Values Alignment for First Responders and More

Guest post from S. Chris Edmonds:
I am thankful for
many things–only one of which is our first responders. Law enforcement and
fire personnel lay their lives on the line every day. Their jobs are immensely
stressful and demanding, and 99% of them serve with grace, skill and speed.
Skill alone
doesn’t make a firefighter or law enforcement
officer effective. The culture of their department has a huge influence on
them.  If it tolerates unsafe or disrespectful behavior, it is very likely the first responder will
carry that with them. They may withhold information
or have a lack of respect for one another. They may be publicly critical or dismiss the accomplishments of
others. They may lack confidence in the commands of their superiors. These
behaviors create distrust, which is potentially disastrous.
If their department’s culture tolerates disrespectful or
dangerous behaviors, it is likely that the players in that culture will embrace
those behaviors. They will not share information. They will not support each other. They criticize
others’ decisions publicly. They discount others’ efforts and accomplishments.
They may hesitate to act upon the commands of superiors–all of this could have
potentially disastrous results.
Whether in the fire
department, retail store, office, restaurant or police station you will only get a purposeful, positive,
productive culture by design, not default.
Doing this well takes daily attention to clear
intentions. Creating clear performance expectations and understood citizenship
expectations, with consistent accountability for both, will bring significant
benefits such as:
*Employee engagement up by 40%
*Customer service increased by 40%
*Profit and results jumped by 35%
All within 18 months.

These results occur at organizations that
institute an
organizational constitution (which includes your team’s servant purpose, values and
behaviors, strategies, and goals).
It is not
common for law enforcement or fire protection
organizations to get involved in this process. Even thought defining the
constitution is the simple part of the journey, it does take a lot of effort and time
to do right.
Once you have
established your organizational constitution,
the rubber meets the road when it is time
to model and coach the desired behaviors
and hold people accountable.
I have enjoyed working with firefighters since the 1980’s when two served on the board of my YMCA.
Getting to know them helped me see how very demanding their jobs are, and how
dedicated they are to serving.
A member of the Bend, Oregon, USA, Fire & Rescue
squad shared how his team is working toward a high performing, values-aligned
work environment.  Their specific values
include:
      
Respect
      
Optimism
      
Compassion
      
Humility
      
Resiliency
      
Integrity
In formalizing
these values and behaviors, Bend Firefighters know that they are responsible
for more than just applying skills to their jobs. They are expected to treat
others with compassion and respect. They are to conduct themselves with humility and integrity. They are to show resilience
and optimism even in the tough moments.
The Bend Fire Department praises aligned behavior and redirects misaligned behavior so that they can make progress every
day. Moreover, aligned behavior like this
just might help keep them a little safer, too.
How precisely does
your organization define citizenship? What type of constitution do you have? It
is the key to an effective culture.

S. Chris
Edmonds
is a
sought-after speaker, author, and executive consultant. After a 15-year career
leading successful teams, Chris founded his consulting company, The Purposeful Culture Group,
in 1990. Chris has also served as a senior consultant with The Ken Blanchard
Companies since 1995. He is the author or co-author of seven books, including
Amazon best sellers The Culture Engine and
Leading at a Higher Level with Ken Blanchard. Learn from his blog posts,
podcasts, assessments, research, and videos at http://drivingresultsthroughculture.com.
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