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• Develop and implement programs to identify, recognize, and reward progress in the empowerment of our employees. • Develop and implement creative solutions for those issues that impede the empowerment of our employees. Action Plan AP 3.12 Training Division will develop a training session on empowerment as part of the overall supervisor development program. PRIORITY 3. AP 3.13 Administration Division will include on the agenda for chiefs' staff meetings discussions on the progress of empowerment in RFD and will work to continually develop and promote an empowered organization. PRIORITY 5. Leadership Leadership is having the capacity and ability to lead (to show the way to, by going in advance). It is a skill and an attitude that enables one to get others to accomplish established goals and objectives. Dwight Eisenhower defined leadership as "getting others to do the things you want done because they want to do it." Management is the skill of controlling resources or functions during the accomplishment of those objectives. Leadership is doing the right thing, while management is doing things right. Neither will accomplish much without the other. While leadership can be defined, it is difficult to achieve all the attributes of a great leader. It is the goal and passion of this administration to embody those attributes of superb leadership and move RFD to the pinnacle of the fire service. For our department to become a true service leader, we must have effective leadership at all levels. Great leaders can push our organization to levels never achieved in the past. This creates an energized environment that will benefit our internal and our external customers. our productivity and our performance will surely improve with great leadership at all levels. With the appointment of a career fire chief in 1999 came the opportunity to reevaluate the way we do business. The process of appointing a new chief's staff was completed in January 2000. This change in upper management created new expectations for leadership in the department. In January 2002, the department added a career assistant fire chief. With these newly appointed staff positions new goals and objectives arise, and a change in the way we operate. In addition to the new chief's staff, all captain and lieutenant positions were appointed (or re- appointed) in a competitive process that was completed in April 2000. Now there are new expectations for all supervisors at RFD. The employees are still evaluating the quality of the new leadership and the chief's staff is also evaluating the quality of leadership from the line supervisors. The administration has raised the benchmark of expectations and standards of performance for all supervisors and has confidently observed that an effective leadership team is taking root. Supervisors' responsibilities will be redefined in an effort to equalize work load. PC