Short Firefighter Quotes

We have all heard such stories of expert intuition: the chess master who walks past a street game and announces “White mates in three” without stopping, or the physician who makes a complex diagnosis after a single glance at a patient. Expert intuition strikes us as magical, but it is not. Indeed, each of us performs feats of intuitive expertise many times each day. Most of us are pitch-perfect in detecting anger in the first word of a telephone call, recognize as we enter a room that we were the subject of the conversation, and quickly react to subtle signs that the driver of the car in the next lane is dangerous. Our everyday intuitive abilities are no less marvelous than the striking insights of an experienced firefighter or physician—only more common. The psychology of accurate intuition involves no magic. Perhaps the best short statement of it is by the great Herbert Simon, who studied chess masters and showed that after thousands of hours of practice they come to see the pieces on the board differently from the rest of us. You can feel Simon’s impatience with the mythologizing of expert intuition when he writes: “The situation has provided a cue; this cue has given the expert access to information stored in memory, and the information provides the answer. Intuition is nothing more and nothing less than recognition.

Life was short, so grab it by the balls and run.

(Incidentally, the original diving helmet, designed in 1823 by an Englishman named Charles Deane, was intended not for diving but for fire-fighting. It was called a “smoke helmet,” but being made of metal it was hot and cumbersome and, as Deane soon discovered, firefighters had no particular eagerness to enter burning structures in any form of attire, but most especially not in something that heated up like a kettle and made them clumsy into the bargain. In an attempt to save his investment, Deane tried it underwater and found it was ideal for salvage work.)

The Internal Family Systems model subdivides the mind into four main parts. At the core is your Self, the natural leader of the system. Then there is the section called the Exiles, which include pain and trauma you’re not ready to process yet so you have cast aside. Unfortunately, the Exiles need to share their stories. They will continue to act out, in the form of rage, terror, grief and shame, until they are heard. “When the Exiles act up, the next group, the Firefighters, kick into gear. Classic firefighting techniques include drug or alcohol abuse, binge eating, other short-term cover-ups for long-term pain. Finally there are the Managers. This section also tries to keep the Exiles at bay through hypercontrolling every situation. Striving, judging, self-criticizing, all come from the Managers. Basically your exiled pain/trauma causes emotional distress, which in turn goads the Firefighters into various self-destructive acts and the Managers into various repressive acts. And around and around you go, whirling through the dysfunctional cycles of life, caused by the core Self not being the one in charge.” “I

Helene was a person who had never been able to ask for help, and she couldn't ask for help now. She turned north and started walking toward her home, many miles away in San Rafael. It took her almost eight hours to reach there. After a short time her feet began to hurt, so she took off the heels and throw them away. As she walked on, her nylons tore and her feet began to bleed. She passed buildings that had collapsed, stumbled over rubble, waded through streets filled with filthy water from the fire-fighting efforts. Dirty, sweaty, and disheveled, she walked down the Marina to the Golden Gate Bridge and crossed it into the next county. She reached her home sometime after midnight and knocked on her own front door. It was opened by her fiance, who had never before seen her with her hair uncombed. Without a word, he took her into his arms, kicked the door closed, covered her dirty, tearstained face with kisses, and made love to her right there on the floor. Helene is a very intelligent person but she could not understand why she had never met this ardent lover before. When she asked him, he said simply, 'I was always afraid of smearing your lipstick.' She tells me that now when she begins to relapse into her former perfectionism, she remembers the look of love in her fiance's eyes when he opened the door. She had been looked at by men all of her life but she had never seen that expression in a man's eyes before. At the heart of any real intimacy is a certain vulnerability. It is hard to trust someone with your vulnerability unless you can see in them a matching vulnerability and know that you will not be judged. In some basic way it is our imperfections and even our pain that draws others close to us.

It’s easy to fall into the trap of fire-fighting – dealing with small, urgent problems and doing just enough to get by. That’s why most of our work is ordinary. We get bogged down in satisfying short-term needs and lose the ambition to produce extraordinary work.

Riley and his crew usually met up in the library every morning before the first bell. After school, they’d meet up again at the Pizza Palace on Main Street. They were a little like firefighters or the Avengers. They were always ready to spring into action at a moment’s notice.

The former head of this operation, Gary Wendt, who is credited with much of the enormous success of GEFS, used his personal agenda as a simple but inordinately powerful tool for growing the business into ever new entrepreneurial arenas. Over the years, he used his personal agenda to make it unequivocally clear that he expected entrepreneurial business growth from every member of management. At every major meeting, the topic of business development was on the agenda (usually in the number one spot). In every annual review, managers were asked to demonstrate the revenues they had created from businesses that did not exist five years before. From division heads to newly hired analysts, everyone was held accountable for some set of activities having to do with creating entrepreneurial revenue and profit streams. In short, no one who worked in the organization could avoid the unremitting focus on new business development. You need to make sure that you are similarly consistent, predictable, and focused, and that you sustain this emphasis over a long period. Pressure applied only once is soon forgotten, and alternating pressure (as in flavor-of-the-month management) will cause people to be confused, disillusioned, or angry. Wendt’s consistent, visible, and predictable attention to business development created a pressure in GEFS for entrepreneurial business growth that took it from the $300 million installment loan portfolio we looked at in chapter 6 to a financial services behemoth with $250 billion in assets under management when he left in 1998. Examples of Wendt’s single-minded determination to drive growth through entrepreneurial transformation at GEFS are numerous. Years ago, for instance, he was asked whether his agenda would change if someone rushed in and told him that the computer room was on fire (implying that his business could be completely destroyed). Wendt replied that he employed firefighters to handle such emergencies. As the leader, his most important job was to keep people focused on business development. Since business development is an uncomfortable and unpredictable process, Wendt knew that if he allowed it to appear to be a low priority for him, all those working for him would heave a sigh of relief and go back to business as usual, with new businesses struggling to find a place on the priority list. In fact, as he remarked, even if he did try to get involved in putting out the fire, he would probably only interfere with the efforts of the highly competent people employed to do so.

Ignorance was one hell of a shield against intelligence in his experience, in the short term at least, and a firefight was about as short a term as Sarge had ever known.

How has a failure, or apparent failure, set you up for later success? Do you have a “favorite failure” of yours? During my second tour in Iraq, I was commander of SEAL Team Three, Task Unit Bruiser. We were deployed to the war-torn city of Ramadi, the epicenter of the insurgency at the time. Only a few weeks into the deployment, we conducted a large operation in conjunction with U.S. Army soldiers, U.S. Marines, and friendly Iraqi Army soldiers. There were multiple elements on the battlefield, all engaged in heavy enemy contact. In the fog of war, mistakes were made. Bad luck emerged. Things went wrong. There ended up being a vicious firefight between one of my SEAL elements and a friendly Iraqi unit. An Iraqi soldier was killed and several others were wounded, including one of my SEALs. It was a nightmare. While there was plenty of blame to go around, and plenty of people who had made mistakes, I realized there was only one person to blame: me. I was the commander. I was the senior man on the battlefield, and I was responsible for everything that happened. Everything. As a leader, there is no one else to blame. Don’t make excuses. If I don’t take ownership of problems, I can’t solve them. That’s what a leader has to do: take ownership of the problems, the mistakes, and the shortfalls, and take ownership of creating and implementing solutions to get those problems solved. Take ownership.

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Take a moment and read that again…do you believe it? If work is a team sport, then you are dependent upon others for your success. You cannot perform at a high level alone. However, in many organizations a “hero mentality” abounds in which individuals wait to step in and save the day. In those organizations, I tend to see a short-term focus in which firefighting becomes the norm and long-range fire prevention is overlooked. In extreme situations, it's not just firefighting that occurs, but arson, where individuals actually create a crisis in order to be the hero. Those who save the day are then rewarded with other “problem areas to fix” or other recognition that serves to perpetuate the individual mindset. A culture of silos and barriers to collective success abounds! …short-term focus where firefighting becomes the norm and fire prevention tactics are overlooked. In extreme situations it's not just firefighting…it's arson. While this solo mindset may deliver results in the short term, burnout occurs when the self-imposed demands become too great. Team members may become complacent, sitting back and saying to themselves, “Why bother? She will just do it herself anyway.