Maturity meter

Someone needs to invent a maturity meter. It would be a device that you could point at someone and it would provide you with a rating of the other person’s maturity. Imagine how handy that would be when selecting employees.

In almost every situation where I have observed or heard of employees behaving poorly it almost always ties to immature behavior being displayed by adults. This validates of the most accurate observation I have shared so often: Growing old is mandatory but maturing is optional. Most of my employee problems arose from those who chose not to mature.

I was asked once during a program what field of study an aspiring supervisor should study. Without hesitation, my response was simple: “Child Psychology.” As I have studied child psychology, the misbehaviors of my adult employees have become more and more predictable (both the desired and undesired behavior). I would also recommend learning how to influence behavioral changes in children and this will, in turn, help you influence behavioral changes in your adult employees.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
Executive Director
Center for the Advancement of Situational Awareness & Decision Making
www.RichGasaway.com

The pride of being #6 and #7

During my programs I regularly pause to acknowledge and honor our service members in my audiences, asking veterans, active duty and reservist to stand and be recognized.

I did this recently at a breakout session at a state conference and when the presentation was done a gentleman came up to me, almost in tears. He said “You’re number six.” I didn’t know what that meant so I asked him to explain.

He said I as the sixth person who ever thanked him for his military service. He said he was a Vietnam War veteran and when he came back from the war he was spit on and defiled for what he’d for his country.

I shook his hand, and told him that I, and many other Americans appreciate what he did and the sacrifices he made.

The next day I gave the keynote address and, once again, gave thanks to the service members in the audience. This gentleman was in the audience again. I told the entire delegation what he’d told me the day before about being number six and how sad that was, yet how proud it made me feel to be number six. And now… I felt honored to be number seven.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
Executive Director, Center for the Advancement of Situational Awareness and Decision Making
www.RichGasaway.com

The land of the free and the home of the brave

I have known for almost a year of my son’s plans to become a United States Marine. His decision to go that route did not surprise me much. He has always been patriotic. He would always sing the National Anthem when it was played. I notice things like that – especially as I would notice the other young men around us standing silent. Did they not know the words or were they choosing simply not to sing the Anthem? Though I wondered, I guess the answer didn’t really matter. What mattered to me most was MY son stood proud with his hand over his heart singing.

He shipped off this week for his thirteen weeks of basic training – an adventure I affectionately termed “summer camp” fully aware it would be unlike any summer camp he’d ever attended. Was he prepared for this? Had we raised him right? How would we know? How does any parent know when the day comes to turn your son or daughter loose into the grown-ups world if you’ve done it right?

The comfort I drew from as I contemplated these questions did not come from anything I had done, but what he had done that proved him ready – proved him worthy – of being a Marine. He had been a fire explorer and rose to the highest officer rank within that organization. He was a competitive swimmer for six years and was selected to be the co-captain of the high school swim team and receiving awards for being most-improved and most inspirational. He took EMT class as a high school elective, competing in (and winning) the state high school EMT competition. Then he went on to the national competition in Orlando and won third in the nation. He had been a boy scout for eight years, rising to the rank of Eagle scout, being inducted into the Order of the Arrow and was voted into the Vigil – the national honor society of the boy scouts – a honor bestowed on less than one percent of all scouts.

Reflecting back, it seems as though nearly everything he did from age 12 through graduation culminated in his rise to a leadership position. Yes, he was ready to be a United States Marine.

Even as he prepared to ship he was setting goals. “Dad, I want to be the Company Honorman.” I didn’t know what that was so he had to explain to me that each company has one person selected to carry the Guide (the flag of the company) during the graduation ceremony. This will be the only Marine in the company in a Class-A uniform. I remember thinking to myself, almost humorously, “That sure will make you easier to see at graduation.” (But I didn’t tell him that.) The selection criteria for company honorman is not widely known but if it is based on leadership, I think he is well prepared.

There are several good websites designed to support Marine recruits and their families. These sites tell parents what their Marine sons and daughters will be doing every week of their training. Watching the videos on those sites assure me that the Marines are doing a thorough job of preparing my son for the honored task of protecting the freedom all of us enjoy, and many take for granted. Remember, we are the land of the free because we are the home of the brave who protect our freedoms around the world.

Semper Fi, my son, and to all service men and women – recruits, reservists, active duty and retired.

Richard B. Gasaway, PhD, EFO, CFO, MICP
www.richgasaway.com

Marine support websites
www.recruitparents.com
www.marineparents.com

If you want a big tip from me, you'd better give exceptional service.

Recently during my travels I had dinner alone at a restaurant. That's not unusual at all as program hosts usually want to go home to their families after a long day in the classroom and I am left to fend for myself for dinner. Ok, enough of the self-pity party, that's not the point.

For dinner I had a Cobb Salad (one of my favorite on-the-road salads) and a glass of water to drink. The bill came to around $9.50. I realize that's not a big ticket dinner item, but the service was lousy. The waiter didn't even come back to my table during my meal. The salad was delivered by someone else, so essentially I saw this waiter two times, once when he took my order and once when he dropped off the bill. I had a $50 bill that I wanted to change up for a cab ride in the morning so I set the $50 on top of the bill at the end of the table. The service was not good and I contemplated how much tip I should leave.

As I was contemplating what to leave for a tip the waiter came by, picked up the money and the bill and said "Do you need me to bring you change?" I realize that is probably a standard waiter response when they pick up a check and I suspect he said it without even looking at the denomination of the money, but he should have.

I was tempted to ask if he thought the quality of his service and the personal attention he had paid to me during my dinner was worth a $40 tip on a $10 bill, but I didn't say a word. I let my tip do the talking for me... which is a shame because I have been known to give 30-50% tips when the service is impressive.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com

Is the message you are sending what you intended?

One of the greatest frustrations many people face is being misunderstood. When you are having a conversation, it is much easier to realize it is happening because the other person might tell you they don’t understand. But what about when the communications isn’t face to face. For example, the boss drafts a memo or policy and posts it on the bulletin board for everyone to read… and “understand.” But do they?

Allow the attached picture to serve as an example. The first grade teacher’s assignment was simple. Draw a picture that illustrates what your mommy or daddy does for a living. Armed with their Crayons and colored pencils, the kids went to work, proudly drawing a parent hard at work.

When one youngster brought the assignment home, imagine the horror on her mom’s face as she viewed the picture. What must the teach think of Mom? Had little Sally revealed the family’s deep, dark secret of how the family affords to live in a nice neighborhood and drive a nice car?

Read on…

After viewing the picture, Mom wrote a note to the teacher explaining that she is not a pole dancer in an exotic club, as the picture might depict. Rather, she works at Home Depot and she had recently told her daughter about her day at work when there was a snow storm coming and everyone was trying to buy snow shovels from Mom.

What kind of pictures are you drawing in your communications with others?

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP

www.RichGasaway.com

Father-Son Bonding

Sometimes, when you’re least expecting, an opportunity for bonding comes into your midst. Such was the case today when I took my eldest son to the hardware store. It seemed like such a non-event, picking up a couple of replacement bolts and washers. But, for some reason, this trip was special for me.

Just before Christmas he decided that when he graduates he’s going to serve our country as a United States Marine. I am very proud of him and the direction he has chosen. Now, every moment spent together is even more precious. Even a trip to the hardware store and a discussion about bolts and washers becomes special time.

All parents know the day will come when our little ones leave the nest and venture out into the grown ups world. We wonder if we’ve taught them everything they need to know to be successful… to be happy… to be safe. I guess we never really know.

I recall the countless number of times I growled at him for playing video war games. Now I question if he played enough of those games to develop skills that will help him survive as a Marine. I guess those questions will be answered in time.

In the meantime, I will take advantage of every opportunity I can to bond over bolts and washers in the hardware store, and pray to God with all my might that he is ever vigilant. Semper Fi, my son, Semper Fi.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com
... and proud parent of a soon-to-be United States Marine

Dignity and respect earns trust and loyalty

If you are in a position of authority over others, you have an awesome responsibility. You also have been given a privilege to lead. If you are “lucky” enough to rise in your organization to a position of power, I would encourage you to keep your feet firmly on the ground and to be a humble leader. If you are a leader, people will follow you. Some will follow out of fear. Some will follow out of mere morbid curiosity of where you will lead them (see lemmings). No one will follow you out of desire unless you earn their trust and loyalty.

Trust and loyalty comes from treating people with dignity and respect. Simply because you have the right to give orders and boss people around doesn’t mean you have to. Saying please and thank you and showing a genuine interest in your employees will do more to motivate them than the threats and intimidation that so many bosses use.

Some bosses get consumed by their power. It feels good to them. Order people to jump… and they jump. Not because they WANT to jump. Rather, they fear the consequences if they don’t jump. The boss feels accomplished because the employees are jumping, just as the boss ordered them to do. The boss thinks the employees are motivated – and they are. However, they are not motivated by desire to do the company’s work. They are motivated by fear to keep their jobs.

Effective bosses do not have to be popular. However, the most effective bosses I have seen are those whose employees genuinely enjoy working for the boss and doing the company’s work because the boss treats the employees with dignity and respect. One of the problems with bad bosses is… they don’t see it. It’s like they have bad breath and can’t smell it. And no one’s going to tell the boss because the fear factor is so high it’s not worth the risk. So employees hang on and hope the boss leaves or the employees leave. Surveys of top performing employees have repeatedly shown that they don’t quit the company… they quit the bad boss. If you become a boss, treat your employees with dignity and respect and you will earn trust and loyalty.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
www.RichGasaway.com
RBG3100@aol.com

Communications skill... the foundation of success.

According to a survey conducted by Suzanne Bates, author of “Motivate Like a CEO: Communicate Your Strategic Vision and Inspire People to Act!” there is a real need for improvements in leaders’ ability to communicate the mission, vision, and purpose of the organization to employees. She notes this is especially challenging in times of downturn and recession.

It is during these difficult times that the organizational mission and vision can become obscured and blurry as employees look out for themselves and the short-term objective of survival.

According to the participants in the survey, the top challenges for organizational leaders included (in order):

1. Communicating purpose and mission to all employees (66 percent).

2. Strategic thinking (62 percent).

3. Connecting people to a shared purpose (59 percent).

4. Engaging employees (58 percent).

5. Motivating employees (56 percent).

6. Vision (54 percent).

7. Moving from tactical to strategic (43 percent).

8. Decisiveness (35 percent).

It’s easy to lead in the good times where prosperity is abounding. During the troubled times is when leaders need to help keep the organization focused on what’s most important… mission… vision… core values.

Mission = purpose
Vision = direction
Core Values = beliefs
Communications = understanding

These four things form the legs of a stool upon which the success of your organization rests.

Fire Chief (ret.) Richard B. Gasaway, PhD, EFO, CFO, MICP
Gasaway Consulting Group, LLC
http://www.richgasaway.com/

The power of the first impression

I had just backed into my driveway and my cell phone rang. It was a conference director wanting to talk with me about the details of an upcoming program. As we chatted, some movement in the corner of my eye caught my attention. It was a person walking through my yard and headed right for my driver’s door.

It was not someone I knew. It’s difficult to describe how he was dressed and his general appearance without giving indication there is a bias in play. Simply stated, he was dressed in blue jeans with holes in them (the kind of holes that make blue jeans hip and stylish for a young person to wear). He had on a tank-top t-shirt and his hair was in disarray (again, stylish for young people). As he approached I wondered what he would want from me.

He handed me a flyer for a tree and landscape service. I immediately thought to myself this person does not put me in the frame of mind as a tree trimmer or a landscaper. When I think of a landscaper or a tree trimmer, in my mind’s eye the person is dressed neatly in khaki trousers and a green or beige shirt with their company logo on one breast and their name on the other. They have on work boots and maybe a pair of gloves protruding out of their back pocket just in case they need to do an impromptu inspection. Stated another way… they are in uniform… or costume if you prefer. Call it what you will. Their dress and appearance gives me a first impression that tells me, immediately, if I would even consider for a moment doing business with them.

If my neighborhood were populated with young, hip urbanites, he might have been able to get away with that look. But it’s not. We’re mostly older and, for sure, conservative in our values and judgments. This poor guy didn’t have a chance. I watched him knock on doors and talk with people as he made his way down the street, only spending just a matter of moments at each door.

I suspect this young man wasn’t even an employee of this tree and landscape company. Rather, he was hired to pass out fliers door-to-door. And that’s exactly what he was doing. He probably got paid the same whether someone signed up for their services or not. The sad part is, the tree trimming company spend some amount of money to have this person perform these duties and likely had a very low return on their investment. Why? Because the first impression is so powerful. Never, ever, let the opportunity slip by to make a good first impression.

Common courtesy has died, R.I.P.

When I got my first "real" job as a management trainee at Bank One, I had a great boss who taught me so much about customer service. One of the lessons had to do with being responsive to customer inquiries and requests, be that an internal customer (employee) or an external customer. She taught me that I should return phone messages within 24 hours, 48 hours at the latest. She would explain: "When people call, they have a question that needs answered or a problem that needs to be solved. You want to be known as the 'go-to' person for answers. It will increase your value to the organization and earn you respect."

That lesson has always stuck with me. I have extended that rule to e-mails as well (e-mail did not exist back in the day of my first real job). When people send you an e-mail or leave you a voice message... reply or return the call. It's not a hard concept. Even if you don't know the answer, reply and tell them you don't know the answer but you'll look into it and commit to a date/time when they should hear back from you.

I recall a time when I submitted a request to my boss to do something... not once... but twice. He never extended the courtesy to even acknowledge the receipt of the request, much less give me an answer. After a lengthy waiting period, I implemented the plan I had submitted to him. When he learned I had taken action without his approval he became angry and I got into trouble. I explained that I had submitted several requests to him. He acknowledged recieving each of them and told me that by not replying, that was his way of telling me "no" to my request. I thought to myself... "You have got to be kidding me?!" To ignore me is to say no? That may be among the poorest examples of communications and leadership I had witnessed. I learned a lot about him that day. I never trusted him again and eventually I left the company because I could not work for a person I did not trust or respect.

Extend some common courtesy. If someone contacts you and requests the answer to a question, an approval to take some action, or a request for help. Reply! It's not that hard to do. It will increase your value and earn you respect.

Welcome to Woppy Jawed

This posting is the official launch of Woppy Jawed, a place where I will share my musings on the lunacy of life and leadership.

I'd sound the trumpets but my wife and kids are still in bed and if I woke them up, they'd beat me like a pinata. So I'll just put on some coffee, walk the dog, get the morning paper, and contemplate how my life is going to change now that I have a blog.

Dr. Richard B. Gasaway
www.RichGasaway.com