Book Image

Flow-based Leadership: What the Best Firefighters can Teach You about Leadership and Making Hard Decisions

By : Judith L. Glick-Smith Ph.D
Book Image

Flow-based Leadership: What the Best Firefighters can Teach You about Leadership and Making Hard Decisions

By: Judith L. Glick-Smith Ph.D

Overview of this book

There comes a day when we have to make a tough decision under stress. That decision might change the course of our life. Flow-Based Leadership helps you improve your decision-making skills through the use of some great real-life stories of firefighters. The book first introduces the feeling called ‘flow’—teaching by example its importance in decision-making. Next, you’ll explore various techniques to initiate flow in critical situations and how to respond when flow doesn’t occur as expected. You will learn how to implement flow-based decision making and flow based-leadership within personal and professional circumstances. You will next encounter an extreme, experiential training program called Georgia Smoke Diver (GSD), and how it helps special military forces like Navy Seals and Army Rangers to maintain a calm focus in chaotic situations. Towards the end, the book uses the GSD program to describe the flow-based organizational framework and how it can be integrated into your life and workplace to achieve better decision-making skills. By the end of this book, you’ll be able to use flow-based leadership in your personal and professional life maintain clarity and confidence under duress.
Table of Contents (11 chapters)

When Flow Doesn’t Happen

Not all emergency calls trigger flow states. Paige Colwell said she had considered why this is and “would love to know how to be able to reproduce them.” She didn’t believe it was the adrenaline rush. She has run many calls over the years; most are routine.

Critical events in the fire service are emergent in nature. That means that decisions need to be made concurrently, rather than sequentially. In the following story, Fire Chief Richard Kline didn’t feel “on,” either physically or psychologically. While he expressed some of the elements of flow, such as “I felt like I was in a slow-motion movie,” he didn’t feel that he was tuned in. He did a size-up, but it took him a while to recognize what was on fire. His instructions to the first trucks were not clear. He told them, “I want you to establish a water supply,” rather than, “Here’s your hydrant; I want you...