Un i t 3 Follower to Leader the

Un i t 3 Follower to Leader… the Transition 3 -1

O b j e c ti v e Identify common leadership pitfalls and develop strategies to avoid them. 3 -2

S e c ti o n I Decision-Making: The Leader’s Most Important Responsibility 3 -3

K e y P o i n t s – D e c i s i o n Ma k i n g Factors that complicate decision-making Friction Uncertainty Fluidity Complexity Human Factors 3 -4

K e y P o i n t s – D e c i s i o n Ma k i n g Leaders must hone their decision-making abilities Understand the process Learn methods 3 -5

E xerci se The Decision Cycle Gather Information Perception RECOGNITION CHANGE TIME ACTION OPTION SELECTION DECISION POINT 3 -6

K e y P o i n t s – D e c i s i o n Ma k i n g How much time is spent in each component of the decision cycle? 3 -7

K e y P o i n t s – D e c i s i o n Ma k i n g Naturalistic or Recognition Primed Decision-Making Match your current situation to a similar situation that you have experienced Minimal time in Option Selection 3 -8

K e y P o i n t s – D e c i s i o n Ma k i n g Analytical Decision-Making Deliberately step through each part of the process Develop alternative courses of action and weigh the benefits of each 3 -9

T o o l s – D e c i s i o n Ma k i n g www. fireleadership. gov Tactical Decision Games Library Sand Table Showroom 3 -10

K e y P o i n t s – D e c i s i o n Ma k i n g Student Workbook contains a reading titled “The Fog of Firefighting” 3 -11

A tti l a S a y s “The ability to make difficult decisions separates chieftains from Huns. ” 3 -12

L e a d e r s h i p Q u o te “Leadership is action, not position. ” U. S. Marine Corps training manual 3 -13

Bias for Action Wait and Hope Excuses Blame Others Unaware Things happen TO you Acknowledge Reality Find Solution Make It Happen Things happen BECAUSE of you 3 -14

Di scu ssi o n What’s the difference between bias for action and freelancing? 3 -15

K e y P o i n t s – B i a s fo r A c ti o n Decision-making in dynamic situations Putting SOPs in place Providing clear intent and fostering initiative Developing simple, flexible plans, using the Risk Management Process 3 -16

S e c ti o n I I I Communication: The Leader’s Most Important Tool 3 -17

K e y P o i n t s - C o m m u n i c a ti o n To turn any decision into action, you must be able to communicate that decision to others. 3 -18

K e y P o i n t s - C o m m u n i c a ti o n Five Communication Responsibilities Brief others as needed Debrief your actions Communicate hazards to others Acknowledge messages Ask if you don’t know 3 -19

K e y P o i n t s - C o m m u n i c a ti o n Briefing Standards Relevant Accurate Concise Complete 3 -20

K e y P o i n t s - C o m m u n i c a ti o n Leader’s Intent Task = What is to be done Purpose = Why it is to be done End State = How it should look when done 3 -21

E xerci se Providing a Clear Briefing 3 -22

S e c ti o n I V Command Presence Ruth Bader Ginsburg Nelson Mandela Abraham Lincoln 3 -23

T o o l s – Co mman d P resen ce www. fireleadership. gov Briefing and Intent 3 -24

A tti l a S a y s “Critical to a Hun’s success is a clear understanding of what the King wants. ” 3 -25

L e a d e r s h i p Q u o te “Talk with the troops…in the long run it is what we do not say that will destroy us. ” General George S. Patton 3 -26

S e c ti o n V The New Leader’s Challenge 3 -27

K e y P o i n ts – L e a d e r ’ s C h a l l e n g e Transitioning from follower to leader has many challenges. 3 -28

Trying too hard to shine for the boss. K e y P o i n ts – L e a d e r ’ s C h a l l e n g e Pitfall 1 3 -29

K e y P o i n ts – L e a d e r ’ s C h a l l e n g e Pitfall 2 Failing to maintain some separation from your followers. 3 -30

K e y P o i n ts – L e a d e r ’ s C h a l l e n g e Pitfall 3 Falling into the “Do it all yourself” trap. 3 -31

Letting your ego control your actions. K e y P o i n ts – L e a d e r ’ s C h a l l e n g e Pitfall 4 3 -32

D i s c u s s i o n – N e w L e a d e r P i tfa l l s What are some pitfalls that you have experienced as a new leader? 3 -33

E xerci se What If ? 3 -34

A tti l a S a y s “Being a leader of Huns is often a lonely job. ” 3 -35

L e a d e r s h i p Q u o te “Being a leader is a fine thing, but it has its penalties…and the greatest penalty is loneliness. ” Sir Ernest Shackleton, Explorer 3 -36

O b j e c ti v e R e v i e w Identify common leadership pitfalls and develop strategies to avoid them. 3 -37