“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

Kelvin J. Cochran, Fire Chief

kjcochran@atlantaga.gov

Office: 404-546-7269

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