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Charleston's Training Chief Quits; Cites Hostile Work Environment
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CHARLESTON - The Post and Courier reports that the chief in charge of training for the Charleston Fire Department has unexpectedly resigned from his position.
Battalion Chief Jimmy Ghi submitted his resignation Wednesday providing a 10-page list of grievances citing harassment and mis-treatment from the Fire Chief down. Friday will be Ghi's last day with the department.
Stating that Chief Tom Carr had allowed a hostile environment to grow worse, leading Ghi to decide to resign immediately. Public Information Officer Mark Ruppel stated that Chief Carr has spent the past month evaluating the department, making changes and trying to find an appropriate role for Ghi prior to his resignation.
Ghi reports that based on hearsay within the department, and comments from firefighters about his personality, Carr had threatened to fire him. Chief Carr also reportedly made an offer to place Ghi in the field overseeing firefighters, but this offer was later rescinded.
Battalion Chief Jimmy Ghi was hired in March of 2008 by former Chief Rusty Thomas. Ghi brought with him 26 years of experience from the Fairfax County Fire Department in Virginia as a battalion chief and field training officer. Thomas described Ghi as the best of 57 applicants and was part of establishing a safe environment the department needed after the tragic Sofa Super Store fire.
The Post and Courier continues, stating that when Ghi started work in Charleston he discovered resistance and apathy from fire officers and he tried to address deficiencies noted by the Sofa Store expert panel. Ghi believed these hurdles would go away when Carr became Chief in October, 2008. Carr's priorities and reported mixed messages, says Ghi, caused him to change training plans several times. Ghi also says he was called out for training schedule problems: too much at some times, other times not enough.
Ghi was still able to grow the department training program from an eight-day course to an intensive 20-week schedule, in accordance with federal and state standards. Ghi admits that one fault of his own was taking on a class of 50 recruits in 2010. His staff was unable to have enough instructors and some recruits began to complain about gaps in their training.
Post and Courier reports that Carr finds Ghi's resignation "unexpected" and wishes him the best in his future endeavors.
Related
CHARLESTON - The Post and Courier reports that the chief in charge of training for the Charleston Fire Department has unexpectedly resigned from his position.
WCIV-TV Video Interview with Chief Ghi:
Part 1
Part 2
Part 3
Part 4
Charleston Training Chief Resigns
Part 1
Part 2
Part 3
Part 4
Charleston Training Chief Resigns
Battalion Chief Jimmy Ghi submitted his resignation Wednesday providing a 10-page list of grievances citing harassment and mis-treatment from the Fire Chief down. Friday will be Ghi's last day with the department.
Stating that Chief Tom Carr had allowed a hostile environment to grow worse, leading Ghi to decide to resign immediately. Public Information Officer Mark Ruppel stated that Chief Carr has spent the past month evaluating the department, making changes and trying to find an appropriate role for Ghi prior to his resignation.
Ghi reports that based on hearsay within the department, and comments from firefighters about his personality, Carr had threatened to fire him. Chief Carr also reportedly made an offer to place Ghi in the field overseeing firefighters, but this offer was later rescinded.
Battalion Chief Jimmy Ghi was hired in March of 2008 by former Chief Rusty Thomas. Ghi brought with him 26 years of experience from the Fairfax County Fire Department in Virginia as a battalion chief and field training officer. Thomas described Ghi as the best of 57 applicants and was part of establishing a safe environment the department needed after the tragic Sofa Super Store fire.
The Post and Courier continues, stating that when Ghi started work in Charleston he discovered resistance and apathy from fire officers and he tried to address deficiencies noted by the Sofa Store expert panel. Ghi believed these hurdles would go away when Carr became Chief in October, 2008. Carr's priorities and reported mixed messages, says Ghi, caused him to change training plans several times. Ghi also says he was called out for training schedule problems: too much at some times, other times not enough.
Ghi was still able to grow the department training program from an eight-day course to an intensive 20-week schedule, in accordance with federal and state standards. Ghi admits that one fault of his own was taking on a class of 50 recruits in 2010. His staff was unable to have enough instructors and some recruits began to complain about gaps in their training.
Post and Courier reports that Carr finds Ghi's resignation "unexpected" and wishes him the best in his future endeavors.
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Replies to This Discussion
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Permalink Reply by Daniel Schroeder on
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Jim,
I completely concur with your thoughts. I have much experience with dictatorial leadership, and that it not effective in any area. To be an effective leader, One should lead from the front, by example. If you want the F/F's to look sharp, you look sharp first. If you want them to increase their knowledge and understanding, you should be well on the way first, if you want them to be their best, you do your best-first, and live it in front of them. (An effective leader, with well developed people skills, that is not threatened by other individuals as they develop their leadership skills and talents, hmmmm, does such a person exist? ... how great would that be?!)
Steve knows Chief Carr, and as I understand, the problem was not between them, it was really that Chief Carr apparently did not back Chief Ghi's policies by shutting down the backbiting and/or complaining about them by the rest of the department. Chief Ghi made some mistakes with his new recruit class size, but what newly developed program is free from flaws? They all need critiquing, so they can be improved upon as they go on.
I was shocked to learn that any department, let alone an ISO class 1 department, would have a recruit class that was only 8 days long! That is incomprehensible, and shows just how much ground needs to be recovered by CFD. Whoever takes that job on will most certainly have their work cut out for them. It will also be an opportunity for CFD leadership to show their integrity by who they choose to fill it with, and what type of relationship they offer that person.
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Permalink Reply by Karsten Nelson on
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Vic,
The photos may be a bit strong in that environment, but the comment about the support of the Chief is right on! If the Chief is going to be unsupportive of someone, perhaps the career officers who continue to support the "business as usual" philosiphy deserve some attention. The Chief is that one person who should set the example of how to best endure VERY difficult changes, it is in their job description under "other duties as assigned...." Perhaps the correct place for those photos you mentioned are on the Chief's desk.
It is a very complicated subject, and we are all working with limited information. Let's hope that the decision makers in Charleston will have the same interest in the safety of our brothers and sisters as we all do.
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The comment about leading by example is right on. However, that is exactly what is being resisted. Chief Ghi was leading by eaxmple by establishing an attitude that firefighting is a dangerous profession and we must stay up to date and have the discpline and the foresight to be honest about the corrupt cultue that existed. Personallity, personality, personlity who gives. Chief Ghi was training to not only change minds but change a culture where people recieved promotion only if they were liked. See the pattern here Chief Ghi is not liked so how do we get him out of our hair; complain about his personality, spread rumors, sabotage his training plan, create barriers. Those same sabotagers chiefs, captains, drivers, firefighters were all hired and given promotions by corrupt adminstration interesting how the culture does not admit that was wrong. Remember the definant one "we do things our way and we listen to know one". The backward good ole boy culture is in control and it does not matter how stand up Chief Carr is he will be next if he attempts any kind of accountability. How does a culture who was doing things unethically, corruplty, with no accountability and lack of up to date methods, how could they possibly know what good leadership is. The definition of leadership in thier eyes has always been anything goes.
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Permalink Reply by Ben Waller on
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Just wondering - do you know any of the people involved? Do you know Chief Carr? It doesn't sound as if you do.
I do know Chief Carr and many Charleston firefighters. Chief Carr is working hard to change CFD's culture, and he has implemented many positive changes. So did Chief Ghi.
It is unfortunate that they disagreed and that their styles seemed to be incompatible, but when that occurs, it is usually the subordinate that has to go.
For one thing, Charleston now uses an assessment center for promotions. I know - I've had some of their Captains promoted that way in classes I've instructed.
What evidence do you have that CFD was "...doing things unethically, corruplty..." (sic)?
I disagree that they had no accountability. Chief Thomas was accountable for everything about the way CFD was run, right up to the day he retired. So were his subordinates, some of whom have also retired. That doesn't mean that mistakes weren't made or that their old culture was everything it could have been, but there's a big difference between making mistakes and being corrupt. I'd suggest that your accusations of corruption are libelous if you can't show some 3rd party evidence to back up your accusations.
Chief Carr not only has attempted accountability, he has already instituted it. Part of that accountability is that he demands certain standards and methods from his subordinates. If the subordinates are unwilling or unable to comply with those standards, then he has a right to hold them accountable.
"Interesting how the culture does not admit that was wrong." I disagree. I've met quite a few CFD firefighters and officers who freely admit that they needed a culture change, and who are working hard to fully implement Chief Carr's new paradigm. Is that going to happen overnight - or even in two years? Not a chance. Are things better now for CFD now than two years ago - absolutely? Are things "corrupt" or "unethical"? If Chief Carr is involved, I very seriously doubt it.
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I hope your right. I wish nothig but the best for CFD. I guess I am just a little confused about why someone would feel so deseperate that he could not communicate what he was going through with anyone.
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Permalink Reply by Tyler Lyons on
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All involved are better off. If the training chief and fire chief are at odds... well so solly... tng chief goes. The fire chief shoud fun the department. He should be getting input from all involved but ultimately it is his call. I can't see any fire department in the nation who after losing 9 firefighters, would not be open to better training and a new direction. Obviously it has been happening there. The training chief can't come in there and demand respect, it must be earned, and that takes time. Yes he had a job to do, if it wasn't getting done, it is up to him to change how he was presenting. He was unhappy with his job, and he resigned. Thats is how it should happen. To claim that he was discriminated against... well I have no idea. Any firefighter, chief, or any other person in America, has the right to leave their job if they are unhappy.... hopefully, Charlston will get a better training chief who does get along with the firefighters, or at least can earn their respect.
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Permalink Reply by Patti Walz on
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So if you are new personnel you should get no respect until you prove yourself? Sorry but EVERYBODY deserves respect.
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Permalink Reply by Mick Mayers on
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The biggest problem with respect is that a lot of people don't see that as a two-way street. But respect is also confused by many with likability. There is a difference between respect and being liked. I'm not suggesting that the two can't be mutual, but I have seen too many officers who think that the way to get the respect of the troops is to be their buddy. That doesn't get you respect, that gets you buddies.
I have also seen many who have gone way overboard to insist that people "respect my authority!" In those cases, often, I have found that the reason the officer has to demand respect is because they haven't given much reason for individuals to trust in them.
But this is not always the case. Just as women and minorities have found through their way more into management in the past two decades, there are those who don't find any respect offered to them as a result of something they have no control over; that is, the bias of others. Likewise, in a culturally-challenged organization like the CFD was dealing with, any outsider was bound to meet with immediate resistance not necessarily through malicious means, but because this person did not immediately have the trust of the troops.
I think that there were a number of CFD personnel who liked Chief Ghi, but did not respect him. There were also likely those who respected him and did not like him. And there were those who met both criteria and those who were neither. But that's the case with any individual in any organization. But most organizations aren't under a microscope for all to examine their personal interactions on a daily basis. I would even suggest that Chief Carr, even though I do not know the man personally, might even have some trust issues with Chief Ghi (who I also don't know personally) and vice-versa. That's not a bad thing, it just is what it is.
Respect is developed through trust. You can't force trust, you have to earn it. Likewise, if you lose trust, you see a corresponding loss of respect. I have been there on both sides of the fence. I am human, therefore I will probably have this same thing happen to me again. But the first element in getting past these issues is for individuals to stop looking at the challenges as a personal indictment of their ability or their personality and see the challenges as being area in which mutual trust must be developed along with technical competency.
Rookies "don't get respect" because they haven't earned it. I don't care how many years you have been in the business, until you show me what you can do, not just out on the range, but in the heat of battle, I may show you respect as a human being, but don't ask me to respect you for your technical ability. Yes, until you prove yourself, you won't be getting knee-jerk respect, simply because respect goes hand-in-hand with trust.
Patti, I don't know you, but I respect your opinion, as I would ask you to respect mine. And while I agree whole-heartedly that individuals deserve the same respect and kindness you would show any other human, just because that is the right thing to do, there is a certain amount of respect that has to be withheld until the person earns it. I think you are on the right track, but unfortunately, as a chief officer and a teacher of officers, I find it to be too much so that new people come in and expect you to listen to everything they say because we should "respect" you, when in actuality, we should be working toward mutual respect, and you should in turn understand that I earned not only the white helmet because of my technical expertise, but because others put their faith in my skills to lead them.
Good idea, just needed some clarification though. While I feel terribly for the issues that the brothers at the CFD are going through, this is a classic case of leadership and management that will have to be picked apart and analyzed for the ages, because by doing so, we can learn.
Mick Mayers
FirehouseZen.com
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It should have been stated that he needs to earn the trust of his fellow men. Respect should be shown to all, but trust needs to be earned.
I do respect your opinion and I can understand your viewpoint.
The three key issues here seem to be lack of respect, lack of communication, and lack of trust. Which is to bad in any organization.
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Well said Mick.
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I didn't hear anyone say "desperate" nor did Chief Ghi's interview sound desperate to me. He sounded frustrated with a situation that was out of his control and he exercised his freedom to vote with his feet.
It is very difficult for a training chief to go to a department where he did not come up through the line - maybe even more difficult than for a chief of department to do so. The chief of department has the ability to set the tone, even if some things are out of his/her control. The training chief's job can be a lot more difficult, due to three things:
1) The fire chief isn't going to be teaching tactical changes to line firefighters with whom he or she has not shared fire/rescue experiences as a peer. The training chief does it every day.
2) The training chief is much more limited in setting the agenda, as he or she has to conform to the fire chief's vision, not the other way around.
3) The training chief must be able to recognize that content and energy are not the only things it takes to be successful. The training chief must be able to teach in a style that is conducive to learning, he or she must do it in a way that maximizes the value of every minute of training time, and he or she must do it under the line firefighters' microscope.
Chief Ghi isn't the only high-profile "outsider" who hasn't lasted more than a few years as a training chief with a new department. Part of lasting more than a few years is that the training chief and the situation must be a good fit with each other in order to have long-term success. Part of being a good fit for each other is being able to get along well enough to agree on priorities. Apparently that didn't happen in this case.
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I kinda figured that's what you meant. The "lesson" was for the rest of the readers.
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