1. 14 October 2010
Fire Service Leadership Seminar
Hamline University
C. A. Weinstein
Ethical Leadership
in Fire Service

2. ELA’s “Guidelines for Grownups”
• Confidentiality Expectations
• Engagement
• Respectful Candor
• Thoughtful Expediency
• Comfort and Fun

3. Agenda
• Introduction: Why does this matter?
• Leadership Challenges in Fire
Service
• Ancient Ideas for Modern
Departments
• Putting Ideas into Action

4. ELA’s Fire Service Paradox 1
Where can we protect more lives and property?

5. ELA’s Fire Service Paradox #2
Volunteer Public Employee
Night Gig Self-Identity
Team Member Individual
Peer Subordinate
Seeks Direction Seeks Autonomy
Seeks
Flexibility
Work is
Mission-Critical

6. What drives employee engagement?
Source: Gallup G12 Summary

7. • Clear expectations for my performance
• Materials and equipment
• Ability to do good work in assigned roles
• A supervisor who cares about me
• Co-workers committed to quality work
• Opportunities to learn and grow
Source: Gallup G12 Summary
Gallup’s six key factors

8. Empower others
to make a positive difference

9. Ethical Leaders in Action
Leadership Development Model
Leading
Self
Leading
Others
Leading
in Context

10. Ethical Leaders in Action
Virtues of Ethical Leadership
Clarity Creativity
Competence Courage
Service

11. Being serious
about
empowering
others
Exercising
will in support
of collective
aims
Service

12. Imagination
and Vision
Reality and
analysis
Moral Clarity:
Values
Clarity

13. Divergent
thinking:
“out of the box”
Convergent
thinking:
“in the box”
Problem-
solving
Creativity

14. Practical
wisdom and
judgment
Technical
knowledge
Communi-
cation
Competence

15. Doing right,
In the face of
difficulty
Courage

16. Describe a time when you saw this virtue in
action in the fire service. Reflect and make
notes as helpful.
Select one story for the group to tell, and one
lead storyteller.
Draw a picture on your flip chart that helps to
tell that story.
Groups: North: Clarity
South: Creativity
East: Competence
West: Courage
Your turn! Working in groups…

17. Pressure
LOW
HIGH
HIGH
Adapted from Social Discipline Window - Paul McCold and Ted Wachtel - 2000
TO WITH
NOT FOR
punitive relational
neglectful permissive
authoritarian
stigmatising
authoritative
respectful
indifferent
passive
protective
easy/undemanding
Relational Leadership Model

18. TO WITH
NOT FOR
Relational
Leaders
offer high
pressure,
high
support
Pressure
How do you lead?

19. • Past: What happened
– Observable events and facts
– First person and objective
• Present: Why it matters
– Consequences of actions.
– Implications
• Future: Required Changes, Directions
– Changes in actions or behaviors
– Reinforcement to repeat positive actions
Fair
Process is
working
WITH
others
Giving Feedback
What does “Relational Leadership” teach us
about giving feedback?

20. Fireground Firehouse
Where do Communications
Problems Arise?

21. Command
Troops
Within Teams
Between Teams
Key Questions:
What must be
Communicated?
How can the Department
Improve?
What is the intended
impact of improvements?
What kinds of communication can
we improve?

22. Execute and
Adapt
Build Curriculum
Engage Participants
Set Goals and Establish Basic Parameters
Measure
Basic Programming Approach

23. • Comfort and Safety
• Current, tactical
information.
• Ancient stories that
reinforce shared values.
• New stories that also
reinforce those values.
If we
aren’t
telling
stories,
others
surely
are!
The Oldest Leadership Program

24. Thank you for your attention!
Chad Weinstein
Ethical Leaders in Action, LLC
cweinstein@ethinact.com
651-646-1512
“We enable ethical leaders to achieve
extraordinary results”