“Walking the Talk”
Kelvin J. Cochran
Fire Chief
Atlanta Fire Rescue Department
Introduction
My Story
New Beginnings
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Shaping the Future
“Whenever anyone tries to tell us
what to do, even a person with a
legitimate position of authority,
there arises in us a spirit or
attitude of resistance.”
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Shaping the Future
“Our resistance to others ruling
over us is also due to the spirit of
leadership that God placed in us
when He created us.”
--Myles Munroe
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The Nature of Resistance
We resist unless we are:
In charge; calling all the shots
A part of an organization with shared
beliefs, motives and values
Led by a leader with shared beliefs,
motives and values
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The Nature of Resistance
Resisters are in a constant state
of ambiguity, frustration and
uncertainty.
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The Need to Change
Organizational Stagnancy
A period where activities that were
once exciting have become common
and routine
Lack luster and enthusiasm
Unwilling to challenge dissenters
Financial incentives do not resolve
dissatisfaction
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The Need to Change
Organizational Stagnancy
Slow attrition/slow promotions
Tolerate things we used to detest
Relationships more important than
mission
Average is disguised as excellence
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The Need to Change
Organizational Stagnancy
Succumb to good, rather than aspire
for great
Make excuses rather than make a
change
Cling to past traditions that have lost
their value
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Organizational Communications
Creating and exchanging messages
within a network of interdependant relationships with the
goal of reducing environmental
uncertainty.
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Organizational Culture
“Culture is the foundation of
organizational
communications.”
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Organizational Culture
 Personality and Character
 Vision, Mission, Values
 Organizational Priorities
 Leadership
 Decision Making
 Communications
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Fundamentals of Participation
 Responsibility (The obligation to make
decisions and take action)
 Authority (The right to make decisions and
take actions)
 Accountability (Having to answer for the
results)
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Organizations must
have a Vision for
the future…
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Vision Statement
Helping People…
…In The Future
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Mission Statement
Helping People…
…Now
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Successful Organizations
are Mission Driven
Organizational goals supercede
personal goals
Commitment to controls and culture
Sincere desire for others to succeed
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The Mission
Must Be Clearly
Communicated.
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Organizations Must Be…
Mission Driven
Every thing we do…
Every decision we make...Must be
Mission Driven.
We must ask ourselves, does this decision
better help us accomplish our mission?
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Organizational Values
There are things that we
“stand for”…
There are things that we WILL
NOT “stand for”…
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Organizational Priorities
 Human Resources
 Professional Development
 Emergency Preparedness and Response
 Facilities, Equipment, Supplies, Technology
 Customer Service Programs
 Public Information, Public Education and
Public Relations Programs
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Leadership Culture
Predictable
Visible
Accessible
Approachable
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Organizational Leadership
Autocratic
Democratic
Laissez-faire
Situational Leadership
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Situational Leadership
Directing
Coaching
Supporting
Delegating
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Decision Making
Autocratic
Group
Consulting
Delegating
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“When leaders make decisions
that impact personnel, the
personnel impacted should be a
part of the decision making
process.”
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Decision Making Priorities
Citizens
Department
Division of Labor
Groups
Individuals
Leader
Culture of Communications
 Keeping members informed is essential
 Information empowers personnel
 The more information, the happier...
 No secrets policy
 Establishing expectations
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Communications Culture
Executive Staff Meetings
General Staff Meetings
Battalion Meetings
Emails
Teleconferences
Fire Station Visits
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Organizational Culture
Image
 Facilities
 Appearance
 First Impression
 Visibility
 Public Treatment
 Internal Treatment
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Everyone Contributes to
Organizational Culture
You’ve got to want to be there!
 If you don’t enjoy coming to work do yourself a favor…
Committed to the organization’s mission
 What is my role/part?
You’ve got to want to make a difference
 Be grateful! Stop complaining!
Be a positive influence on organizational
outcomes and impacts
 Do your job the best you can do.
Competence
Controls
Climate
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Competence
Knowledge
Skills
Abilities
Wisdom
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Controls
Lines of Authority
Chain of Command
Rank
Job Description
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Controls
Rules
Regulations
Laws
Codes
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Climate
Harassment Free Workplace
Use of Profanity
Zero Tolerance Drug Policy
‘Ism Free
Dread Free
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Organizational
Communications
The model of the organization’s
structure determines the culture
of the organization which effects
organizational communications.
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Organizational Communications
Classical Model ~ Machine
People are components of the machine.
Human Resource Model ~ Social
Social needs and actualization potential for people.
Human Relations Model ~ Alive
People have social needs; People want to belong, etc.
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Classical Model
Extremely Formal
Strict Chain of Command
Exploitative Authoritative
High Mistrust
Classical Model
Decision Making at Upper Level
Upward Communication
Minimized
Adversarial Top/Bottom
Emphasize Discipline
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Human Resource Model
Communicate to Motivate
Employees
Value Employees
Emphasis on Organizational
Goals
Basically Formal, Top/Down
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Human Resource Model
Some Bottom Up ~ Limited
Meet Social Needs
Meet Branch/Division Needs
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Human Relations Model
Formal and Informal
Chain of Command Flexibility
Emphasize Participation
Meet Individual Needs
Decision Making Decentralized
44
Human Relations Model
Authority ~ Knowledge and
Competence
Informal Organization Recognized
Develop Each Employee
Entrepreneurial Opportunities
Rewards/Discipline
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Personal Leadership
Motivating yourself to do the things you
do not necessarily want to do
Organizational values over personal
values
Organizational goals over personal goals
Self-monitoring
Facing fears head-on
QUESTIONS
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Kelvin J. Cochran, Fire Chief
kjcochran@atlantaga.gov
Office: 404-546-7269
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