Leadership
Written by Les Karpluk, Lyle Quan
It’s hard to believe 10 years have passed since the World Trade Center was attacked, killing about 3,000 people, including 343 of our brothers and sisters in the fire service. No one was prepared to deal with a situation of this magnitude.
Written by Les Karpluk and Lyle Quan
There are times in people’s careers when they wonder if they are making a difference in their professions.
Written by Les Karpluk, Lyle Quan
Our last few columns have focused on reframing your future, promoting a positive culture and building relationships in your fire departments. These concepts are critical because they help to identify strengths, weaknesses and responsibilities regarding people, management and succession planning.
Written by Les Karpluk, Lyle Quan
We hoped our December column about the sense of entitlement among younger firefighters would spark some discussion. We’ve received feedback from readers so we know that this sentiment among newer firefighters is an issue. So, how do chiefs and officers handle the challenges and frustrations that come with this generational divide between young go-getters and experienced firefighters?
Written by Barb and Bill Johnston
In the September issue of Fire Fighting in Canada, we outlined the four instinctive human behaviours that make up the D.I.S.C. pattern:
Written by James Careless
Fire Fighting in Canada recently brought together seven fire-service leaders from across the country for a virtual roundtable to discuss the state of the Canadian fire service.
Written by Lyle Quan
The two books I’ll discuss here may not immediately seem to fit together, but after you read what I have to say, you will see the connection.
Written by Les Karpluk, Lyle Quan
This final instalment of our three-part series on department relationships is a no-holds-barred column, which we hope will challenge fire officers to do the right thing. We know that attitudes make a difference in a fire department, and can either build the department’s strength or destroy its morale and reputations.
Written by Barb and Bill Johnston
In the September issue of Fire Fighting in Canada we outlined the four instinctive human behaviours that make up the D.I.S.C. pattern. Now, we’re going to help you use your newfound understanding of how those behaviour types deal with people – from fellow firefighters and council members to the mayor and CFO.
Written by Les Karpluk, Lyle Quan
In September we identified the role of vertical and horizontal relationships and how these relationships impact your department. Noted author Stephen Covey states, “The most important ingredient we put into any relationship is not what we say or what we do, but what we are.
Written by Carey Fredericks
36855   
Sept. 15, 2010 - Written for current or aspiring fire service managers and leaders, this text focuses on enhancing employee development, personal and organizational development, and creating a prepared, focused, empowered, and safe workplace. It provides detailed information on managing agencies during tough times and the fire department's role in the political process. This manual will work well in officer or leadership courses or classes and is also an excellent reference for fire officer promotional processes. For more information, or to order Progressive Leadership Principles, Concepts and Tools visit www.annexbookstore.com
Written by Les Karpluk, Lyle Quan
We have written about reframing your future and creating a positive culture in your department. In this first column of a three-part series, we will discuss how all members are responsible for the growth or decay of the department.
Written by Barb and Bill Johnston
Every person in a position of responsibility needs to have tremendous communication skills and fire chiefs are no different. It is essential for chiefs to communicate in a way that will motivate their firefighters, reassure and inform council members and promote fire prevention to the community.
Written by E. David Hodgins
Fire, rescue and emergency management (EM) services should be separate and stand-alone organizations. At least, that’s what I once thought – and I defended that view with great vigour.
Written by Lyle Quan
Good fire service leaders inspire and share their knowledge with others. And they never lose sight of their two main responsibilities – to their people and their organizations.
Written by Laura King
Everyone has heard stories about people who are great at their jobs then get promoted into management and fail miserably – teachers who become principals, hockey players who become coaches, firefighters who become chief officers.
Written by Lyle Quan, Les Karpluk
In our March column we talked about reframing your organization’s future through hiring the right people and then supporting them.
Written by Peter Hunt
I ’ve had the good fortune to work with fire service leaders, chiefs and company officers who inspired and challenged me to be the best firefighter and company officer I could be.
Written by Lyle Quan, Les Karpluk
It is with enthusiasm and great anticipation that we co-write this column. Our friendship and journey into the challenges of leadership in the fire service began several years ago when we were classmates in the Lakeland College bachelor of business in emergency services program.
Written by David Hodgins
Do you need help to survive and thrive as a leader? I do, even after 33 years of service. Fortunately, there are many leadership development programs and tools on the market and I’d like to tell you about a type of leadership mentoring that has worked for me.

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