Decision Making at Upper Level  Upward Communication Minimized  Adversarial Top/Bottom  Emphasize Discipline

42 42 Human Resource Model  Communicate to Motivate Employees  Value Employees  Emphasis on Organizational Goals  Basically Formal, Top/Down

43 43 Human Resource Model  Some Bottom Up ~ Limited  Meet Social Needs  Meet Branch/Division Needs

44 44 Human Relations Model  Formal and Informal  Chain of Command Flexibility  Emphasize Participation  Meet Individual Needs  Decision Making Decentralized

45 45 Human Relations Model  Authority ~ Knowledge and Competence  Informal Organization Recognized  Develop Each Employee  Entrepreneurial Opportunities  Rewards/Discipline

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47 Motivating yourself to do the things you do not necessarily want to do Organizational values over personal values Organizational goals over personal goals Self-monitoring Facing fears head-on Personal Leadership

48 48 QUESTIONSQUESTIONS

49 Kelvin J. Cochran, Fire Chief Office:


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