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“Walking the Talk” Kelvin J. Cochran Fire Chief Atlanta Fire Rescue Department. Shaping the Future Of Our Fire Department. My Story New Beginnings. Introduction.

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walking the talk kelvin j cochran fire chief atlanta fire rescue department

“Walking the Talk”Kelvin J. CochranFire ChiefAtlanta Fire Rescue Department

Shaping the Future

Of Our Fire Department

introduction
My Story

New Beginnings

Introduction
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.”ShapingtheFuture
slide4
“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

ShapingtheFuture

slide5
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

slide6

The Nature of Resistance

Resistersare in a constant state of ambiguity, frustration and uncertainty.

slide8
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

slide9
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

slide10
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

slide11
Creating and exchanging messages within a network of inter-dependant relationships with the goal of reducing environmental uncertainty.

Organizational Communications

slide12
“Culture is the foundation of organizational communications.”

Organizational Culture

slide13
Personality and Character

Vision, Mission, Values

Organizational Priorities

Leadership

Decision Making

Communications

Organizational Culture

slide14
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

slide16
Helping People…

…In The Future

Vision Statement

slide17
Helping People…

…Now

Mission Statement

slide18
Organizational goals supercede personal goals

Commitment to controls and culture

Sincere desire for others to succeed

Successful Organizations are Mission Driven

slide20
Every thing we do…

Every decision we make...Must be Mission Driven.

Organizations Must Be… Mission Driven

We must ask ourselves, does this decision better help us accomplish our mission?

slide21
There are things that we “stand for”…

There are things that we WILL NOT “stand for”…

Organizational Values

slide22
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

slide23
Predictable

Visible

Accessible

Approachable

Leadership Culture

slide24
Autocratic

Democratic

Laissez-faire

Situational Leadership

Organizational Leadership

slide25
Directing

Coaching

Supporting

Delegating

Situational Leadership

slide26
Autocratic

Group

Consulting

Delegating

Decision Making

slide27
“When leaders make decisions that impact personnel, the personnel impacted should be a part of the decision making process.”
slide28
Citizens

Department

Division of Labor

Groups

Individuals

Leader

Decision Making Priorities

slide29
Keeping members informed is essential

Information empowers personnel

The more information, the happier...

No secrets policy

Establishing expectations

Culture of Communications

slide30
Executive Staff Meetings

General Staff Meetings

Battalion Meetings

Emails

Teleconferences

Fire Station Visits

Communications Culture

slide31
Image

Facilities

Appearance

First Impression

Visibility

Public Treatment

Internal Treatment

Organizational Culture

slide32
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

slide33
Competence

Controls

Climate

The 3 Cs

slide34
Knowledge

Skills

Abilities

Wisdom

Competence

slide35
Lines of Authority

Chain of Command

Rank

Job Description

Controls

slide36
Rules

Regulations

Laws

Codes

Controls

slide37
Harassment Free Workplace

Use of Profanity

Zero Tolerance Drug Policy

‘Ism Free

Dread Free

Climate

slide38

Organizational Communications

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

slide39

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.

slide40

Classical Model

  • Extremely Formal
  • Strict Chain of Command
  • Exploitative Authoritative
  • High Mistrust
slide41

Classical Model

  • Decision Making at Upper Level
  • Upward Communication Minimized
  • Adversarial Top/Bottom
  • Emphasize Discipline
slide42

Human Resource Model

  • Communicate to Motivate Employees
  • Value Employees
  • Emphasis on Organizational Goals
  • Basically Formal, Top/Down
slide43

Human Resource Model

  • Some Bottom Up ~ Limited
  • Meet Social Needs
  • Meet Branch/Division Needs
slide44

Human Relations Model

  • Formal and Informal
  • Chain of Command Flexibility
  • Emphasize Participation
  • Meet Individual Needs
  • Decision Making Decentralized
slide45

Human Relations Model

  • Authority ~ Knowledge and Competence
  • Informal Organization Recognized
  • Develop Each Employee
  • Entrepreneurial Opportunities
  • Rewards/Discipline
slide47
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

slide49
Kelvin J. Cochran, Fire Chief

kjcochran@atlantaga.gov

Office: 404-546-7269