Average. We hear the word all of the time. Mostly, it carries a negative connotation. I mean, who wants to be considered average? Well, if you like watching basketball, then you understand that there are many average NBA players. That said, even the worst NBA player is probably 10 times better at basketball than the majority of the population. So why call these non-superstar players average? Well, to their organizations, they are “average.” The standards in top-performing organizations are set so high.
By redefining what we consider average in the fire service, we can improve our entire organization without the dreaded backlash that so often curbs even the most valiant of efforts. Redefining average will work to pull up low-level performers. It also will increase the effectiveness of the large group that occupies the middle and help to empower those who are at the top.
To change average, we first need to define it. Once we do that, we can: set elevated expectations; give people the tools and time to meet those expectations; and hold all members of the team accountable.
Redefining average
On the bell curve, when a random sample is collected from a population, the distribution often will present itself in an organized pattern—even when variables aren’t evenly distributed. There will be a large cluster of people toward the middle, and the population will taper off as you move in each direction. To get the mean, simply add all of the numbers together and divide by the total number in the population.
Redefine what you consider average—or move the central line of the bell curve toward the best—and you will shift the entire matrix over as a result. For example, if you figure out that, on average, it took 2½ minutes to get bunked out and deploy a hoseline to a front door, with the slowest time being 3 minutes and the fastest time being 2 minutes, you would define your bell curve. The majority of the department probably would fall somewhere around the 2½-minute mark, give or take 10 or 15 seconds. So, you know that it can be done in 2 minutes flat and that the majority of people can do it between 2:15 and 2:45. Therefore, set the expectation at 2:20 or better. Tell everyone that the minimum standard is 3 minutes but the goal is to complete the drill in 2:20. This will shift your average, or mean, because people have a definable and pursuable goal, not just their idea of what is expected of them or what is considered a good time. Plus, this goal is actually faster than what you figured out to be the current average time.
Shift the bell curve, and lesser performers should improve significantly, average performers slightly.
The bottom will be pulled along
In education, it’s often the students who occupy the very top and the very bottom who receive the majority of attention, leaving those who are in the middle group to mostly fend for themselves. For the fire department, I believe that we often direct our attention in training and education toward the bottom performers only, effectively moving the center line of performance down or holding it steady. Most of the people who occupy the top 15 percent already are self-motivated and find opportunities to improve themselves, requiring only minimal guidance. Empowering these individuals to help teach classes or coach those who are struggling can improve the skill set and knowledge of both groups. Also, the group benefits as a whole, and a team-first atmosphere that’s based around performance is nurtured.
Remember, too, that no one likes to be left in the dark. When people are left in the dark about expectations and what’s happening, performance and morale suffer. Once you figure out your expectations, put those expectations out there for everyone to see. Top performers always look for ways to improve themselves, even in small increments. But by dividing complex actions into pieces and focusing on improving the details, the overall performance also will improve.
There always will be average performers, but your expectations can affect how average looks. We set high standards for other, less important tasks, but there seems to be a fear in doing the same for fitness and performance. High expectations, strong leaders and mentors, and a culture that’s built around improvement and learning push the standard.
Do you want your organization to be rec-league average or pro-league?
Adam Parkhurst will present “Performance Culture: Redefining Average for Firefighters” at Firehouse World. To register, visit FirehouseWorld.com.
