Ilm L3
Assignment for Unit 335
Leading and Motivating a Team Effectively
Connect the team with vision and strategy
The example and am going to use for this unit is organising the work up programme for a 5 probationary firefighters at my local retained fire station in Staffordshire Fire & Rescue Service (SFRS), where I have recently started working. Although both the watch and the Brigade are new to me I do come from a background in the fire service having served as a firefighter in West Midlands Fire Service (WMFS) for a number of years.
To achieve this I have used John Adair’s action ‘three circles’ model which consists of overlapping circles that represent the three core management responsibilities namely:
Achieving the task
Managing the team
Managing the individuals in the team
The task is to bring the levels of competence of the probationers up to a previously agreed level to pass a number of assessments which will qualify them as firefighters. These levels are inline with standards that will enable the firefighters to carry out their duties as expected on both a national and local level. An example of a national level would be to carry out duties as described in the Fire and Rescue Service Act 2004 and also to comply with the relevant legal responsibilities, i.e. The Health and Safety At Work Act 1974.
On a local level the Chief Fire Officer has published a detailed vision statement for the brigade where the main outline is to:
“…undertake a number of activities, all aimed at making our Staffordshire communities safer and stronger.”
The assessments will be carried out by the instructors of the Training and Development department in a predetermined schedule where they will be expected to reach levels of competency as described and in their probationary folder.
The responsibilities to managing the team are to establish an agreed work programme for them to achieve these levels of competency which included a
Leading and Motivating a Team Effectively
Connect the team with vision and strategy
The example and am going to use for this unit is organising the work up programme for a 5 probationary firefighters at my local retained fire station in Staffordshire Fire & Rescue Service (SFRS), where I have recently started working. Although both the watch and the Brigade are new to me I do come from a background in the fire service having served as a firefighter in West Midlands Fire Service (WMFS) for a number of years.
To achieve this I have used John Adair’s action ‘three circles’ model which consists of overlapping circles that represent the three core management responsibilities namely:
Achieving the task
Managing the team
Managing the individuals in the team
The task is to bring the levels of competence of the probationers up to a previously agreed level to pass a number of assessments which will qualify them as firefighters. These levels are inline with standards that will enable the firefighters to carry out their duties as expected on both a national and local level. An example of a national level would be to carry out duties as described in the Fire and Rescue Service Act 2004 and also to comply with the relevant legal responsibilities, i.e. The Health and Safety At Work Act 1974.
On a local level the Chief Fire Officer has published a detailed vision statement for the brigade where the main outline is to:
“…undertake a number of activities, all aimed at making our Staffordshire communities safer and stronger.”
The assessments will be carried out by the instructors of the Training and Development department in a predetermined schedule where they will be expected to reach levels of competency as described and in their probationary folder.
The responsibilities to managing the team are to establish an agreed work programme for them to achieve these levels of competency which included a