Step 2: Evaluating People
This is a critical skill for a leader. The model I use as a guide I got from my colleague John McKay, a use of force expert and trainer extraordinaire.
Three Circles
The outer circle is about a person’s skills, knowledge and abilities. Is a person physically fit enough to be a firefighter. Do they have the intellect and dexterity to be a paramedic. Do they have the skills to drive a vehicle code 3?
The next circle in is someone’s people skills. Can they work on a team? All first responders have to work well in a team. Can the person get along so the team can mesh and function well? Do they have empathy for victims of violence or accidents?
At the center is a person’s character. Integrity and courage are essential to someone in the first responder business.
Here is how this went for me when I was the chief of a police department. I asked every recruit we hired to come and meet me before their swearing in. I said, in a few minutes, we will go to the ceremony where I will tell your family and friends how amazing you are and your parents will take pictures as we both and I hand you a shiny new badge. But before that, let me explain how you will be evaluated and ultimately what will get you fired in this job. Then, on a scrap of paper I would draw the three circles and say this:
“The outer circle are the skills you have to learn to be a police officer, driving a car, shooting a gun, interviewing a witness, writing a report. If one of those skills proves hard for you, we will do our best to coach and help you so you can do the job. It is true that if you can’t figure out how to shut a gun, we will let you go, but that almost never happens.”
“The next circle is your ability to work with people. This is a people job and we need you to do well on a team, to connect with the public, to show empathy to a victim and to treat the public with respect. If we see an issue, we will likely point that out for you and see if you can correct it, but you we have hired you believing that you have what this takes.”
“The final circle is about who you are at your core. Your integrity, your courage to do the right thing or to put yourself in harm’s way, if that is what is needed, your willingness to help others and serve the community. We are not here to coach you on this. If you lie, cheat or steal, I have one job, and that is to fire you. You are now my colleague and when you walk out that door, I am going to trust whatever you tell me is the truth. Don’t ever breach that trust.”
Not all mistakes are the same. Making a mistake at a call while under stress or while still learning the trade is part of the job. When this happens (and it happened lots to me), a member needs to immediately tell their supervisor and do what can be done to fix or apologize for the error. Although the public may want first responders to be perfect, we are not, and this needs to be understand by bosses (who need to remember their early days on the street).
However, when a mistake is made and the member does not tell the truth about what happened and tries to cover it up or excuse their error with a lie, or when a member acts unethically by submitting a false expense claim, or takes advantage of a vulnerable member of the public, I wanted them to know that, if the law allowed it, they would be dismissed.
Donut Cops
John McKay took this analogy one step further. Some members do a good job of hiding cracks in their core. They might be ambitious and work to climb the ladder or reach a certain status. They often succeed because they have lots to offer in their outer circles, but they are about themselves versus the core attribute of serving others. Selfish versus selfless. These members may be hard to spot until the moment they reveal themselves, like when they deep six another member in a competition, or blame someone else for a screw up they don’t want to own. The “donut cop” refers to the hole in their middle where their core is supposed to be.
These folks exist in every organization. They are dangerous and you need to be wise and spot them if you can and keep yourself apart from them. Don’t promote a glittery donut with great skills. Understand that there is no fixing this kind of person (I am an idiot who has tried and failed at that task.)
Diamonds in the Rough
On the other hand, when a member competes for promotion who may not have all the skills they will need, but you are aware they treat people well, and their core is rock solid, go for it. Tell them there will be some coaching to work on some of their skills, but tell them why they were the right choice.