I must say, this past week was unprecedented as social media news is concerned.  The terrorist bombings in Boston, the West, Texas fertilizer plant explosion and the subsequent gun battle and manhunt of the marathon terrorists made for a target rich environment from a social media perspective. Mainstream media channels continually exploited and mentioned social media as events unfolded.

I think these are seminal events as far as the integration and acceptance of the use of social media during emergencies, and a ton of lessons are ripe for the picking for those who have open minds.  Those leaders in public agencies who have been either sitting on the fence or continuing to discount the power of the crowd had better move, and move quickly.

I, along with many of my #SMEM cohorts, followed the events via Twitter.  Unlike many, I only occasionally tuned into the continuous TV cable coverage.  Why?  Simple… I got tired of reporters standing outside of barricades, speculating, re-speculating and regurgitating on what may be going on several blocks away.   Blah, Blah, Blah….

Switching gears -The West, Texas explosion was frankly more horrific than the Boston bombings as far as loss of life, destruction and impact on emergency services. Having experienced the impact of what happens when responders are in the middle of the situation when it “goes south”, I had a visceral reaction to what I was reading. The disaster happened in a rural area, and regional TV affiliates were sending crews to the scene, and reporting minimal information.  Meanwhile, Twitter was lit up with reports from local and regional citizens talking about what they saw and heard.  Me and others with emergency response experience quickly realized this was a huge event, even though overshadowed by the Boston events.

 I was struck by the speed by which information was shared from a relatively isolated and devastated community. The amount and breadth of information shared on SM channels in the early stages of the response was incredible.  One of the key channels was streamed audio from the local fire/EMS/LE dispatch centers.  It quickly became apparent that this was a cataclysmic event, with far reaching impact.

OK, I could write a book on what transpired over the past week.  I’m too lazy to start right now. So, I’ll revert to my usual bullet point format to share my observations of  - wait for it – The Good, The Bad, The Ugly.

·         The Good

o   The direction from the Boston EMS/PD supervisor at the scene of the marathon bombing to get on social media and tell people what to do!

o   Law enforcement’s use of social media in sharing the photographs of the suspects.

o   Citizen posting of the West, Texas explosion smoke column almost immediately after it happened.  For those in the fire service (or the military) we knew this was a BAD situation.

o   The tweets from Dr. Brad Holland @drBradHolland, a surgeon called in to staff a local West, Texas hospital.  His tweets provided real time insight into the readiness and confidence of the medical community to deal with the disaster.  Seeing this perspective – in real time – was a unique experience.

o   The people of Boston

o   Massachusetts and federal law enforcement

o   Boston Fire and EMS (you rocked!)

o   Medical marathon volunteers (you rocked too!)

o   West, Texas volunteer fire and EMS responders (….no words)

o   Citizens who called in with  tips, pictures and analysis of what happened (But, see below)

o   The composure, passion and angst of the terrorist’s uncle.  He courageously and eloquently represented his people on the international media stage.

·         The Bad

o   CNN’s pronouncement that a suspect had been arrested, and it wasn’t even close!

o   Tweeting movements and tactics as officers sought the bombers.

o   Relaying tactical law enforcement radio traffic – in real time – to anyone and everyone.

o   Network talking heads talking live, providing “breaking” information that was at least 10 minutes behind what was being broadly shared on Twitter.

o   Boston PD social media response.  Ya got the order…But it took too long to get going.

·         The Ugly

o   Politicians going first.

o   Law enforcement leaders going last.

o   Law enforcement’s pleading with the public to not share “secure” radio transmissions. REALLY????!!!!!  Why are we still discussing this issue after BILLIONS of federal dollars have been spent on encrypted radio communications infrastructure?

o   Citizens playing amateur detective (watching too much CSI), who implicated innocent spectators via SM.

o    Ann Coulter…’nuff said.

o   West, Texas zoning regulations.

o   State of Texas chemical reporting oversight.

I can’t express enough my admiration and respect for the job of the local state and federal responders of the Boston and Texas tragedies.  You all have my deepest respect and gratitude.

]]> http://chiefb2.com/2013/04/20/the-good-the-bad-the-ugly/feed/ 1 chiefb2 http://chiefb2.com/2013/04/15/heroes-emerge-again/ http://chiefb2.com/2013/04/15/heroes-emerge-again/#comments Tue, 16 Apr 2013 01:16:20 +0000 chiefb2 http://chiefb2.com/?p=578 ]]> Like everyone else I was horrified to learn of the massacre in Boston.  Due to work obligations I learned of the attack three hours after it happened. I am just now starting to catch up on the tweets, pictures, videos and news reports.  Even with a very limited amount of information, I’ll be my salary that;

• Bystanders and on scene marathon medical staff likely saved lives – without regard to their own personal safety.
• First responders were overwhelmed at first, but quickly assimilated with medical personnel to quickly treat and transport.
• Cell networks (and likely land lines) locked up for quite a while as everyone tried to validate what they experienced with loved ones, and loved ones tried to contact participants and spectators.
• Social media channels were effectively used to get messages out, and also act as the NAP (Non-Associated Press).
• Surveillance video, along with yet unidentified witnesses will likely result in the quick capture of the suspect(s).

While it is easy to focus on the horror and tragedy of such a senseless act, I’m choosing to focus on the actions of the nameless and countless number of heroes who knowingly and unknowingly stepped into harms way to help their fellow man.  To all the Bostonian first responders-both uniformed and civilian-Thank You for your service today.  Your actions reinforce the strength and resolve of the American people, even during unbelievable tragedy.  Now, let’s catch the S.O.B.(s) who did this.

After some thought, I decided to talk about something I do know, and it directly influences industrial safety; Executive Leadership.

A strong corporate safety culture starts at the top.  You may have the most talented and effective leader for the organization. But, if he/she does not make safety a priority…wait, scratch that… a VALUE, then the rest of the organization won’t embrace the value either.  Conversely, you can have an executive who fully embraces safety, yet is incapable of influencing the safety culture due to poor communications skills, lack of credibility, etc… Regardless, in today’s environment a company’s health, safety and environmental record is a directly reflection on how well the organization is being managed and lead.

As a newly appointed fire chief in my previous life I took it upon myself to brush up on my leadership knowledge.  In doing so, I stumbled across a book written by retired Navy Captain D. Michael Abrashoff, titled “It’s Your Ship”.  Published in 2002, the book is a collection of short stories and lessons learned in dramatically improving his ship’s crew morale, performance, safety and reputation within two years.  A quick read, the book offers practical advice and examples that translate easily into the para-militaristic culture of the fire service.  I purchased the book for every chief level officer I promoted.

A few examples of Abrashoff’s wisdom resonated with me;

• Take Command   “Empowering means defining the parameters in which people are allowed to operate and then setting them free.”

• Lead by example  “Leaders need to understand how profoundly they affect people, how their optimism and pessimism are equally infectious, how directly they set the tone and spirit of everyone around them.”

• Listen aggressively “I decided my job was to listen aggressively and pick up on every good idea the crew had for improving the ship’s operation.”

• Communicate purpose and meaning “When people feel they own an organization they perform with greater care and devotion. They want to do things right the first time, and they don’t have accidents by taking shortcuts for the sake of expediency.”

Each of these directly relates to safety leadership.  When was the last time you saw the CEO in the field, with the sole purpose of assessing and communicating the importance of job safety?  Do corporate managers use the same safety rules and equipment when performing home repairs as they do on the job? Are employees REALLY granted stop work authority?  Is it routinely implemented?  Is it viewed as a positive rather than a negative? Is personal/home safety a component of your company safety strategy?   When was the last time an employee safety improvement suggestion was and implemented? Do the employees feel they are valued members of the company team? Are they recognized for safe work practices, even at the expense of time/money?

These questions are just the tip of the iceberg as it relates to effective leadership and safety.  I have a long ways to go in uncovering the rest. But, at least I now have a 20 minute speech in the can!

Dave had previously coined the term “Social Media Assisted Career Suicide Syndrome” (SMACSS) after similar incidents where public officials lost their jobs after posting some incredibly stupid things on social media networks and/or using them inappropriately.   When are folks going to learn?  Are people really that stupid to think that you can really be anonymous on the internet?  Apparently so…

Thanks for sharing Dave.  I hope the actions and reactions of this poor S.O.B. will prevent another trusted public safety employee from committing SMACSS.

Hey Parker,

“In your time as a leader, when have you found areas of weakness in yourself, and how did you strengthen those areas of weakness?”

Hmmm, time to get a little introspective here. Great leaders have insecurities and perceived weaknesses. That’s what makes them great leaders. They are constantly questioning themselves, asking for input and guidance. It was certainly the case for me, and continues to be so.

My personality will likely drive me to an early grave, not just because I spent 30 years in a profession that tends to shorten a life, but equally as impactful is my underlying desire to please others and help them succeed, even at my expense. It drives my wife nuts that I beat myself up, but it is what it is…
So, to answer your question directly-I am always questioning my knowledge, judgement. At times my angst “ramps up” depending on the situation, and it becomes a matter of degrees of angst. Any good leader looks first to see if he/she could have done something different whenever a situation arises that negatively impacts employees or the organization. In my new position I am responsible for investigating workplace accidents, injuries and near misses. One of the first things I realized is; Don’t find fault, find the cause. And in many cases, the cause rises to the top of the organization.

I encourage you to get hold of the book “It’s Your Ship” , written by retired Navy Captain Mike Abrashoff. The first book in a series of books on leadership, it is a short excellent read on how to “run your ship”. I bought this book for every new chief officer I promoted during my tenure, and I hope it has a lasting impact. I strengthen my weakness areas by reading as much as possible, and surrounding myself with mentors and leaders who have served or were serving- in similar management level positions. Sharing the pain can be very cathartic!

Some of the best “Pearls of Wisdom” from Capt. Abrashoff’s book that apply to your class and lesson;

– “Most obstacles that limit people’s potential are set in motion by the leader and are rooted in his or her own fears, ego needs, and unproductive habits.”
- “Helping people realize their full potential can lead to attaining goals that would be impossible to reach under command-and-control.”
- “Whether you like it or not, your people follow your example.” “You train your crew how to operate through every decision you make and every action you take.” “It’s funny how often the problem is you.”

A true leader is resolute in their core values and beliefs. At the same time, he/she is constantly questioning their effectiveness and success. It goes with the territory.

I hope this answers your questions Parker. Let me know if you need more info. Hope the quarter is going well!

Now, before CISM zealots jump down my throat saying that I don’t know what I’m talking about, let me say that I used to be one of them.  Back in the day I was the countywide administrator and leader of our multi-agency CISM Team, and also served on the Washington State CISM Executive Board.  We fully embraced the Mitchell Model, went to all of the conferences and conducted tons of debriefings and defusings.  Things were rolling hot and heavy for a few years.  Then, guess what?  Agencies stopped calling us.  At about the  same time in 2004, I was finishing up my Executive Fire Officer Program at the National Fire Academy, which includes a requirement to complete four original research projects. So, for my last project I decided to explore the efficacy of the Mitchell Model of CISM in helping our local firefighters.  With the gracious support and help of leading post-traumatic stress researcher Dr. David Sattler from Western Washington University (ahheemmm, my alma mater thank you very much!) , we surveyed over 300 firefighters to try and learn about their inherent coping mechanisms, resiliency and perceptions about the current debriefing methods.  Although the project is nine years old, it is satisfying to think it may still be considered contemporary. Let’s hope the NFFF’s decision will motivate more researchers to impartially evaluate the effectiveness of the most common form of crisis counseling.  We owe it to our first responders to heed three little words; Do No Harm.

You can download our research here – BoydEFOpaper

My most recent virtual student posed the question; “Have you ever had to present an idea to a group of followers that they weren’t initially interested in, and if so, how did you get them to go along with it?”  

To assist our newly hired and future safety folks, I created a quick reference field guide for safety techs. Included is basic contact info for company management, emergency reporting procedures for our key customers, abbreviated emergency and drug testing procedures, etc…
In polishing up the document, I decided to include a distillation of what my co-workers and employees have shared with me about the traits of an safety technician. They all had their favorite and least favorite folks who served in the safety role, and shared lots of stories. In reviewing my notes, I’ve decided it all comes down to this-
A good Safety Tech;
• Stays vigilant.
• Respects the team concept and helps where needed to get the job done.
• Isn’t afraid to immediately stop work when a safety issue arises.
• Communicates effectively with supervisors and employees.
• Documents well.
• Keeps client safety reps “in the loop”.
• Won’t tolerate unsafe work practices.
• Treats everyone with respect (praise in public, criticize in private).
• Keeps their cool, especially in tense situations.
• Takes advantage of “teachable moments”.
• Never stops learning.

OK, all you seasoned industrial safety types, what did I miss? I’m the newbie in this field, so I’ll soak up any education you care to throw my way!

For those of you who have been following my social media “career” over the past few years, you know I have been quick to share opinion and articles on how to respond when under public relations attack as a result of honest mistakes, company/agency wrongdoing or blatant attempts to discredit. I studied, commented and shared articles about the “How To” of PR crisis management. It is one thing to abstractly opine on what the right move is and play Monday Morning Quarterback. It is an entirely different situation when the howitzer of “How The Hell Did this Happen?” is pointed at YOUR head.

I called a few of my trusted friends and mentors, all highly respected in the community, who understand the political landscape and have extensive experience in responding to PR dust-ups. In discussing the attack and my feelings I took comfort in their advice. While each responded somewhat differently, they each said the same things in their own unique way:

• The statements attributed to me are so blatantly untrue that even without correction they would eventually be exposed as such, undermining the author’s credibility.
• Going to battle in a public forum would likely only exacerbate the issue. A mentor I highly respect-Gerald Baron- used the old analogy “If you decide you wrestle the pig, both of you will get muddy and the pig will like it.”
• Calm down, take emotion out of it, and develop a Plan A, Plan B strategy.
• Monitor social media/Twitter channels. See if folks are commenting and/or spreading the accusations (They were not. The author has very limited readership).
• Talk to the author by phone or in person. Express concerns about the inflammatory and incorrect information that was stated as fact, and my concerns about how it may impact my professional reputation. Provide the facts and background and give him an opportunity to ask questions, verify information, and most importantly – correct the story!
• If that doesn’t work, continue to monitor the site and any related social media fallout. THEN, depending on what folks are – or are not- saying, develop a message and a vehicle to deliver the facts in a way that does not attack the author, but rather state the easily verifiable facts in a simple and concise message.

This ended satisfactorily. The author pulled the post early the next day, called to apologize, and posted a correction and apology. It was all I wanted.

The real world lessons I learned from this relatively small reputation crisis;

• Take a deep breath and DON’T act immediately.
• Read the article, reread it, repeat.
• Take notes. Jot down your immediate response, even it is emotional (It can be cathartic, trust me).
• Talk to your trusted network. They are not being attacked, so they can provide support and objective, unemotional advice and observations.
• Sit down and really think about what was said. Look for nuance and overall theme.
• Reaching out to the author in person or by phone can be a quick and easy solution. Even if it doesn’t work it may provide further insight into the author’s true agenda.
• Your reputation is perhaps your greatest treasure, or your biggest albatross. If you have a good one, protect it. If you have a bad one, heaven help you…

The new job is great.  I’m the corporate health and safety coordinator for an industrial cleaning company – Coastal Industrial Services out of California, with offices up and down the west coast and Hawaii.  They just expanded into Texas as well.   They are growing fast and evolving, which means my job duties are fluid.  One of the most exciting aspects of this company, and one of the main reasons they wanted me on their team, is their vision to expand business lines.  I’m excited to see what the next few months reveal during this expansion.  Yet, this old warhorse is also challenged by the relative new found freedom from bureaucracy and regulation.  Creating new business lines is all about vision, creativity, “can do “attitude and a strong “push the edge of the envelope” approach.  It is taking some getting used to.

It is difficult to go from a position of intuitively knowing almost everything to knowing nothing.  Everything from learning how to run the copy machine to understanding the complex safety permitting requirements for the various oil refineries and mills is a big challenge.  Adding to these challenges is the evolving corporate changes related to growth, meaning I stepped into a corporate culture where rules, roles and responsibilities are a moving target.  In some ways this is good, as I have been asked to help influence change; especially on the safety and health side of the house.

The next few months will be nuts, as our business expands at the same time we begin spooling up for refinery and mill “turnarounds”, hiring hundreds of temporary employees.  I suspect the past couple of months have been the calm before the storm.

Do I miss the job? Sure I do…at least parts of it.  I miss the camaraderie of the highly skilled and professional department heads and staff officers I worked with.  I miss my support staff, who always went out of their way to help this old guy figure things out (Boy, I really miss them now when I get stuck in Word or Excel).  I miss seeing Bellingham firefighters and paramedics working their magic on emergency scenes.  I also miss their sense of humor and family.  And, yes, I miss going on calls.

I certainly don’t miss the pager.  Always knowing my world could be disrupted at anytime, anywhere was a previously unrecognized major stressor in my life.  The night before I retired, I told the incoming interim chief that I had turned in my pager, and slept like a baby.  Perhaps this simple act was the most symbolic aspect of letting go.  Since 1990, I had been tethered to a small plastic beeper that apparently weighed 10,000 lbs.

I don’t miss the politics.  For five years I tried to resolve a long simmering intergovernmental dispute about how paramedic services were being delivered.  During this time, my professional and personal character was attacked, even as I worked at keeping it strictly business.  This unfortunately affected my professional and personal relationships, especially at home.  I finally took a realistic look at my chances in convincing others of what I still believe is the best model for service delivery. In doing so, I suspected I was likely part of the problem, not the solution.  I’m hoping new BFD leadership will be able to preserve our internationally recognized EMS program. Our citizens deserve nothing less.

Finally, I don’t miss the budget process.  My previous chief, whom I deeply respect, left in 2003.  He was smart enough to see the budget writing on the wall.  He understood the next few years were likely going to be brutal. Little did he know how bad it was going to be. Out of the 11 budgets I worked on, only two included program additions or enhancements.  Of those two budgets, I still had to cut other line items to keep overall costs down, including shutting down our dedicated ladder truck, rescue program and fireboat (I was fortunate to have had a collaborative union executive team who “got it”, and helped us come up with creative solutions).  But, the new administration is going to have their hands full coming up with further reductions that don’t reduce the department’s capacity in putting the wet stuff on the red stuff, and the white stuff on the red stuff.

So, in riding off into the fire service sunset I feel more relaxed, content and excited to tackle new opportunities and challenges.  It is actually fun to be looking ahead, instead of always looking behind to see who was chewing my backside.