What Is Sam Smith A Paragon Of The Virtue Of Prudence?

To better understand the background of the contrasting views, we must look at how the fire service has developed around

One could say the Fire Service possess one unique quality about how it operates daily and that is the culture and the community that lies within every department. Culture is defined as defined by Miriam-Webster “the integrated pattern of human knowledge, belief, and behavior that depends upon the capacity for learning and transmitting knowledge to succeeding generations (Definition of Culture, 2017, para. 5).” The many diverse aspects of each department in still’s a variety of cultural differences separating one department from the next. At the heart of all departments, fire service culture is the men and women who work and train hard to serve their communities as prescribed by the Fire Chief. The Fire Chief, however,

In 2009, The National Fire Protection Agency released its 46-page presentation on potential performance measures relating to the core functions of the fire service. This document is available online www.nfpa.org. The document acknowledges there are vast differences across the country and no two fire departments are alike. However, specific value set’s lie within every department that can be held to measurable standards for statistical data input, referencing, and documentation. Maintaining higher standards does come at a price. The fire service, in general, is a costly profession to operate. Unlike the police departments and ambulance companies where vehicle and equipment cost is less

There were numerous times were people would try and pressure him into a decision by noting there was no time for indecision. He could keep his calm, cool manner and think a situation through before reacting. I think that being able to think things through no matter the situation speaks volumes to what a leader needs to be. He also showed that not every situation needed to be thought out at that time. He was known to have thought of contingency plans prior to actions as to cut out reaction time needed due to him thinking it through before implementation and able to switch tactics on the fly. He showed this attribute multiple times but one example sticks out in my mind’s eye. We had set up a forward position in Ramadi in what we thought was a hostile minimal area. Once we had set up our hasty area for command and control of an impending raid we came under small arms fire and a mortar attack. He had set up sectors of fire and counter fire areas before we had set up even though we were told numerous times that it was not needed. Due to his intellect, he had taken it into advisement but had planned on it not being as such and we were able to respond in kind and repel any such attack. I learned from him that no matter what happens you need to think things through and show a strong intellect so your soldiers are confident in your decisions and believe in you.

For the military leader, the maintenance of good order and discipline is essential for a military force to be effective. An undisciplined military force is a losing one (Hoversten). General Robert E. Lee was one of the greatest military leaders of all time and was firm when it came to discipline. It was important to him that his soldiers understood that, in addition to efficiency, discipline guaranteed a solder’s safety; that if his forces did not prepare themselves for war when they had a chance, they would pay dearly (McBride). Discipline can be best defined as “a state of training, resulting in orderly conduct.” (McBride). This “state of training” must be achieved as well as maintained during peacetime so

While dangerous work like firefighting often requires decisive and quick action against one of nature’s most destructive elements, do the inherent risks of firefighting justify risky decision-making by officials? In this dangerous and often daring line of work, when is the line between protecting the public and protecting public employees crossed – and who is responsible when that line is crossed?

"If an officer is afraid to immediately react the way he's supposed to that could cost him his life."

Maj. Gen. “Fighting Joe” Hooker demonstrated an excellent example of failed mission command during the Battle of Chancellorsville in April 1863. He had thought he would defeat General Robert E. Lee’s Army of Northern Virginia by maneuver beginning in Chancellorsville as he pushed Lee toward Richmond. His commitment toward his own plan for Lee’s response would overshadow his operational planning and ultimately lead to a mission command failure at Chancellorsville despite outnumbering Lee’s troops 128,000 to 60,000. Through decentralized execution, Hooker could have empowered agile and adaptive leadership to operate under uncertainty, exploit opportunities, and achieve unity of effort. Instead, he failed in exercising at least four principles of mission command. He did not provide a clear commander’s intent, create shared understanding, exercise disciplined initiative, or accept prudent risk.

The first of the leadership qualities that I will mention being proactive versus reactive. According to the Holden Leadership Center at the University of Oregon (2009) being proactive is that “The exceptional leader is always thinking three steps ahead. Working to master his/her own environment with the goal of avoiding problems before they arise.” During the movie the soldiers are simulating being dropped off in a hot area. LT. Colonel Moore saw an issues that involved a “what if” situation. He walked up to a plane and tells the officer you’re dead and then asks the next man what to. He told his troops to learn the job of

The timeliness and accuracy of decision making comes over time. Seasoned leaders respond to issues with a calculated cool because of years of experience. A key to military officer development are its structured leadership opportunities. General Savage spent many hours in the copilot seat before he sat in the pilot seat. A key to his decision making process is the introspection he developed from watching and being mentored by officers senior to him.

1. The purpose of this memorandum is to provide a brief synopsis of the leadership philosophy of Second Lieutenant Joshua Dunn.

Leaders inadvertently practiced mission command principles since the Civil War. Over time, the naming convention of the fundamentals has changed; however, the concept of the principles was still close in relations as time evolved. The effective application of the six mission command principles is critical to the success of commanders. Most prominent military leaders who exercised the fundamentals of mission achieved victorious results. Most leaders who lack effect in apply mission command principles in their plan habitually ended with little to no success. General Williams Tecumseh Williams and Major General Wade Hampton III are two examples of historical military leaders from the burning of Columbia who implemented and or fail to implement the principles of mission command during the Civil War.

compassion and concern for others. The focus of how the Fire Department can best serve

“We saw a team who were fire fighting issues, but found that there was a lack of planning for the future. The

The greatest threat facing the Modern Fire Service is the rate at which firefighters are dying in the line of duty. Excluding the terrible event of 9/11 that occurred in 2001 that forever changed the dynamics of the emergency response services1, firefighter deaths have averaged around 100 fatalities each year for the since 1990. This unacceptable rate of firefighter deaths has found its way to be a benchmark in the industry. The problem is that the benchmark should be zero firefighter deaths while on duty and every year that there is a fatality is a year that the fire service has failed its members. The number one cause of firefighter related deaths yearly is proven to be medical, stress, or overexertion related fatalities2. All of these causes of firefighter deaths can be avoided with implementation of training and awareness.