KEY TO EFFECTIVE LEADERSHIP
Chief Al Mozingo
Every leader comes to the point where
he or she has to make decisions on choosing staff members. Once you
acquire those higher levels of responsibility in an organization, you need
to develop a team to work with. It is your responsibility as a Fire
Chief to develop an effective and efficient team. How you do that
will establish your credibility. One aspect to always keep in mind
is the way you treat your people. You should always use the "Golden
Rule." "Do unto others as you would do unto you."
Considerations in choosing your people
are their background and experience. Their background could include
the types of educational experiences they've been involved with, the levels
of the organization they have worked in (suppression, administration, fire
prevention, etc.) and any outside activities that would be applicable.
Their experience could include the positions they've held and the number
of years in those positions. The last area looked at is the personality
and psychological makeup of the individual. Many times accomplishing
that next position is not on merit, education, experience, background and
your credentials, but on your personality. Many people call this
"The good old boy system."
When evaluating a personality often what
is considered is the psychological make up of the individual. Carl
Jung has researched the psychological types of human behaviors. He
state that here are four basic behavioral styles, they are listed below:
Four Basic Behavioral
1. Thinker/Analytical - organized,
structured, accurate, research oriented, diligent, systematic, task oriented
and a problem solver.
2. Sensor/Driver - goal oriented,
active oriented, concerned with results, firm and competitive.
3. Intuition/Expressive -
imaginative, impetuous, stimulating and optimistic.
4. Feeler/Amiable - emotional,
spontaneous, introspective, supportive, reliable, pleasant and people oriented.
Note: The styles listed are expanded
to some degree to include some terms written by David W. Merrill, Phillip
Hunsaker and Anthony Alessandra.
After you have taken a good close look
at the above behavior style, you'll gain some insight into why people behave
and act the way they do. You will notice that each style has it own
positive aspects. In actuality each of us have a combination of these
different styles ingrained into our personalities. However, if you
predominately act in one style over the others then that would be considered
your dominate behavior style. Once you determine the style someone
operates in most of the time you can adjust your own behavior, to the needs
of that individual. Adjusting your behavior will tend to increase
rapport, trust and cooperation.
This is where the diversity of thinking
comes from. We know that each and everyone thinks differently.
What some leaders try to do is surround themselves with people who think
like them. This makes them feel good because they have good rapport
and minimal conflict. The leader in essence surrounding him/herself
with "yes, men and women." Is this good? I don't believe so!
There is no diversity of thinking when this is done. It also creates
some unproductive behavior.
If a leader actually creates a team of
people whose dominant behavior style is in all four categories, then the
leader creates a well-rounded team with more diversity of thinking.
This is a very important aspect for a leader to consider when choosing
team members. If you want to develop a range of alternatives or options
for a particular problem or situation you need diversity of thinking.
As George Patton put it, "If everyone is thinking a like, then no one is
If people were to choose someone who doesn't
think like them for diversity of thinking then what happens? We'll
create tension, distrust and a unproductive relationship. However,
this can be counteracted by being flexible in your behavior style.
It does cause you more work. It's not easy to determine what someone
else’s needs are and how to fill them. This is why many leaders only
choose people who think like them.
However, to over come this you must adjust
your behavior to develop rapport, trust and cooperation. With a collaborative
team of individuals whose dominate behavior styles are varied, this will
develop the most effective, creative, analytical, reliable, expressive,
supportive, productive and efficient team possible. Diversity
of thinking is the way to go!
The Art of Managing People, Phillip L.
Hunsaker and Anthony J. Alessandra, Simon & Schuster, Inc., New York,
Points of Leadership
the Boy Scouts