The Emergency Management Network Podcast

Every year we look at what books our team recommends, the Ten Books that you need to have on your bookshelf, and read them! Now you are entering a room of book nerds and people that have debates and discussions about the authors, the values and lessons learned from each of the books. Some are new, some are classic, and some are unique. Join us for a great conversation, and you may get some holiday gift ideas.

Links
Todd DeVoe
Twitter handle: https://twitter.com/ToddTDeVoe
LinkedIn: https://www.linkedin.com/in/toddtdevoe/
Substack: https://emnetwork.substack.com/
Website: https://toddtdevoe.com/

Brian Colburn
Web - https://sitchradio.com
Reading List - https://sitchradio.com/podcasters-book-club/

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Thank you all that stopped by the EMN Booth last week at the IAEM Conference. It was great to talk to all of you and even tape a mini-interview for some. I look forward to next year In Long Beach, California. I know a few of you want to get promoted and take leadership roles in your organization. You will get some great insight with this talk today. Let’s get into it.

The Servant Leader Part 3

In this part of the series, we are discussing getting promoted within your department or you're hired into a leadership position from the outside. One thing that you have to remember is don't believe your press release. 

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What does it mean to lead a high-performance team? Todd sits down with NASCAR team owner Jesse Iwuj about leading a fast passed team where a minor mistake could be the difference between winning and losing.
Jesse Iwuji is a US Naval Officer(reserves). First and only actively serving US Naval Officer competing in NASCAR. Co-Owner of NASCAR team Jesse Iwuji Motorsports partnered with HOF Former-NFL player Emmitt Smith. Founded The Red List Group, which is an auto racing event company bringing drag racers together around the US to compete for trophies and cash prizes at track events. The Red List Group also owns and runs JBJE Transportation, a trucking and logistics company based in Southern California. NASCAR Driver Analyst with NBC Sports. Keynote Speaker/Motivational Speaker.

Links
Todd DeVoe
Twitter handle: https://twitter.com/ToddTDeVoe
LinkedIn: https://www.linkedin.com/in/toddtdevoe/
Substack: https://emnetwork.substack.com/
Website: https://toddtdevoe.com/

Jesse Iwuji
LinkedIn: https://www.linkedin.com/in/jesseiwuji/
Web: https://www.jesseiwuji.com/
Facebook: https://www.facebook.com/Jesseiwujiracing
Twitter: https://twitter.com/Jesse_Iwuji
Instagram: https://www.instagram.com/jesse_iwuji/
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Andrea Adams is a skilled professional who brings business and industry experience to any task she undertakes. She earned a Ph.D., in Industrial and Organizational Psychology from Capella University, and holds a J.D. from Loyola Law School in Los Angeles, and an M.B.A. from the University of California, Los Angeles. Andrea is a licensed attorney in the District of Columbia, California, and Colorado. Adams's 25+ business experiences are in the employment arena, helping employers navigate legal and strategic issues and manage the litigation of employment-related cases. Andrea is a coaching psychologist and has worked as an Executive Coach with a focus on creating and developing ethical leadership in business and for individuals.

As an ethicist, Andrea's research interests include professional responsibility and leadership ethics, privacy, and informed consent. As Assistant Professor, she is responsible for developing a career reediness initiative for the Crime, Justice, and Securities program to ensure that graduating students thrive in an employment setting. Andrea is a member of the Ethics Support Group of the Higher Education Program at FEMA's National Education Management Institute. Her research interests include ethics in emergency management and data integrity and informed consent.

Andrea is on the Advisory Board of the Red Dot Foundation, in charge of revising its privacy and terms of condition policies for its website and mobile applications.

Red Dot Foundation:
https://reddotfoundation.org/


Daniel Scott Links:
https://www.linkedin.com/in/daniel-scott-m-a-cem%C2%AE-empp-3-59a8a86a/
https://www.instagram.com/d_scott_overdeliver/
https://www.facebook.com/D.Scott.and.Associates/
https://twitter.com/Haven1981

This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe

Before I get into the meat of the topic, I need to pause and wish all of my fellow veterans a happy veterans day, And I cannot forget my Marine Corps Brothers and Sisters and wish them a very happy birthday. It has been a wonderful 247 years since the founding of the Marine Corps in Philadelphia's Tun Tavern in 1775.

Today we are talking about moving followers to leaders. With National Holiday Veterans Day two days away as I write this, I found it fitting to revisit a past interview I conducted with Capt. L. David Marquet from the United States Submarine Force

Since I first interviewed David about his book Turn The Ship Around,  hundreds of thousands of readers have been inspired by former Navy captain David Marquet's true story. Many have applied his insights to their organizations, creating workplaces where everyone takes responsibility for their actions, where followers grow to become leaders, and where happier teams drive dramatically better results.

Like many officers, David was a Naval Academy graduate. He took pride in his accomplishments, and as an experienced officer, when selected for the highly competitive position of submarine command, he was thrilled. David was trained to give orders in the traditional Master and Commander leadership model. When he was allowed to be the skipper of a brand nuclear-powered submarine, he took the opportunity to learn everything about it. However, David faced a new wrinkle when he was shifted to the Santa Fe, an underperforming boat that was dead last in the pacific fleet. Facing the high-stress environment of a sub where there's little margin for error, he was determined to reverse the trends he found on the Santa Fe: poor morale, poor performance, and the worst retention rate in the fleet. 

Marquet ran into trouble when he unknowingly gave an impossible order, and his crew tried to follow it anyway. He said it was like telling someone driving a 4-speed to the car to shift it into 5th. When he asked why the answer was: "Because you told me to." David realized that while he had been trained for a different submarine, his crew had been trained to do what they were told - a deadly combination.

That's when Marquet flipped the leadership model and pushed for leadership at every level. Turn the Ship Around! Reveals how the Santa Fe skyrocketed from worst to first in the fleet by challenging the US Navy's traditional leader-follower approach. Struggling against his instincts to take control, he achieved the vastly more powerful model of giving power to his subordinates and creating leaders.

Before long, each member of Marquet's crew became a leader and assumed responsibility for everything he did, from clerical tasks to crucial combat decisions. The team became wholly engaged, contributing their total intellectual capacity every day. Santa Fe set records for performance, morale, and retention. And over the next decade, a highly disproportionate number of the officers of the Santa Fe were selected to become submarine commanders.

"Organizations should reward risk-takers, even if they fall short once in a while. Let them know that promotions and glory go to innovators and pioneers, not to stand-patters who fear controversy and avoid trying to improve anything."

As he recounts, in Turn, the Ship Around!: A True Story of Turning Followers into Leaders the opportunity wasn't without its irony.

I took away from this interview how David moved an entire boat from a "can I" to a "May I" mentality. This may not seem like a massive difference to you; however, it is enormous in the traditional Navy and the high-stakes world of the submarine service. 

Today, young men and women are preparing to fight the next war, and Our military has spent much time and money preparing for tomorrow's battles with antiquated methods. We continue to invest in the latest technologies and systems, but, as we all know, technology is nothing but a facilitator. The people operating the equipment give us the fighting edge, and we have lost our way to helping them grow.

And I see the parallel between how emergency management uses decade-old methods to train current and future emergency managers and military training to fight the last battle. There are technologies that we need to embrace by looking at thought leaders like Sean Griffin from Disaster Tech, whose innovations in training and AI are making strides in how we train for the next disaster. 

However, we also need a pathway for the next generation of emergency management leaders. That is what this series is truly about. 

Socrates said, "The only true wisdom is in knowing you know nothing." That is the key to leadership. It understands yourself first, seeking to improve and then using that knowledge to shape the organization.

Leaders must free their subordinates to fulfill their talents to the utmost. However, most obstacles that limit people's potential are set in motion by the leader and are rooted in their fears, ego needs, and unproductive habits. A transformation can take shape when leaders explore deep within their thoughts and feelings to understand themselves.

That understanding shifts the leader's perspective on all life interactions, and they approach leadership differently. As a result, the leader's choices differ from those they made when blinded by fear, ego, and habit. 

More importantly, others perceive the person as more authentic, reinforcing the new behavior. This can vastly improve how people respond to their leaders and makes their loyalty to the source of gratification more likely:

This loyalty transforms the organization from just a place to work to a sense of ownership, a team, and a culture that gives their lives meaning and purpose.

Leaders must be willing to put the organization's performance ahead of their egos.

The command-and-control approach is far from the most efficient way to tap people's intelligence and skills.

In any organization where employees take ownership, you have one with core values of leaders putting their team or "followers" first.

In a world that is constantly moving, staying still is near-certain death.

Organizations should reward risk-takers, even if they fall short once in a while. It is scary for para-military organizations to allow that to happen. We have all seen the rewards go to the bureaucrat, which does not challenge the status quo. Kelly McKinney once said that you are not doing your job if you don't get fired for doing what is right. Let that sink in for a second. 

We must let our team members know that promotions and glory go to innovators and pioneers, not to stand-patters who fear controversy and avoid trying to improve anything. That's the key to keeping an organization vital, growing, and successful. Stasis is death to any organization. Evolve or die: It's the law of life. Rules that made sense when they were written may well be obsolete. Make them extinct, too.

The primary reasons people leave an organization have nothing to do with money.

However the economy is doing, a challenge for leaders in the twenty-first century is attracting and retaining not just employees but the best employees— and, more importantly, how to motivate them so that they work with passion, energy, and enthusiasm. But very few people with brains, skills, and initiative appear. The timeless challenge in the real world is to help less-talented people transcend their limitations.

Most systems reward micromanagement which only disempowers subordinates and removes ownership and accountability.

managers are told to delegate authority and empower subordinates, but they are expected never to utter the words "I don't know." So they are on constant alert, riding herd on every detail. In short, the system rewards micromanagement by superiors— at the cost of disempowering those below.

Organizations commanded by a micromanager create a sub-culture of micromanagement. Individual initiative is the exception, not the norm and the people who exhibit it get beaten down quickly and either quit or become cynical.

No one is capable of making every decision.

While there are infinite ways to make decisions, most organizations create an ineffective system of rules and policies that attempt to prepare for every possible contingency.

The thing about rules and policies is that they become very hard to fix once they are put in place. Both the people who put them in place and those whose job it is to exercise them become highly motivated advocates of the policies. Even if the policies initially made sense, they became hard to change. When you try to change something but can't, you start becoming a tenant and stop being an owner.

Ownership dramatically increases the odds of success.

They will handle the details if you can find the right people, set the direction, and give them autonomy. In fact, not only will they take the details, but they will insist on it because they are owners.

Think about it, when was the last time you cared about something profoundly and outsourced the details? Never.

I saw this quote and needed to use it at some point. Shane Parish published this on his website. 

One way to tell if you're working with owners and renters is whether they insist upon a sufficient level of autonomy. Renters never want it. Owners can't live without it. Autonomy comes from influence, power, and direction. You must be kept up with bureaucracy and management.

Instead of rules, great organizations use principles and allow for exceptions and judgment. They train people to think and make judgments on their own. If you need to know when it makes sense to opt-out of a rule or policy, you shouldn't be in charge of executing it.

Sponsors

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Target Hazard Analysis includes a set of tasks to help you get familiar with the project, prepare your data and analyze target hazards. Some tasks include steps that use python scripts in the Target Hazard Analysis toolbox. As you step through each task in the workflow, the scripts will be executed to conduct the analysis.

Links
Todd T De Voe
Twitter handle: https://twitter.com/ToddTDeVoe
LinkedIn: https://www.linkedin.com/in/toddtdevoe/
Substack: https://emnetwork.substack.com/
Website: https://toddtdevoe.com/

Mark Gillan
Twitter handle: https://twitter.com/BCGENG
Facebook: https://www.facebook.com/BuffaloComputerGraphics/
LinkedIn: https://www.linkedin.com/company/buffalo-computer-graphics/
Website: https://www.buffalocomputergraphics.com/DLAN-Todd-DeVoe

This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe

Anthony Clifton is the Director DeKalb County (Alabama) Emergency Management Agency. He is a Certified Local Emergency Manager – Alabama Emergency Management Agency, Masters Level Emergency Manger – Alabama Association of Emergency Mangers and Member International Association of Emergency Managers Associate Emergency manager.. He has been a Paramedic for 30 years and was last assigned at Anniston Chemical Demilitarization Facility prior to coming to EMA full time. He graduated with a BS in Public Safety and Health Administration from Athens State University, Athens AL. He is on the EMS Advisory Board for Alabama Department of Public Health. Currently serves as an instructor at the Center for Domestic Preparedness in Anniston AL for the Department of Homeland Security, and Emergency Management Institute in Emmetsburg MD for FEMA.

Anthony Clifton Links:
https://www.linkedin.com/in/anthony-clifton-8405018/
https://www.dchsema.us/contact

Daniel Scott Links:
https://www.linkedin.com/in/daniel-scott-m-a-cem%C2%AE-empp-3-59a8a86a/
https://www.instagram.com/d_scott_overdeliver/
https://www.facebook.com/D.Scott.and.Associates/
https://twitter.com/Haven1981

This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe

Lessons in Followership Make You a Better Leader

I asked Todd Manns of The Blue Cell to speak to a master's class I am teaching, and as the class was in discussion, Todd dropped some wisdom on the students that I even had to write down. It was from leadership to Followership; we need to understand the Task, Purpose and end state of the mission we are on. That got me thinking. We talk a lot about leadership, but what does it mean to be a good follower?

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When planning for major events such as the Super Bowl, New Years’ Eve in New York City, and the Pasadena Rose Bowl Parade. Incident Management Teams are the most helpful way to make these happen. Join Todd as he explores how IMTs are used across the county and why you should use them too.

Todd DeVoe
Twitter handle: https://twitter.com/ToddTDeVoe
LinkedIn: https://www.linkedin.com/in/toddtdevoe/
Substack: https://emnetwork.substack.com/
Website: https://toddtdevoe.com/

Troy R Lutrick
LinkedIn: https://www.linkedin.com/.../troy-r-lutrick-cem-cpm-nrp.../
Website:http://www.medicalsportsgroup.com/

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In this episode of Theory-N2-Practice we talk Andrea Davis, CEM owner of The Resiliency Initiative. Andrea is a recognized expert in the field of emergency management who has dedicated her career to bridging the silos between public and private sectors to create a united approach when it comes to disaster risk reduction.

Ms. Davis has held leadership roles with NGOs (The American Red Cross, Save the Children US), the US Federal Government (FEMA, The Federal Reserve) and for Fortune 500 Companies (Walmart, Disney). With each role, Ms. Davis used her influence to lead global initiatives focused on the importance of making risk informed determinations and engaging all members of the community in the decision-making process. Currently, Ms. Davis is the President and CEO of a Women Owned Small Business (WOSB), The Resiliency Initiative (TRI). Ms. Davis founded TRI out of a passion to serve the whole community before, during, and after an emergency.

Andrea Davis Links:
https://www.linkedin.com/in/andreaeileendavis/
https://www.linkedin.com/company/theresiliencyinitiative/
https://www.theresiliencyinitiative.com/

Daniel Scott Links:
https://www.linkedin.com/in/daniel-scott-m-a-cem%C2%AE-empp-3-59a8a86a/
https://www.instagram.com/d_scott_overdeliver/
https://www.facebook.com/D.Scott.and.Associates/
https://twitter.com/Haven1981

Mid-Atlantic Center for Emergency Management & Public Safety (MACEMPS)
https://macem.org/Home.aspx
https://twitter.com/MACEMatFCC?ref_src=twsrc%5Etfw%7Ctwcamp%5Eembeddedtimeline%7Ctwterm%5Escreen-name%3AMACEMatFCC%7Ctwcon%5Es1_c1
https://www.linkedin.com/company/macemps/

This is a public episode. If you'd like to discuss this with other subscribers or get access to bonus episodes, visit emnetwork.substack.com/subscribe