From Buddy to Boss

Description

Whether you’re a new officer or in need of a mentor, From Buddy to Boss: Effective Fire Service Leadership, is a must-have management book you’ll turn to over and over again. Fire service veteran Chase Sargent has taken his popular course and written a no-holds barred leadership book for the fire service in a conversational and easy-to-read style. He tells you how to accept and survive politics, deal with the fringe employees, and keep your cool — tricks of the trade that usually takes years to acquire.

Whether you’re a new officer or in need of a mentor, From Buddy to Boss: Effective Fire Service Leadership, is a must-have management book you’ll turn to over and over again. Fire service veteran Chase Sargent has taken his popular course and written a no-holds barred leadership book for the fire service in a conversational and easy-to-read style. He tells you how to accept and survive politics, deal with the fringe employees, and keep your cool — tricks of the trade that usually takes years to acquire.
In this book you’ll learn:
***Your credibility is a valuable currency that takes time to build up. What you do, not what you say, is the ultimate test of your credibility, reinforcing your expectations***
***That leadership requires individuals and organizations to create an environment where people and their ideas can thrive***
***How to use stories to impress upon our new members the necessity of doing certain things***
***That the quickest ways to lose trust are to inconsistently apply and enforce rules and to allow your personal feelings to dictate what you will and won’t enforce***
***Why leading by example and from the front, doing not saying, is critical to you success***
Reading From Buddy to Boss is like turning to a trusted friend for wisdom and advice you can count on to improve your job performance. Use this book to master your leadership as well as your management skills and successfully make the transition to boss.

(Chapter 1) – The Organizational Foundation for Leadership
(Chapter 2) Knowing Yourself and Others
(Chapter 3) –Universal rules for survival
(Chapter 4) – Keeping the Humanity in your Leadership
(Chapter 5) – Being tested as a new leader
(Chapter 6) – Maintaining technical competence
(Chapter 7) – Understanding and enforcing policy
(Chapter 8) – Evaluating People
(Chapter 9) – Prejudice, Diversity and sexual harassment
(Chapter 10) – Anger and violence in the workplace
(Chapter 11) – Decision Making – Its not Tarot Cards
(Chapter 12) – Accountability and responsibility
(Chapter 13) – Battle Field Firefighting
(Chapter 14) – Team life cycles – transitional team evaluation
(Chapter 15) – Team decision making
(Chapter 16) – Planning and implementation
(Chapter 17) – Change
(Chapter 18) – The Business of the Business
(Chapter 19) – When leadership fails
(Conclusion) – Changing organizational culture one individual at a time.

Additional information