OKC Standard: Philosophy Statement of OCFD



The Oklahoma City Standard: Philosophy Statement of the Oklahoma City Fire Department

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TABLE OF CONTENTS

INTRODUCTION 2

COMMITMENT 2

EXPECTATIONS 5

ENVIRONMENT 7

COMMUNICATION 8

LEADERSHIP 10

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|INTRODUCTION |

|As members of the Oklahoma City Fire Department, we believe that for an organization to excel it must have a unified vision and |

|mission. To that end, we are guided by our vision statement: To provide excellence through a unified Fire Department that is |

|consistent, accountable, loyal and safe; and our mission statement: Respond Quickly, Safely, Courteously – Meet the Need! |

|[pic] |While these statements serve as our guiding principles, more is needed to describe what it is |

| |to share this vision and fulfill this mission as members of our Department. The Oklahoma City |

| |Standard: The Philosophy Statement of the Oklahoma City Fire Department serves that purpose. |

| |Through the words of our fellow firefighters we have addressed five central themes concerning |

| |our lives in the fire service. These themes are: Commitment, Expectations, Environment, |

| |Communication, and Leadership. |

| |These themes were selected because to be an Oklahoma City Firefighter requires, first and |

| |foremost, a commitment – a commitment to our profession, our City – its citizens and |

| |leadership, our Department, our fellow firefighters, our families, and ourselves. That |

| |commitment places certain expectations upon us – expectations of who we are and what we do. We|

| |either succeed or fail in meeting these expectations in the unique environment that is the |

| |Oklahoma City Fire Department. |

|Communication is central in determining the nature of that environment in which we live and work, and directly impacts the quality |

|of service we provide to our citizens and to one another. And finally, central to our lives is leadership, both in our command |

|structure and in each member being willing to respond quickly, safely and courteously — to meet the need! We are all responsible for|

|leadership, not only in the fire service, but with our families and communities as well. |

|We believe our Fire Department is a premier department that has been tempered and strengthened by |[pic] |

|difficult challenges such as the April 19, 1995 Alfred P. Murrah Building bombing and the May 3, 1999 | |

|tornado the strongest ever recorded. For those outside of the fire service, we hope the Oklahoma City | |

|Standard provides insight into what it is to be an Oklahoma City Firefighter. For new recruits, we hope | |

|the Oklahoma City Standard will help familiarize you with your future in the fire service and act as a | |

|guide as you live and grow as a member of our family. For veteran Firefighters, we hope this will | |

|reacquaint you with the commitment you made to uphold the Oklahoma City Standard. | |

|COMMITMENT |

|Commitment by definition is to bind, as by a promise. When we signed on to be Oklahoma City Firefighters, our commitment became an |

|obligation. Obligation can be defined as the act of binding oneself by a social, legal, or moral tie or requirement, such as a duty,|

|contract, or promise that compels one to follow or avoid a particular course of action. Commitment by its very nature is confining. |

|[pic] |A person can be committed to a project, committed to a goal, committed to a spouse, or |

| |committed to putting a fire out. In each case there is something binding that person to his or |

| |her commitment, whether it is by a promise, a desire, or a court order. We as Oklahoma City |

| |Firefighters are bound together in service to our community. Our self-discipline, our |

| |character, our dedication, and our love for what we do bind us. |

|Accepting responsibility both in assignments and for our actions and our loyalty to the Department and to each other define us. |

|Commitment can also be defined as a promise or pledge to something, and to be entrusted to take certain courses of action. That is |

|what each and every member of the Oklahoma City Fire Department is sworn to do. Everyday, the citizens of Oklahoma City look to us |

|to keep our commitment. |

|COMMITMENT - continued |

|While commitment can be to family, friends, career, spouse, faith, etc., the commitment we are bound to is the commitment to the |

|Oklahoma City Fire Department. Thinking of this commitment conjures up thoughts of our religious beliefs, our spouse, our family, |

|and then our career. This order is very important to all employees. We must have our priorities in line before we are able to |

|perform our very best. |

|[pic] |Commitment to one’s self is also very important, because it is very difficult to be committed |

| |to your job if you are not first committed to yourself. If an employee has personal problems, |

| |it will affect his or her performance at work. Each firefighter’s commitment should start with |

| |his or her family. This commitment should be of the highest priority. By having good family |

| |relationships employees are better prepared to perform their job at a high level. |

|We recognize that commitment is also needed from our family members. Employees must have the support of family because of the long |

|work hours and stressful conditions. The commitment from our family comes from first showing a commitment to them. The proverbial, |

|“it is better to give than to receive” and “what you reap is what you sow” apply here. We are aware that what we extend to others is|

|what is extended back to us. We apply this principle on the job every day and this same commitment should be carried over to our |

|families. |

|We do the little things that nobody is going to notice because doing them is the right thing to do. Committed Oklahoma City |

|Firefighters show their commitment to the Department, their fellow employees, and to the citizens we serve through things like |

|reporting to work early and taking pride in our task whether it is big or small. We perform quickly, safely, and courteously - we |

|meet the need! |

|[pic] |We are dedicated to the career we have chosen. It is important for us to perform at a high level.|

| |Committed Oklahoma City Fire Department employees “raise the bar and set the standard for the |

| |fire service.” We are the difference-makers in the workplace. We are the “get it done” people. |

| |Committed employees set very high goals and, mostly, we achieve them. We believe that commitment |

| |is a personal issue. We must give 100% and be the best we can be in whatever rank we hold, under |

| |whatever circumstances we may find ourselves. We are the personnel with a vision. |

|We understand that it is not true commitment unless it contains loyalty to the organization. Effort is the key, but direction and |

|loyalty are paramount. Member commitment is easy during the good times, but is tested during difficult times. We as firefighters |

|must commit ourselves to our organization’s vision and mission statements throughout our careers. We should continually work to |

|provide the best possible service to the citizens of Oklahoma City by treating each citizen with respect, dignity, kindness, and |

|courtesy. |

|When working on the scene of an emergency, whether EMS or a fire scene, we should treat each person as if we are working on a member|

|of our own family and treat their possessions with the respect we would expect if they were our own. |

|We believe that trust, compassion, commitment, and effective communication are needed to establish a working relationship with the |

|citizens of Oklahoma City. We strive to assist the public in many different ways: emergency calls, public education, and code |

|enforcement to name a few. We must desire to provide the best service possible by staying current on the latest training techniques,|

|teaching procedures, and fire codes. We recognize that with continual changes in the fire service there is a need for proactive |

|responses and prudent use of all resources to assure quality, efficiency, and cost effectiveness in the provision of services. |

|[pic] |We believe that commitment must be internal. Our commitment is to each other as well as to the citizens we |

| |serve. We promote a team approach. We are committed to acting professionally toward our co-workers and |

| |providing a pleasant, positive work site that is free from harassment. |

| |We display quality character and take the time to do things right. Modern culture tells us to “just do it.” |

| |While that is a great motivational thought, it does not show any real commitment. |

|COMMITMENT - continued |

|Oklahoma City Firefighters show commitment by taking the time to “just do it RIGHT.” We believe that commitment must also be our |

|pledge while off duty. The actions of our off-duty personnel can reflect how the community views the Oklahoma City Fire Department. |

|The actions of each of us reflect on all of us. How many times have we heard that when we are in uniform we all look alike? Problems|

|with employees have occurred in the past and will occur in the future. An exceptional employee’s performance may drop to a low |

|standard because of problems with children at home, drinking alcohol, marital problems, or even depression. These are the employees |

|we must reach out to and provide assistance. The Oklahoma City Fire Department has an Employee’s Assistance Program available to |

|help employees with these problems. Our employees are too important to our success, and we have too much invested in them to ignore |

|these problems. We cannot allow anyone to go by the wayside. It is important to note that these employees must also want (be |

|committed) to help themselves. Our vision and mission statements not only describe the way we treat and respond to the citizens we |

|serve, but also the way we communicate and work with our fellow firefighters. |

|Commitment is not a one-way street. In order for a firefighter to be committed to the Fire Department, the firefighter must feel the|

|Department is committed to them. You can’t have true commitment unless both parties are committed to each other. Therefore, we |

|should foster a commitment between our Labor Union and Fire Department Administration. After all, we are a part of both of these and|

|they are a part of us. Both parties need to be willing to work together to solve differences. For example, the City of Oklahoma City|

|needs to be willing to work with the Union when funding is available to meet the needs of the firefighters. On the |

|other hand, when funding is low the Union has to be willing to work with City Management to save money. Labor and Management need to|

|be committed to ensuring that the best possible service is provided to the citizens of Oklahoma City and that Oklahoma City |

|Firefighters are treated fairly. |

|Some employees have shown commitment by serving on boards, committees, and by performing various other support functions. They do |

|these things because they care about the Oklahoma City Fire Department and the citizens we serve. These are the dedicated |

|firefighters that go the extra mile to ensure that they are ready to respond to any type of emergency. They are prepared to handle |

|any situation because they have done their homework. |

|[pic] |Firefighters should ask themselves, “When was the last time I opened a red book at the |

| |fire station or at home to study? When was the last time I thought an emergency incident |

| |through in my mind at night, knowing I might be responding to a similar incident that |

| |very evening? When was the last time I studied my fire district, knowing that a few |

| |seconds could mean the difference between life and death? When was the last time I |

| |thought about how I could make a difference in somebody’s life?” These are just a few of |

| |the things that committed and dedicated Oklahoma City Firefighters do. We should all be |

| |committed to continually educating ourselves in the latest services, trends, and |

| |techniques of the fire service. |

|Being committed brings to mind words like faithful, dependable, trustworthy, dedicated, wholehearted, truthful, honest, respectful, |

|fruitful, and sincere. If a person has these qualities, they have the makings to become a committed employee. As employees of the |

|Oklahoma City Fire Department we strive to demonstrate these qualities. |

|Firefighters show a commitment to maintain or improve their physical fitness. By being physically fit we lessen our chances of being|

|injured throughout our career. By being fit we are better prepared to perform at our highest level when we are called upon. |

|Commitment also means having self-discipline both on and off duty. While on duty a firefighter should never take illegal drugs or |

|drink alcohol. Doing either increases the chance of injury. It also puts fellow firefighters at risk by being unable to perform at |

|100%. Also, by drinking or doing drugs on duty, disrespect is shown to the citizens we serve. Even when off duty we are still |

|representatives of the Oklahoma City Fire Department. To be a positive role model for the Department we must be aware of the places |

|we go and the way we treat other people. |

|COMMITMENT - continued | |

|[pic] |Our reputation is something we strive to continually protect. Our reputations are formed |

| |from the start of our career in the fire service, so we must be concerned about our |

| |reputation from the beginning. We build good reputations by being doers and not watchers, |

| |and by working hard and being the first to help when needed. |

| |These are the traits and characteristics that all of our employees should possess. We strive|

| |to instill these traits in our Fire Recruits and encourage them throughout their career |

| |development. But do all of our employees display these characteristics and traits all of the|

| |time? We hold a vision of the kind of service we could give our citizens and how we would |

| |treat our fellow firefighters if we were to continue to strive to do our very best with |

| |total commitment on a daily basis. We have one of the best Fire Departments in the country |

| |and we are committed to maintaining that status. Our challenge, for today and everyday, is |

| |to raise the bar very high and set the standard for all of the fire service. The words |

| |“committed” and “dedicated” should come to mind anytime someone says, “Oklahoma City |

| |Firefighter.” It is our belief that living up to our commitment as Oklahoma City Fire |

| |Department employees will result in a positive difference in the lives of those we serve. |

|EXPECTATIONS |

|The people we serve determine the expectations placed on us as Oklahoma City Firefighters and are based on how we, as firefighters, |

|conduct ourselves on and off the job. Ideally, that perception will be positive. Good conduct should come as second nature in order |

|to reflect the integrity of our profession and our Department. |

|The way an employee behaves while performing his or her job is expected to be a certain way. Our supervisors and leaders establish |

|this for us. In our case, the people that expect our behavior to be a certain way are the citizens of the community in which we |

|serve, as well as the Mayor, the City Council, and the Fire Chief. These expectations are not only warranted, but required. |

|We, as firefighters, have historically enjoyed a certain admiration from our citizens. It is our responsibility to ensure this |

|sentiment continues. This can only be accomplished by our actions every day. New employees learn what the appropriate behavior of a |

|firefighter is, in part, by examples set by incumbents. As a result, recruits often become products of their environment in order to|

|fit in. This can either be a positive experience for the recruit, or in some cases, this can be detrimental to their development. |

|Generally, we rely on our individual values and pride that we take in doing our jobs to guide our actions. This can result in |

|differences of opinion as to what is acceptable and what is unacceptable. Therefore, there must be a standard defining our |

|professional appearance, how we do our job, and how we conduct ourselves within our Department as well as the community in which we |

|serve. |

|Professionalism and a positive representation of the Fire Department and the City should be a goal that every employee should strive|

|to obtain. When we identify ourselves as firefighters it should reflect an image associated with compassion, integrity, and valor. |

|If the public sees us as anything less, then we are not doing our jobs effectively. The citizens we serve require these attributes |

|because we are there to assist them while they are in a vulnerable position. People want to feel safe in the hands of firefighters |

|because they know that their lives may depend on our professionalism. As a result, a high degree of trust is necessary for the |

|public to feel safe. If this trust is somehow compromised by inappropriate actions, we become less professional in the eyes of our |

|citizens. |

|We are often identified as firefighters while off-duty. If our conduct does not emulate the same values and |[pic] |

|morals expected from us while on duty, our profession and organization suffers. As firefighters we should be | |

|outraged and disgusted about the negative behavior one employee may exhibit that would cause a dark shadow to| |

|hover over all of us. | |

|It is up to all employees to hold their coworkers accountable when it relates to the attitude and image of the Department. As |

|coworkers we should not tolerate this type of negative image and be bold enough to instruct others of what we are here to accomplish|

|as a Department and not as individuals. Firefighters often serve as role models in our community. We should never expect |

|preferential treatment while on or off-duty because of who we are or what we do. Such expectations would only cause contempt from |

|those we serve. Our compensation is more than a paycheck. It includes the pride we have in our profession and the satisfaction and |

|admiration we earn by serving our community the best we can. |

|EXPECTATIONS - continued |

|An organization’s pride is a combination of its members’ appearance, actions, and intentions. If a person is truly proud of what |

|they do, their appearance should reflect that pride. |

|Appearance is often the first impression we convey to others. A negative appearance often gives the impression of a negative |

|performance in doing one’s job. A positive appearance is only part of the equation, however. Obviously, our personal health can |

|affect our appearance and performance. Being fit will appear more professional and will have a positive affect on our professional |

|ability. If we don’t have pride in our work and how we treat people, we cannot be effective at what we do. Pride in one’s profession|

|also extends off the job. Good fitness and outward attractive appearance does little to impress the public if a person is insincere |

|in his or her desire to provide the best service possible. |

|If pride in one’s work is of paramount concern, then performance will follow suit. Performance is the measure of how well we do our |

|jobs. Our profession is dynamic because of the ever-changing environment in which we live and work. We must strive to be the best at|

|what we do. Since performance is a learned behavior, it requires practice and evaluation. Therefore, continuous training and |

|evaluation of our performance is necessary to reach a high level of competency. |

|Performance, however, is not defined by training in its entirety. Most companies in the private sector require training to survive. |

|But to remain competitive in a given industry, they must also implement new ideas. If a company is to excel and set the trend for |

|its given industry, they must come up with better ideas. This logic should also apply to firefighting and every facet of what we do.|

|If we are to set the standard in our profession and continue to enjoy the admiration of our citizens and peers, then continued |

|training and implementation of new ideas are necessary. New and better ideas need not originate from the top of an organization’s |

|hierarchy. All ideas, regardless of origin, should be considered. Creativity has no rank. There is no shame in not being the one to |

|come up with a better idea, only in not implementing that idea. |

|As mentioned earlier, new firefighters often follow an incumbent’s lead and assume the older firefighter’s behavior as the accepted |

|norm. Some new employees experience a cultural shock when they are indoctrinated into life at the fire station. In the past, |

|adaptability was the key to survival for the new recruit. A different, more-informed generation now awaits employment in the fire |

|service. Someone new to life at the fire station might now construe what was once considered harmless initiation as harassment or a |

|hostile work environment. |

|[pic] |Through the years people have discovered they have inalienable rights to be treated the same as |

| |their co-workers. Litigation has become a very popular remedy to those who feel as though these |

| |rights have been violated. Sometimes the “golden rule” is overlooked at the worksite based on one’s |

| |date of employment. Though there has been no litigation to date in our Department concerning this, |

| |it is very possible there could be unless a proactive approach is taken by the membership to quash |

| |all forms of inequality. |

|If litigation by a recruit were to take place, the culture shock could very well be on the other foot. Great strides have been made |

|in the area of education concerning this matter at all levels in our Department. Everyone has been informed and should realize they |

|have little recourse in defense of inappropriate treatment of others. |

|Productivity and performance are closely tied to our citizens’ opinion of us as public servants. Nothing manifests greater animosity|

|from the taxpayer in regard to City employees as the perception that they are overpaid and lazy. A citizen visiting a fire station |

|unannounced should not find “their” building unkempt and the employees, whose wages they pay, lounging in recliners. Complacency |

|concerning productivity is a detriment to our self-image and the image others have of us. The paycheck we receive should reflect the|

|work we did during that pay period, not the potentially busy shifts we might have had. |

|A good work ethic should extend to every work section of the Department. Often ill feelings between work sections are a result of |

|one work section suspecting another of not contributing a sufficient effort to the overall goal of the Department. It is imperative |

|that each separate section of any organization has the same goal orientation as the whole. If one section is perceived as |

|inadequate, the entire organization suffers and becomes divided. Mutual respect for each work section and the common goal to meet |

|the vision and mission statements is the key to the success of our Department. |

|What we expect from the City and Fire Department can just as easily be expected from us as employees. Everyone in the Department |

|needs to understand that this is not just a job, but also a career. It is not just a career, but also a tradition. It is a tradition|

|that lives with great pride and history within our Department. It should be our responsibility to make sure this continues long |

|after we have left this career. We should be able to look back with pride and honor at the way in which we performed while we were |

|here and be able to continue to hold our heads high in admiration of the way in which our Department is continuing to provide the |

|best quality service of any department in the country. |

|ENVIRONMENT |

|The environment of the Oklahoma City Fire Department can be compared to the weather in |[pic] |

|Oklahoma - dynamic, always changing. When we are hired into the family of firefighting our | |

|lives are forever changed. From the first day in rookie school we knew that this job required | |

|commitment and dedication, but did we really understand the level of commitment that is | |

|required? | |

|The motto to treat others as you would like to be treated has always been a part of our | |

|culture. As members of our Department, that treatment takes on several different meanings. Our| |

|commitment is to water and grow ideas among all members of the organization. If we insult and | |

|mock ideas, then we diminish the capacity of our workforce. Members will not produce for | |

|people they do not respect or trust. Creating a positive environment can be challenging. | |

|There has been a military mentality that believed you should push a person to their breaking point and then build them back up to |

|work better and more efficiently as a team. As a paramilitary organization, we do well at pushing people to their breaking point. |

|Where we seem to fall short is in building them back up so that we work better as a team. Though we seem to find our way to be able |

|to work as a team, it is a long road. This has been tradition for so many years, but even though tradition is hard to change, it can|

|be changed. Treat each person as you wish to be treated, with kindness, loyalty, and respect. Use positive reinforcement and see the|

|ripple effect that will be created. |

|Tradition is a wonderful thing, and in the fire service we have many great traditions, but some traditions can be detrimental to an |

|organization and our ability to become greater than we are. It is said that the most expensive words in business are “we have always|

|done it that way.” |

|Though we look at ourselves (firefighters) as more of a family than a business, we still provide a service and many people (our |

|families and friends included) rely on us at the worst times imaginable. Our citizens rely on us, the firefighters, to make their |

|awful situation better or at the very least stop it from getting any worse. Though the expectations that are placed on us at times |

|seem high, we still provide a service for a price that makes us a business. For a business to constantly improve, we have to step |

|back and take a look at what works and what does not work. This means changing some things, making new traditions that are up to |

|date with the world and how it has changed dud keeping the old traditions that still serve us well, while continually polishing and |

|observing them. |

|It seems that some members judge an organization by how they personally are treated during bad times. In fact, in the past it was |

|said, “It is when you are in trouble that you will find out how the Department really feels about you.” It can also be said that |

|when the Department is in trouble, it may find out how the members really feel about it. One thing is for sure, if we are going to |

|enjoy the good times that come with being an Oklahoma City Firefighter, then we must come together and endure the bad times that |

|also come with our affiliation. When we became members, for the most part, we gave up our ability to behave or misbehave in an |

|independent manner. We may all suffer in the community for the actions of one of us. Remembering this should help guide our conduct |

|at all times. |

|A positive attitude is one of the most valuable assets a person can have in life. As an organization we must strike the negative and|

|glean the positive. Each day in the Oklahoma City Fire Department is a day in which we make an impact on the people we come in |

|contact with. Positive environments are contagious. Employees with positive attitudes are able to go places and do things others |

|cannot do. They are not restricted by self-imposed limitations. In order to develop positive, successful people, we need to look for|

|the gold, not the dirt. |

|As firefighters we are lucky! We get the opportunity to make a difference in people’s lives day in and day out. Some people go |

|through life without ever having that opportunity. What we tend to forget is that we make a difference in each other’s lives as |

|well. What we say to each other, how we interact with each other, how and what we learn from each other all make a difference. |

|Sometimes small things make a large difference. |

|If people are to grow, they need to not join an easy crowd, but take on new challenges where |[pic] |

|expectations and demands to perform are high. As professional firefighters we did just that. We | |

|definitely did not join an easy crowd but instead went where expectations are always high! This | |

|is true not only concerning the expectations of others but also for the expectations we place on| |

|ourselves. These expectations give us great pride, but when we fall short of them, we should | |

|pick each other up and not tear each other down. A hand up or even a pat on the back can go a | |

|long way in helping each other “meet the need!” It is time to change the abusive mentality that | |

|has been such a strong tradition in the past and build a new tradition that helps us achieve our| |

|expectations. | |

|ENVIRONMENT - continued |

|Daily, we live together, work together, sweat together, and grow together. We must learn to work together as a team. A good team fit|

|requires an attitude of partnership. Every team member must respect the other players. When we use the word “team,” we realize that |

|every member will contribute in his or her own way to improve the team. Trust must be involved to allow the team to begin working as|

|a single unit. Individual efforts may win trophies but only teamwork wins pennants. |

|Conflicts are inevitable, but that really is not our primary concern because in a healthy environment, conflicts can be used as |

|opportunities for progress. The problem is, unfortunately, that resolutions to problems are not inevitable and that situation has to|

|change. Many a marriage counselor has told ailing couples that the key to a good relationship is open communication. |

|The same fact holds true for our family as well. We must discuss and at times cuss our difficulties through to a resolution that |

|helps maintain the highest level of service we can deliver. This task will be easy for some and difficult for others, but no matter |

|where you may fall on the “get-a-long” graph, we have to get along with each other and to not get along is not an option. |

|We need to take responsibility for our own emotions, words, and actions. Do and say the right things to the people you work around. |

|You may not be able to choose what happens to you but you can choose how you respond to what happens to you. The old adage, “If you |

|don’t have anything nice to say about a person, don’t say anything at all,” seems to apply here as well. No one likes to hear |

|something negative about him or her so let the bad gossip end with you. If you did not see it with your own eyes, or hear it first |

|hand with your own ears, it’s not worth talking about. And if you did see it with your eyes or hear it with your ears, it was meant |

|just for you and no one else. |

|To put it all together, in order to build a healthy environment there must be a sense of ownership by all members. We must realize |

|that we sink together or swim together. The value of our stock lies within the stockholders. One bad apple spoiling the whole bunch |

|applies to our organization. We must strive individually and collectively to carve out the bad parts and cultivate the good. As with|

|all endeavors, success comes down to sacrifice - being willing to pay the price. |

|When it comes to the end result, the character and attitude of our people will affect, for better or worse, our reason for existence|

|and the health and welfare of our citizens. It is unrealistic for anyone involved with our beloved Oklahoma City Fire Department to |

|think that we can indefinitely masquerade nagging dysfunctions and it not disrupt the level of service we strive to deliver. We know|

|the quality of our service at any level impacts all levels of that service. When we consider the end recipient of that service - |

|poor Mrs. Smith who appropriately expects a top quality service from her fire department - it’s clear a positive environment is |

|paramount to our success. |

|The solutions to our problems are often simple to discuss but sometimes very difficult to implement, but this is our task |

|none-the-less. Every one of us, starting with the Fire Chief working all the way down to our newest Fire Recruit, must constantly |

|evaluate the way we are treating other people in our organization. In other words, be nice to each other. If you do not like the |

|person you are working with, learn to like them. If you cannot learn to like them, learn to like them anyway. |

|COMMUNICATION |

|Our mission is to “Respond Quickly, Safely, Courteously - Meet the Need!” and what we do must |[pic] |

|communicate that at all times, in both our actions and our words. By striving to provide | |

|exceptional customer service we seek to remain a first-class Department that is held in high | |

|esteem and that receives the respect and funding we currently enjoy. Poor service and | |

|relationships often spring from poor listening, unsophisticated questioning, or an inability to| |

|see through assumptions, or in other words, as a result of poor communication. If we are not | |

|successfully communicating our mission to meet the need with colleagues and the citizens we | |

|serve, our mission statement is nothing but empty rhetoric. | |

|Communicating that we meet the need includes developing listening skills that make the other person feel heard, making a concerted |

|attempt to understand the other person’s perspective, anticipating their needs, and framing questions in a respectful, |

|non-accusatory manner. Honest communication, as opposed to an aggressive or passive-aggressive approach, also requires the |

|willingness to interact with a variety of communication styles; developing the ability to remain calm and centered despite the |

|presence of chaos or a challenge; being willing to admit fault and having a desire to rectify the situation; and being willing to |

|follow-up by taking full responsibility for bringing communication full circle. In short, good communication demonstrates the |

|willingness to perform the work needed to reach the desired goal. |

|COMMUNICATION – continued |

|By demonstrating mission-oriented communication we are more apt to understand a citizen’s or co-worker’s needs the first time |

|around. By responding quickly, safely and courteously, we are increasing productivity and efficiency - no need for extra hands, |

|missed deadlines or frustrated citizens or coworkers. This can also help reduce the stress and anxiety associated with |

|confrontations. |

|By communicating the mission through our actions, not just our words, we will know that we provide the best service possible. We are|

|likely to feel more pride in our work and more ownership in the organization. This in turn supports higher quality work and reduced |

|long-term absences. Communicating in a manner that demonstrates a high level of service is what every citizen and fellow firefighter|

|wants from us. |

|In order for effective communication to occur there has to be mutual respect between communicators. We must learn to respect one |

|another as members of the Oklahoma City Fire Department without regard to social, cultural, ethnic, religious, or gender |

|differences, or any other reason we choose to find fault in our fellow employees. While we often think in terms of serving our |

|citizens, we also serve one another. Each one of us is worthy of that same respect. Instead of focusing on each other’s differences |

|we should learn to look for and appreciate our common bond of being a part of one of the best fire departments in the world. We all |

|share the same goal - to serve the citizens of Oklahoma City. Showing respect for all members of the Fire Department will minimize |

|misunderstandings and promote unity, productivity, and loyalty. Respect will result in greater job satisfaction and the ability of |

|co-workers to approach one another for support when problem solving. |

|Proper discipline, as an attitude that is displayed to others, is vital for effective communication. Much importance is given for |

|leaders or managers to have wonderful communication skills. Although we must have some level of these skills to successfully make it|

|through daily life, it is not just the ability to communicate outwardly that we need to posses. Even the best of communication is |

|ineffective if the listener has a lack of obedience, discipline, or respect for the speaker and visa versa. Discipline and obedience|

|as part of the fire service is needed in order for respectful communication to occur. |

|[pic] |In a paramilitary organization like the fire service things must be done according to policy as the |

| |supervisor ultimately directs. At times, a lack of respect for rank is the primary reason for |

| |breakdown in communication. We may remark that the reason an action was not completed was because of a|

| |breakdown in communication when it was actually a lack of discipline, integrity, respect, obedience, |

| |honor, loyalty, etc. The desired behavior traits for an Oklahoma City Firefighter must be defined, |

| |along with the consequences that will result if they are not demonstrated. In the past, in our haste |

| |to create a gentler, kinder Fire Department, we communicated how we should treat one another but |

| |forgot to clearly communicate what would happen if we did not act in the correct manner. |

|After the tragedy of 1989 we implemented the Incident Command System to control, stabilize, and terminate emergency incidents with |

|uniformity and control of personnel. We began to emphasize company integrity and its importance for accountability. We told recruits|

|that if it is not a safety issue do not let anyone grab you for another task without our knowing it. While this works well on the |

|fireground, it has led to the misunderstanding that an Officer cannot give subordinates direction regarding day-to-day activities if|

|they are on a different shift or in a different division. |

|We need to recognize that an Officer or supervisor can correct bad conduct or behavior no matter what division or shift, promoting |

|inclusion and respect for rank instead of exclusion and disobedience. Most of our written chain of command policies can be followed |

|on a downward flow chart, but what is sometimes lost is that this same command extends laterally. Ultimately, the understanding and |

|support we receive (or don’t receive) inside of our own family of firefighters will become the type of treatment we extend to our |

|citizens. |

|Effective communication also requires practicing the art of effective listening. This means looking the speaker in the eye, taking |

|in the words and actions they are portraying, and attempting to truly understand what they are saying. Often, when someone is |

|talking to us we are thinking of the next response we want to give, or we are thinking about other things not related to the |

|conversation. Instead, we need to learn to focus our full attention on whoever is attempting to communicate with us. |

|We must also learn to control our emotions if we are to communicate effectively. When we are discussing something and attempting to |

|exchange ideas, it is easy to become emotionally involved in the conversation. How many times have we “blown up” or been called a |

|“hothead” while trying to get our point across? How many times have we purposely used certain words, phrases, or tones of voice to |

|“get a reaction” from someone? Although such practices can be entertaining, blowing up, being a hothead, or getting a rise out of |

|our fellow firefighters may not allow us to exchange ideas effectively. We need to practice keeping our emotions in check as we |

|attempt to understand one another. While sticks and stones break bones, words can be equally deadly to our spirits. No one enjoys |

|being ridiculed or bearing the brunt of a verbal assault. We should all speak as we wish to be spoken to. |

|COMMUNICATION – continued |

|When communicating we must also understand that other people may perceive the same words or |[pic] |

|events differently. As we project and receive ideas we filter them through our own individual | |

|perceptions of reality. We may perceive a threat from someone and become defensive, while in | |

|reality that person just wants us to see the situation through his or her eyes. An example of | |

|this is a car wreck at an intersection. Four people on a crew witness the same event. When they | |

|are individually asked what occurred immediately after it happened each person gives a slightly | |

|(and sometimes dramatically) different account of what they saw. | |

|These variances are due, in large part, to our differences in perception. Someone’s perception of a conversation will influence the |

|outcome of the exchange of ideas. With this in mind we need to choose our words carefully. We can increase our understanding of |

|another’s perception by asking the simple question, “What do you think?” By having a respect for individual differences in |

|perception we can get beyond the immediate emotional reaction and meet the need. |

|We must all improve our efforts in striving to understand exactly what others are trying to communicate to us during conversations, |

|e-mails, and in written documents. We should give each other the positive benefit of a doubt. That is, when something strikes us as |

|not quite right, instead of assuming the other person meant to hurt us, we should assume the opposite. Innocent misunderstandings |

|can lead to deeper rifts in a relationship. When intention is not clear we should assume no harm is meant. If we still feel |

|uncomfortable, we owe it to everyone to communicate our concerns and feelings until a mutual resolution of the situation is |

|achieved. |

|We can also gauge whether or not a recipient understands the ideas we are attempting to convey by asking questions like, “Does that |

|make sense?” or “Do you understand what I am saying?” We must all not only practice speaking our minds, but we must also be |

|committed to understanding the mind of the other person involved in the communication. |

|Our mission to “Respond Quickly, Safely, Courteously - Meet the Need!” should be communicated through both our actions and our |

|words. We can continue to have a very efficient, world-class fire department if we are willing to communicate effectively. We can |

|learn to utilize communication techniques that will enable us to give, receive, and understand a multitude of ideas and concepts |

|that will enable us “To provide excellence through a unified Fire Department that is consistent, accountable, loyal and safe.” If we|

|are willing to respect one another as Oklahoma City Firefighters, display honor and integrity as active firefighters, and respect |

|and defend those that retired before us, we can protect the Oklahoma City Firefighting Family for future firefighters. |

|LEADERSHIP | |

|The minute we became members of the Oklahoma City Fire Department we set ourselves apart. Everyone who looks at us also sees our |

|Department. Our actions, both on and off the job, reflect upon all the men and women who wear the same uniform. We are considered |

|leaders in our community and in the fire service as a whole. So from the newest recruit to the Chief of our Department, we all have |

|leadership responsibilities. |

|Strong leadership is essential to the day-to-day operations of the Fire Department. We should all strive to develop our leadership |

|skills and be visible while doing so. Effective leadership starts on the inside of a person and moves out. A commitment to |

|excellence is a commitment to be the best, to be the standard, to set the benchmark by which the rest of the fire service is |

|measured. To be a member of the Oklahoma City Fire Department is to develop a commitment to excellence in both our personal lives |

|and our professional lives. It is always striving to make or do things better. Excellence is a never-ending, minute-by-minute, |

|day-by-day search for the best way to serve our Department, our fellow firefighters, and the people we are sworn to protect. |

|Leadership is an awesome responsibility and requires the leader to place the interests of the organization above individual or |

|selfish goals. Society sometimes teaches us to look out for number one, but that way of thinking poisons an organization. The only |

|way that the Oklahoma City Fire Department can achieve its full potential is to have everyone see the vision of the big picture and |

|strive to work together, enabling the whole to have a sum far greater than the value of its individual parts. |

|Fire Department leaders have inherent responsibilities to the group, and we all have leadership roles to play. Our greatest |

|responsibility is to set a good example at all times. As the success of any endeavor requires the support of others, even the Fire |

|Chief will sometimes assume the role of the follower. The more support that is given to a mission the more successful it becomes. |

|Not only do we need our leaders to guide and support us, but it is also equally important that we encourage and support our leaders.|

|LEADERSHIP - continued |

|A good leader shows that he or she is not solely in charge but also involves others in meaningful ways. They offer kindness, |

|congratulations, and encouragement that make fellow employees want to go further. Being a role model for his or her employees, a |

|good leader is visible in several aspects of the job. Employees respect the leader for being a participant in the mission instead of|

|just telling others what to do. |

|[pic] |We recognize that if we do not lead well we will lead badly, for leadership does not come in a neutral |

| |state. Like any other skill it has to be learned, developed, and maintained. It has to be tested and |

| |honed, and at some point may challenge us to extend beyond our comfort zone in order to grow new |

| |skills. Leadership is a science because it is a learnable, teachable body of knowledge, but it is also |

| |an art because this body of knowledge has to be applied to “real life” with skill and relevance. |

| |Leadership cannot just be learned, it also has to be lived. |

|Leadership and leaders are what cause organizations to move from one place to another, ideally in the direction of improving the |

|organization’s ability to perform its mission and maintain its vision. Both emergency incidents and non-emergency events require |

|leadership and management skills. Fire service leaders must be willing to work hard and commit much of their personal time to the |

|task of leading. Today’s fire service leaders must not only direct, control, and supervise people, but also be willing to encourage,|

|support, facilitate, and most importantly, listen and be a role model. Leaders’ subordinates will tend to follow their lead and |

|mirror their attitudes, behavior, values, and opinions. |

|A good leader helps develop the leadership skills of others. Bad teachers are not tolerated, nor are employees allowed to be bad |

|examples for others. Good leaders show that they are in charge when things need to get done. In like manner, they know that their |

|employees will embrace programs they help create and therefore involve others in the operation of the Fire Department. Leaders take |

|it upon themselves to motivate members of the organization to seek new ways of accomplishing old tasks. They challenge traditional |

|solutions or redefine what the right thing to do is. They are dedicated to innovation as a commitment to continuous improvement, |

|future oriented, and always challenging the status quo. They are always open to new ideas. |

|Effective leaders must have courage. Courage is not the absence of fear or the opposite of fear. It is the ability to act in spite |

|of fear. They are not afraid of criticism and have little fear of challenge. They maintain a strong commitment to change in order to|

|achieve results. They set up strategies and systems that get the results and outcomes that they want. When delegating tasks they |

|provide the “tools” for the employee to complete the task and clear obstacles that might hinder the completion of the task. They |

|allow their subordinates to complete the task without being overly involved in the process. |

|Honesty and integrity are the two most important characteristics of a successful leader. Trust is the foundation of leadership. When|

|we violate another’s trust we are finished. Respect that has taken years to develop may evaporate overnight if an individual breaks |

|the trust of others. Good leaders speak the truth and live it. Integrity is the capacity to walk the talk, to deal with issues |

|straight on, and to do what the mission statement directs us to do. True leaders lead by example. True leaders realize that they |

|should be servants. They focus on what they can do for the organization and every person they come in contact with. People do not |

|care how much you know until they know how much you care. Leaders find ways for the team to win. Leaders need to show humility. The |

|most popular and successful leaders are the ones that do not feel the need to brag about their position. An individual’s rank |

|entitles that person to a certain measure of respect. True leaders understand that the majority of respect must be earned and is |

|thus deserved. Informal leaders depend even more on earned respect and they achieve that respect by diligently doing whatever it |

|takes to get the job done. Admitting mistakes, making solid decisions, and putting the organization and others first will go a long |

|way toward earning respect. |

|Good leaders are willing to work shoulder to shoulder with even the lowest ranking firefighter to do the most menial tasks. Fellow |

|employees see this and respect the leader even greater for this attitude. Good leaders earn the respect of their employees rather |

|than expecting them to simply follow because of rank. Leaders are effective communicators as they must communicate their |

|expectations and demonstrate a willingness to actively listen to others. Good leadership also includes a stated and/ or written |

|vision of what the goals are. The achievement of these goals is practiced and demonstrated by good leaders on a daily basis making |

|employees aware of expectations and goals. Leaders listen to their employees and, more importantly, make sure they understand what |

|is being told to them. |

|CONCLUSION |

|When we embarked on writing The Oklahoma City Standard: The Philosophy Statement of The Oklahoma City Fire Department, it was with |

|the desire to provide an anchor to who we are as firefighters. Firefighting as a profession is technical in nature, yet everything |

|we do happens within the context of relationships – with our citizens, our families, fellow firefighters, and other public safety |

|professionals and public officials. While our operations are guided by procedures, those procedures are carried by the under current|

|of these relationships. |

|[pic] |During training classes in the early 1980’s, I realized firefighters were looking for |

| |that current. By teaching standard operating procedures we were teaching the “law,” but |

| |the “spirit” of the law was missing. Firefighters were left to their own devices to get a|

| |sense of that spirit from others in a position of leadership and from their own |

| |experiences in the fire service. This, however, still did not provide for a unified |

| |teaching or guarantee a positive one. |

| |The Oklahoma City Fire Department took a major step forward in 2001 when we adopted new |

| |mission and vision statements. This put a current direction to our procedures and added |

| |clarity to our purpose and goals. Yet more remained to be said. The size and diversity of|

| |our Department required a foundation to our mission and vision statements. |

| |We needed a way to solidify and empower each of us as individuals and as a group. This |

| |needed to be done in a way that would benefit our Department and the people we serve. The|

| |Oklahoma City Standard was created to provide that foundation. |

|It was also clear that if the Oklahoma City Standard was going to truly reflect the heart and soul of the Fire Department, it had to|

|come from the firefighters themselves. To accomplish this task, an executive committee was assembled and submitted the names of |

|individuals who demonstrated the highest level of service as Oklahoma City Firefighters. Twenty-one people ranging in rank from |

|Corporal to Battalion Chief were selected from this list and placed on a committee that was assigned to one of the five major themes|

|presented here. The committees then met together to prepare the final version of the Oklahoma City Standard. It is their voice that |

|is presented here. |

|As Fire Chief, I am proud of our Department and the fine men and women who serve as Oklahoma City Firefighters and I appreciate the |

|leadership and commitment of the committee members who dedicated their time to this project. While this is the first time the |

|Oklahoma City Standard has been set in writing, it is meant to be a living document. What it means to be an Oklahoma City |

|Firefighter will change as we change individually and as a Department. My belief is that the Oklahoma City Standard will act as a |

|positive guide during those times of change. |

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