“walking the talk” kelvin j. cochran fire chief atlanta fire rescue department
TRANSCRIPT
“Walking the Talk”
Kelvin J. CochranFire Chief
Atlanta Fire Rescue Department
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Introduction
My Story
New Beginnings
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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.”
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“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
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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
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Resisters are in a constant state of ambiguity, frustration and uncertainty.
The Nature of Resistance
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Organizational StagnancyA period where activities that were once exciting have become common and routine
Lack luster and enthusiasmUnwilling to challenge dissentersFinancial incentives do not resolve dissatisfaction
The Need to Change
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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
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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
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Creating and exchanging messages within a network of inter-
dependant relationships with the goal of reducing environmental
uncertainty.
Organizational Communications
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“Culture is the foundation of organizational
communications.”
Organizational Culture
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Personality and Character
Vision, Mission, Values
Organizational Priorities
Leadership
Decision Making
Communications
Organizational Culture
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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
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Organizations must have a Vision for
the future…
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Helping People…
…In The Future
Vision Statement
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Helping People…
…Now
Mission Statement
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Organizational goals supercede personal goals
Commitment to controls and culture
Sincere desire for others to succeed
Successful Organizations are Mission Driven
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The Mission Must Be Clearly Communicated.
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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
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There are things that we “stand for”…
There are things that we WILL NOT “stand for”…
Organizational Values
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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
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Predictable
Visible
Accessible
Approachable
Leadership Culture
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Autocratic
Democratic
Laissez-faire
Situational Leadership
Organizational Leadership
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Directing
Coaching
Supporting
Delegating
Situational Leadership
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Autocratic
Group
Consulting
Delegating
Decision Making
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“When leaders make decisions that impact personnel, the
personnel impacted should be a part of the decision making
process.”
Citizens
Department
Division of Labor
Groups
Individuals
Leader
Decision Making Priorities
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Keeping members informed is essential
Information empowers personnel
The more information, the happier...
No secrets policy
Establishing expectations
Culture of Communications
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Executive Staff Meetings
General Staff Meetings
Battalion Meetings
Emails
Teleconferences
Fire Station Visits
Communications Culture
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Image Facilities
Appearance
First Impression
Visibility
Public Treatment
Internal Treatment
Organizational Culture
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
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Competence
Controls
Climate
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Knowledge
Skills
Abilities
Wisdom
Competence
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Lines of Authority
Chain of Command
Rank
Job Description
Controls
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Rules
Regulations
Laws
Codes
Controls
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Harassment Free Workplace
Use of Profanity
Zero Tolerance Drug Policy
‘Ism Free
Dread Free
Climate
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Organizational Communications
The model of the organization’s structure determines the culture of the organization which effects organizational communications.
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Organizational Communications
Classical Model ~ MachinePeople are components of the machine.
Human Resource Model ~ SocialSocial needs and actualization potential for people.
Human Relations Model ~ AlivePeople have social needs; People want to belong, etc.
Classical Model
Extremely Formal
Strict Chain of Command
Exploitative Authoritative
High Mistrust
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Classical ModelDecision Making at Upper Level
Upward Communication Minimized
Adversarial Top/Bottom
Emphasize Discipline
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Human Resource ModelCommunicate to Motivate Employees
Value Employees
Emphasis on Organizational Goals
Basically Formal, Top/Down
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Human Resource ModelSome Bottom Up ~ Limited
Meet Social Needs
Meet Branch/Division Needs
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Human Relations ModelFormal and Informal
Chain of Command Flexibility
Emphasize Participation
Meet Individual Needs
Decision Making Decentralized
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Human Relations ModelAuthority ~ Knowledge and Competence
Informal Organization Recognized
Develop Each Employee
Entrepreneurial Opportunities
Rewards/Discipline
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
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QUESTIONS
