The Breaking Point
Without a doubt, this episode is packed with action and drama, as Easy Co. sustains multiple casualties while under continuous German artillery. We will focus on the assault on the town of Foy, in the latter half of the episode. At his point in the battle, Easy Co. is under the command of Lt. Dyke, and makes an assault across an open field, while under fire. In the midst of the assault, Dyke becomes overwhelmed and enters "the spin cycle." In the face of a very dynamic environment, he fails to act. As a consequence, his soldiers are caught in the open and suffer. Dyke demonstrates through his failure to act, that he has failed as a leader.
Effective Leaders have a Bias Towards Action
What is a bias towards action? In the face of uncertainty and complex/dynamic situations, effective leaders take action.
Failing to make a decision, is making a decision to fail.
Making a decision doesn't mean making a move, just to make a move. For example, after securing the perimeter and isolating entry, the first question that an incident commander should ask in a HazMat situation is something like, "If we take no action, will the situation resolve itself?" Making a conscious decision to act, or not act, is still making a decision. In some cases, it takes a great deal of discipline to decide to wait. The point is...make a decision. Go...stay...right...left...move...wait... Effective leaders make decisions, and in the face of uncertainty, they have a bias towards action.
Discussion questions to consider...
- What does a "Bias Towards Action" mean to you?
- How would you compare and contrast the actions of Lt. Dyke to the actions of Lt. Spears?
- Have you ever worked for or with a leader who couldn't make a decision? If so, what was that experience like for you?
- As a leader in the fire service, which decisions should you be making...and which decisions should you be empowering others to make?
Bias toward action to me is simply courage. This can come in many different ways. On the battlefield (emergency incident) we have ideas on what we feel needs to be done. We go through that mental rolodex or toolbox to see what idea fits best for the situation. For us as firefighters not every situation can use the same rolodex scenario. We have to have the courage to act on what idea we have and hope it was the right action. If not reset and have the courage to try again. This can also be courage to start a program. For me it came with the peer support program. Although I didn’t recognize it as courage in the beginning to be so vulnerable to my Chief Officers and pour out my hurts habits and hag ups. But it was an idea, an idea that would benefit our people at there worst time and vulnerability cannot exist without courage. Now I am grateful that I had the courage to get a program available to our people.
ReplyDeleteOh man the contrast between Dyke and Spears was insane. It was unfortunate the Dyke froze up under fire and risked the lives of so many men that needed confident, lead from the front direction. Then here come Spears who showed insane courage to run through a firefight shocking the enemy so much they didn’t know what to do just to get communication to the next group, then run back. His men (I) was beyond inspired to get in the fight and win it for the're leader.
I have unfortunately worked for a few leaders that couldn’t make a decision. For a semi-miltarisic organization we soldier on with orders. Are people know what to do, without question, they also know the importance of accountability and freelancing. As a FF I needed direction before I went to work. I felt a little lost, helpless, and frustrated. I also learned. I will always what it felt like to not know. As a leader I make sure to always brief my people on what we wold do on certain incidents. If I fail to tell them at the time, they know where I expect them to be without direction. Get a hoseline charged at the front door and wait ready to go on air and Ill meet you there. Working for confident leaders gave me motivation and empowerment that I was trusted to get a task done without direction. Being able to anticipate your Company Officers next move shows how we truly take care of each other by having each others back.
As a leader I try to make the tactical decisions not the task level ones. A tactical decision to lead a progressive hoselay from the front guiding the path and giving direction, safety zones and escape routes. I don’t need to tell them to grab a tool, what hose stream, what pressure to pump. For structure defense, give direction to fire path of travel, trigger points, radio frequencies. I don’t need to direct them to prep the structure, set protection lines secure or a water source. As a leader Ill look to that the task level jobs and make sure they are getting complete by the crew, but from a distance. Let them prioritize and execute there objective by trust and empowerment.
Bias towards action to me means have a lean towards movement in some shape or form. In essence, action requires movement and if my bias (cause to feel or show inclination) is towards movement, then I will naturally do that in times of uncertainty, instead of freezing up and not moving at all. The movement can be forward or backwards, depending on the circumstances.
ReplyDeleteThere have been a few times I have worked for a person that was afraid to make a decision, both small and big. This lowered my confidence in them and caused me to question their decision making ability, which could have led to a bad outcome and independent action. I feel strongly that when leaders are fearful to make a decision he/she should ask for input form peers or their people to help them with their decision. If time is of the essence during an emergency scene and there isn't time for input from others, I always revert back to this basic principle: "risk a lot to save a lot, risk a little to save a little, and risk nothing to save nothing".....
We should resist a bias toward action. Evaluate, then act. Not making a decision is a decision. There are times when leaders need to exercise patience and understand that not making a decision at that point in time can be the right decision. However, this should be a conscious decision, not an avoidance of making a decision. Most times, especially with time crunch, decisions need to be made. Jocko Willink speaks to “Cover and Move.” In other words. Advancing as a team, with periods of evaluation by different team members at different times. The keys to this are: always progressing forward as a team, working together while considering the effects of the decision to the organization, and having common goals that focus on the mission. Some part of this process during “cover and move” means as a team you are always moving forward. There’s a lot to this process which can make it challenging.
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