1. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Fire Administration I Randy R. Bruegman Chapter 7 Personnel Management: Building Your Team

2. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Learning Objectives Define the areas of importance to building a successful team Conduct a SWOT analysis on your department Explain why people often resist change Describe how coping styles impact group dynamics

3. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Learning Objectives –Define the profile of each generation –Describe how morale can affect and impact an organization –Discuss the importance of the labor/management relationship

4. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building Your Team All I Really Need to Know I Learned in Kindergarten –Robert Fulghum

5. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building Your Team Whose Side Are They On? –Team building depends upon Culture Trust Leadership talent –Leader must blend talents of the team

6. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building Your Team Areas of Importance to Build a Team –Level of organizational trust –Personnel willingness to be honest with each other SWOT analysis

7. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building Your Team Analysis of the Organizational Situation

8. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building Your Team Areas of Importance to Build a Team –Ability to communicate up, down, and sideways –Does the organization kill the messenger? –Is focus problem-solving or decision- making? –Degree of shared organizational mission, values, and visions

9. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building Your Team A New Beginning –Successful team building requires Defined purpose Picture of outcomes Plan a step-by-step process Everyone has a defined part

10. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building Your Team Team Performance Model

11. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building Your Team A New Beginning –Resistance to change –Increased communication –Involve senior leaders –Give each person a part to play

12. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Maslow’s Hierarchy –Identifies a series of levels of satisfaction Motivates Discourages Dynamic process

13. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Impacts Affecting Maslow’s Hierarchy

14. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Impacts Affecting Maslow’s Hierarchy

15. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Group Hierarchy of Needs

16. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Framework of the High-Performance Programming Model

17. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Characteristics of High-Performance Teams –Adherence to basic principles Trust Meaningful responsibility Commitment High standards Confront inadequate/reward exceptional performance

18. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Characteristics of High-Performance Teams –Individual Needs Inclusion and Identity Influence Acceptance

19. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Characteristics of High-Performance Teams –Coping Styles Counter-Dependent Type Dependent Type Logical Thinker Impact on group formation

20. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Characteristics of High-Performance Teams –Cognitive Styles Introversion/Extroversion Sensing/Intuition Thinking/Feeling Judging/Perceiving Impact on group formation

21. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Task/Process Orientation –Group process –Task roles –Process roles

22. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Building High- Performance Teams Building High-Performance Teams Survey –Determines task vs. process orientation –Innovators –Achievers –Organizers –Facilitators

23. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ The High- Performance Team Characteristics –Individual level –Group level

24. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ The High- Performance Team Components of a High-Performance Team

25. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ The High- Performance Team A Diversified Workforce –40 to 50 percent women and minorities –Four and possibly five generations Traditionalists Baby Boomers Generation X Generation Y ?

26. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ A Diversified Workforce Workforce revolution –Diversity –Value structures –Employee expectations

27. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ A Diversified Workforce Defining Events –1930s –1940s –1950s –1960s –1970s –1980s –1990s –2000s

28. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ A Diversified Workforce What Does This Mean to the Fire Service? –Predominance of Caucasian males –Dramatic changes coming –“Culture shock” –Public safety liability –Legal and safety issues –Employee issues

29. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ A Diversified Workforce Challenges to the Fire Service Community

30. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Bridging the Generations Generational conflict –Traditionalists –Boomers –Gen-Xers –Millennials

31. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Bridging the Generations Recruitment –Traditionalists –Boomers –Gen-Xers –Millennials

32. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Bridging the Generations Managing –Traditionalists –Boomers –Gen-Xers –Millennials

33. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Bridging the Generations Retention –Traditionalists –Boomers –Gen-Xers –Millennials

34. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Bridging the Generations Conflicting Career Goals Retirement Job Changing Feedback

35. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Bridging the Generations Training Balancing the Generations Recruiting the Generations Training Generation X and Y

36. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Bridging the Generations Leading in the Future –Cooperation to address changes –Labor/Management Fire Service Leadership Partnership IAFC IAFF –Volunteer fire service

37. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Employee Morale Critical to Team Success –Influences all objectives Improving quality Reducing turnover Reducing absenteeism Reducing safety-related costs –Is the glass half empty or half full?

38. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Employee Morale We Must Ask the Right Questions –“Penny wise and dollar foolish” –Gimmicks will not solve problems –High morale work experience –Low morale work experience –Intrinsically rewarding work experience

39. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Employee Morale Points to Guide Morale Building Efforts –Gimmicks are the frosting, not the cake –It’s the little things, and every little thing matters –Most of the answers are in the workforce… so ask –Be willing to look in the mirror

40. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Employee Morale Focus on What You Can Control –Supervisor’s affect on morale Practice noticing when people do well Don’t talk at employees, listen to them Practice showing more appreciation

41. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Employee Morale Engage Your Staff –Talk to your people –Formal communication –Informal communication

42. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Employee Morale Ask for Feedback –Managers job is to bring out best in your employees –Intimidating leaders will get limited honest feedback –Must be an integral part of management style

43. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Introduction –Increasing the political, social, or economic strength of individuals or groups –Sociology –Management –Economics –Personal development

44. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Elements of Empowerment

45. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Access to Information –Informed employees are better equipped –Relevant –Easily understood

46. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Inclusion and Participation –Treat our people as co-producers –Include means to debate issues –Include participation in strategic planning, budgeting, and service delivery –May require conflict resolution mechanism

47. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Accountability –Public accountability –Political accountability –Administrative accountability –Responsibility for our own actions –Ensure efficient and effective services

48. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Accountability –Empower your organization Bring solutions rather than problems Move away from being risk averse to fixing things Be the very best at what they do Train your people to listen up

49. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Employee Empowerment = Quality Service –Quality starts with people –Participative management is more than a management buzzword –We are all in it together –Empower from the bottom up

50. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Employee Empowerment = Quality Service –Employees are the most important assets in organizations

51. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Empowerment

52. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Employee Empowerment = Quality Service –Treat your employees the way you want your customers to be treated

53. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team Understanding the Paradox of Empowerment –Letting go while taking control –Become a coach –Create an empowered environment –Must trust your people for empowerment to work

54. Bruegman, Fire Administration 2/e © 2009 by Pearson Education, Inc., Upper Saddle River, NJ Empowering Your Team “Go to the people - Learn from them - Love them - Start with what they know - Build on what they have – But of the best leaders, when their task is accomplished, their work is done, the people will remark: We have done it ourselves.”