often overlooked opportunities to expand these topics into tabletop exercises for your people. Be familiar with any standing plans and proposed command post locations. The future will prove this to be time well spent! Create And Carry A Generic Unusual Occurrence Checklist. Create and always carry a generic checklist of just about every unusual occurrence/command post issue that you can think of (log, ingress/egress for emergency vehicles, communications with other entities, inside and outside perimeters, evacuations, notifications, SEMS, NIMS, etc.). This will come in pretty handy when an incident occurs, as it will help determine what is and what is not appropriate to the circumstances. After several years, this type of information will be second nature; until then, the generic checklist will serve you well. Although there are virtually scores of potential types of events, the above issues are common to all of them. Recognize possible significant events and pre-plan for them before they occur. Look Carefully At Organizational Deviations. Upon arrival at a new command, it is not unusual to encounter a situation where things, hopefully for good reasons, are done just a little bit differently than elsewhere in the Department. You may be a new supervisor, but you are not a new employee, and you know when people have embarked on an inappropriate or slippery slope. Do not tolerate anything that is wrong. You are the only person who can take away your ethics and integrity! Always Look Sharp. A supervisor who becomes sloppy lowers the bar for others as well. From day one, set the standard by your personal appearance. Good grooming enhances your command presence and thereby increases the likelihood of respect for you. Know Your Community And Become It’s Cheerleader. Ensure that your actions, both in deed and in spirit, reflect the reality that it is an honor to serve your community. Do all that you can to become familiar with that community, its leaders, and those things that cause it to be unique. Do not tolerate criticism of that community by your people,
often overlooked opportunities to expand these topics into tabletop exercises for your people. Be familiar with any standing plans and proposed command post locations. The future will prove this to be time well spent! Create And Carry A Generic Unusual Occurrence Checklist. Create and always carry a generic checklist of just about every unusual occurrence/command post issue that you can think of (log, ingress/egress for emergency vehicles, communications with other entities, inside and outside perimeters, evacuations, notifications, SEMS, NIMS, etc.). This will come in pretty handy when an incident occurs, as it will help determine what is and what is not appropriate to the circumstances. After several years, this type of information will be second nature; until then, the generic checklist will serve you well. Although there are virtually scores of potential types of events, the above issues are common to all of them. Recognize possible significant events and pre-plan for them before they occur. Look Carefully At Organizational Deviations. Upon arrival at a new command, it is not unusual to encounter a situation where things, hopefully for good reasons, are done just a little bit differently than elsewhere in the Department. You may be a new supervisor, but you are not a new employee, and you know when people have embarked on an inappropriate or slippery slope. Do not tolerate anything that is wrong. You are the only person who can take away your ethics and integrity! Always Look Sharp. A supervisor who becomes sloppy lowers the bar for others as well. From day one, set the standard by your personal appearance. Good grooming enhances your command presence and thereby increases the likelihood of respect for you. Know Your Community And Become It’s Cheerleader. Ensure that your actions, both in deed and in spirit, reflect the reality that it is an honor to serve your community. Do all that you can to become familiar with that community, its leaders, and those things that cause it to be unique. Do not tolerate criticism of that community by your people,
58338e2b6cc382_Supervisory_Credibility_Booklet-3.docx