Leadership
Written by Kirk Hughes
Fire is a living, breathing thing – something that grows, devours and eventually dies. A fire department isn’t much different. Whether career, composite or volunteer, a department navigates different growing phases, hiring cycles and changes.
Written by Laura King
In your 44 years in the fire service, what was the most significant change you experienced that affects the way firefighters do their jobs?
Written by Les Karpluk, Lyle Quan
Many of our columns have attempted to offer sage advice on topics such as building partnerships, creating a positive culture within your organization and leading by example.
Written by Lyle Quan
While getting ready for my new position with Waterloo Fire Rescue in Ontario, I received a timely bit of advice from a friend who recommended that I read a couple of books to help with my transition.
Written by Fire Fighting in Canada
Fire Fighting in Canada editor Laura King interviewed Fire Chief Brian Hicks, manager of Safety and Airside Operations at the Gander International Airport Authority, during the Newfoundland and Labrador Association of Fire Services conference in June. Read Chief Hicks' views on the status of airport security in the September 2011 issue of Fire Fighting in Canada.
Written by Fire Fighting in Canada
Fire Fighting in Canada sat down in April with FDNY Battalion Chief John Salka, who explained his role on 9-11 and shared some of his opinions and stories from that day. Read Chief Salka's views on the status of the FDNY in the September 2011 issue of Fire Fighting in Canada.
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.

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