Presented By: Chris Long

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SAR Leadership Development

• Presented By Chris Long
• Washington State
• Emergency Management Division

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2007 Washington State Search and Rescue
Conference
May 14-20, 2007 Crystal Mountain, Washington
http//www.co.pierce.wa.us/pc/abtus/ourorg/sheriff
/sar2007.htm
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Leadership Development

• Definitions
• Assessment
• Styles
• Tools
• Self-Development Plan

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"Leaders are made, they are not born. They are
made by hard effort, which is the price which all
of us must pay to achieve any goal that is
worthwhile. Vince Lombardi
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Management? Command? Leadership?
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MANAGEMENT

• Accomplishing organizational objectives through
  efficient use of resources.

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An Incident Management System
Incident Commander
Information
Safety
Liaison
Finance/Admin Chief
Logistics Chief
Operations Chief
Planning Chief
Svc Br
Situation
Staging
Time
Comm
Resource
Procure
Food
Air Br
Branch
Doc
Branch
Claims
Branch
Branch
Branch
Medic
Air Tac
Demob
Cost
Div/Grp
Spt Br
Div/Grp
Div/Grp
Tech Sp
Div/Grp
Air Spt
Div/Grp
Facilities
SR
SR
SR
Supply
SR
SR/ST/TF
Gnd Spt
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Management Functions
Organizing
Planning
Directing
Controlling
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Direction Involves

• Motivation
• Delegation of Authority
• Providing Leadership

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COMMAND

• Authority a commander lawfully exercises over
  subordinates by virtue of rank or assignment.

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COMMAND

• Authority derives from two sources

Official authority. A function of rank and
position bestowed by organization and by law.
Official authority provides power to act but is
rarely enough. Effective commanders also possess
a high degree of...
Personal authority. A function of personal
influence which derives from factors such as
experience, reputation, skill, character, and
personal example. It is bestowed by the other
members of the organization.
In other words
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LEADERSHIP

• The process of persuasion and example by which an
  individual influences others to accomplish the
  objectives of the team by providing purpose,
  direction, and motivation.

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LEADERSHIP

• Leaders provide Purpose by communicating intent.
• Leaders provide Direction by maintaining
  standards of performance.
• Leaders provide Motivation by setting the example.

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LEADERSHIP
Leadership is the art of accomplishing more than
the science of management says is
possible. Colin Powell
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LEADERSHIP ASSESSMENT
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"Leadership is not just passed on from the more
experienced to the less experienced. There are
too many people with a lot of experience who
don't know what they're doing. --Paul Petzolt
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Leadership Values

• Integrity is how you value yourself.
• Respect is how you value your co-workers.
• Duty is how you value your job.

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LEADERSHIP PRINCIPLES

• Know yourself and seek self improvement.
• Be technically and tactically proficient.
• Seek responsibility and take responsibility for
  your actions.
• Make sound and timely decisions.
• Set the example.
• Know your team members and look out for their
  well being.
• Keep your team members informed.
• Develop a sense of responsibility in your team
  members.
• Ensure the task is understood, supervised, and
  accomplished.
• Build the team.
• Employ the team in accordance with its
  capabilities.

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LEADERSHIP PRINCIPLES

• Know yourself and seek self improvement.
• Be technically and tactically proficient.
• Seek responsibility and take responsibility for
  your actions.
• Make sound and timely decisions.
• Set the example.
• Know your team members and look out for their
  well being.
• Keep your team members informed.
• Develop a sense of responsibility in your team
  members.
• Ensure the task is understood, supervised, and
  accomplished.
• Build the team.
• Employ the team in accordance with its
  capabilities.

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LEADERSHIP TRAITS Personal qualities of direct
value to the leader in gaining the willing
confidence, respect, and cooperation of team
members.
Justice Enthusiasm Confidence Endurance Unselfishn
ess Loyalty Judgment

• Integrity
• Knowledge
• Decisiveness
• Courage
• Dependability
• Initiative
• Tact

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Leadership Skills/Competencies

• Communication.
• Supervision.
• Teaching and counseling.
• Team development.
• Technical and tactical proficiency.
• Decision making.
• Critical thinking.
• Improvisation.
• Intuition.

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LEADERSHIP PRINCIPLES

• Know yourself and seek self improvement.
• Be technically and tactically proficient.
• Seek responsibility and take responsibility for
  your actions.
• Make sound and timely decisions.
• Set the example.
• Know your team members and look out for their
  well being.
• Keep your team members informed.
• Develop a sense of responsibility in your team
  members.
• Ensure the task is understood, supervised, and
  accomplished.
• Build the team.
• Employ the team in accordance with its
  capabilities.

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LEADERSHIPSTYLES
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LEADERSHIP FACTORS

• The followers
• The situation
• The leader

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The Followers

• Unable and Unwilling
• Unable but Willing
• Able but Unwilling
• Able and Willing

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The Situation

• Task
• Hazards
• Time
• Terrain and Weather

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The LeaderStyles

• Warden
• Teacher
• Parent
• Coach

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The LeaderStyles

• Authoritarian
• Participative
• Delegative

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The LeaderStyles

• Decentralized
• Centralized

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The LeaderStyles

• Decentralized..............................Central
  ized

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Leadership
Decentralized
Centralized
Assumes SAR is
Assumes SAR is
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LEADERSHIP LEVELS
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LEADERSHIP LEVELS
At the higher levels, leadership is much less a
matter of direct personal example and
intervention than it is a matter of being able to
energize and unify the efforts of large groups of
people, sometimes dispersed over great distances.
USMC MCDP 1-2
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LEADERSHIP TOOLS
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INCIDENT MANAGEMENT SYSTEMS

• Crisis Action System
• Incident Command System (ICS)
• Bronze - Silver - Gold
• Emergency Site Management
• Scene control
• Critical Incident Management
• Incident Management System (IMS)
• Fire Ground Command System

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Incident Management
A standardized system
Lends consistency
Fosters efficiency
Provides direction
KEY Have the incident management system in
place before a critical incident occurs.
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ORGANIZED THINKING
Problems by their very definition, imply a state
of instability. Any problem-solving situation
can be improved by the use of an organizational
technique that frames the unstable problem within
a stable system. In other words, trying to
impose order on chaos. Jeff Isaac The
Outward Bound Wilderness First-Aid Handbook
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SIX-STEP INCIDENT RESPONSE PROCESS
Systematic, logical thought process developed as
tactical tool by IACP to enable ICs to apply
tactics and resources to a given situation.
1. Size up or assess the situation.
2. Identify Contingencies.
3. Determine Objectives Strategy
4. Identify resources.
5. Build a plan structure.
6. Take Action.
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Leaders Most Important Responsibility
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Decision-Making
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• Leadership is action, not position.
• -- Donald H. McGannon
• (former President of Westinghouse Broadcasting
  Corporation)

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THE BOYD CYCLEaka The OODA Loop
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Factors that make decision-making difficult
- Friction - Uncertainty - Fluidity -
Complexity - Human Factors
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DECISION MAKING
The Two Common Models/Methods

• Analytical
• Intuitive

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Analytical decision-making Develop alternative
courses of action and weigh the benefits of each.
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ANALYTICAL MODEL

• MISSION What Objective must we accomplish?
• SITUATION Whats going on around us?
• SELECT COURSES OF ACTION Ways to achieve the
  Objective.
• ANALYZE EACH COA Will it work?
• COMPARE THE COAs Which is best?
• DECISION and STRATEGY What to do.

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• Intuitive or Recognition Primed Decision-making
• Match your current situation to a similar
  situation that you have experienced.

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INTUITIVE MODEL

• Tactical experience is essential factor.
• Emphasis on situational awareness.
• Pattern recognition.
• Courses of action considered in series.
• Select first solution that will work.
• Used most of the time.

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INTUITIVE MODELDeveloping Tactical Experience

• Actual Experience
• Case studies
• Mental preplanning What if?
• Training/Exercises
• Tactical Decision Game
• Operational scenario
• Time constrained 3-5 minutes
• Frequent
• Decisions as tactical orders

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INTUITIVE vs. ANALYTICAL

• Analytical
• Deliberate planning.
• Justification required.
• Consensus needed.
• Inexperienced IC.

• Intuitive
• Time critical incidents.
• Experienced IC.
• Lack of info.
• High stress.
• Dynamic environment.

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• Actions that support good decision-making
• - Establish SOPs
• - Develop simple, flexible plans
• - Provide clear intent

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The more routine decisions Incident Commanders
make before the incident, the more time they will
have to make critical decisions during the
incident. Chief Alan Brunacini Phoenix
FD
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• To turn any decision into an action, you must be
  able to communicate that decision to others.

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SMEAC

• Situation
• Mission - Incident Objective
• Execution - Strategy Tactical objectives
• Administration and Logistics
• Command and Communications

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• Leadership is action, not position.
• -- Donald H. McGannon
• (former President of Westinghouse Broadcasting
  Corporation)

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Leadership Self-Development Plan
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Leadership Self-Development Plan

• Directed Reading and other Self-Study
  (www.fireleadership.gov)
• Training (SAR Courses)
• Details (Temporary assignments with new or
  increased responsibility)
• Mentor (Identifying and asking a role model to
  provide guidance)
• Outside Activities (Coach, Scouting, etc.)

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Leadership Self-Development Plan

• Directed Reading and other Self-Study
• After Action Reviews
• Case Studies
• Self-Study Courses
• Books

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• Leadership at the Point of the Bayonet
• Ten Principles for Success
• 1. Strive to be a leader of character,
  competence, and courage.
• 2. Lead from the front. Say "Follow me!" and
  then lead the way.
• 3. Stay in top physical shape physical stamina
  is the root of mental toughness.
• 4. Develop your team. If you know your people,
  are fair in setting realistic goals and
  expectations, and lead by example, you will
  develop teamwork.
• 5. Delegate responsibility to your subordinates
  and let them do their jobs. You can't do a good
  job if you don't have a chance to use your
  imagination or your creativity.
• 6. Anticipate problems and prepare to overcome
  obstacles. Don't wait until you get to the top
  of the ridge and then make up your mind.
• 7. Remain humble. Don't worry about who
  receives the credit. Never let power or
  authority go to your head.
• 8. Take a moment of self reflection. Look at
  yourself in the mirror every night and ask
  yourself if you did you best.
• True satisfaction comes from getting the job
  done. The key to a successful leader is to earn
  respect not because of rank or position, but
  because you are a leader of character.
• Hang Tough! Never, ever, give up.
• MAJOR DICK WINTERS
• EASY COMPANY, 506TH PARACHUTE INFANTRY REGIMENT
• 101ST AIRBORNE DIVISION
• BAND OF BROTHERS

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LT C.R. Rick Rescorla, 1/B/2-7 CAV, LZ X-Ray,
Ia Drang Valley, RVN, 16NOV65.
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Rick Rescorla, Chief of Security, Morgan-Stanley,
World Trade Center Tower 2. KIA 11SEP01
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"Trust your instincts. In critical, fast moving
... situations, instincts and intuition amount to
an instant Estimate of the Situation (size-up).
Your instincts are the product of your education,
training, reading, personality, and experience.
Lt. Gen. Hal Moore, USA (Ret)
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Leadership Self-Development Plan

• Training
• Skills Courses
• Management Courses
• Non-SAR Courses

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Leadership Self-Development Plan

• Details
• Training Events
• Unit Activities
• Mock Search

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Leadership Self-Development Plan

• Mentor

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Leadership Self-Development Plan

• Outside Activities
• Scouting
• Coaching
• Community Activities

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Leadership Self-Development Plan

• Directed Reading and other Self-Study
  (www.fireleadership.gov)
• Training (SAR Courses)
• Details (Temporary assignments with new or
  increased responsibility)
• Mentor (Identifying and asking a role model to
  provide guidance)
• Outside Activities (Coach, Scouting, etc.)

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"The best leader is the one who has sense enough
to pick good (people) to do what he wants done,
and the self-restraint to keep from meddling with
them while they do it."
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"Never tell people how to do things. Tell them
what (you want them) to do and they will surprise
you with their ingenuity. General George S.
Patton Jr.
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If youre not the Lead Dog, the view never
changes!
Yukon King, Lead Dog, RNWMP
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SAR Leadership Development

• Presented By Chris Long
• Washington State
• Emergency Management Division

85
2007 Washington State Search and Rescue
Conference
May 14-20, 2007 Crystal Mountain, Washington
http//www.co.pierce.wa.us/pc/abtus/ourorg/sheriff
/sar2007.htm