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  1. The Self Attributes of Effective EMS Managers - Journal of Emergency Medical Services

    Subscribe | Newsletters | Advertise | Contact Us             Journal Supplements Subscribe Jobs Featured Jobs Search Jobs Post A Job Products Buyer's Guide Product Reviews Hot Products Hot Products Submissions Product Announcements Product Videos Technical Digests Webcasts White Papers Videos Ask the Expert Education & Training EMS 10 Interviews EMS Today Fitness JEMS Games Product Spotlight Home About Us Advertise Contact Us Our Team Authors Community Submit A Press Release News Patient Care Airway & Respiratory Cardiac & Resuscitation Trauma Administration & Leadership Communications & Dispatch Documentation & Patient Care Reporting Training Operations Ambulance & Vehicle Ops Equipment & Gear Rescue & Vehicle Extrication Major Incidents Mass Casualty Incidents Terrorism & Active Shooter Mobile Integrated Healthcare   Home About Us Advertise Contact Us Our Team Authors Community Submit A Press Release News Patient Care Airway & Respiratory Cardiac & Resuscitation Trauma Administration & Leadership Communications & Dispatch Documentation & Patient Care Reporting Training Operations Ambulance & Vehicle Ops Equipment & Gear Rescue & Vehicle Extrication Major Incidents Mass Casualty Incidents Terrorism & Active Shooter Mobile Integrated Healthcare Home The Self Attributes of Effective EMS Managers The Self Attributes of Effective EMS Managers Tue, Dec 22, 2015 By Michael Touchstone, BS, EMT-P Michael Touchstone, BS, EMT-P Dissecting the second of seven pillars in NEMSMA’s EMS officer competencies framework Happy 2016! Over the course of this new year, I’ll be using the National EMS Management Association’s Seven Pillars of EMS Officer Competencies as a framework for this column. This document, which can be downloaded at  www.nemsma.org , outlines a competency model breaking down best practices to describe the seven key components of a successful EMS leader. I’m skipping the first pillar, which is made of general job performance prerequisites, and jumping right into dissecting the second pillar: self attributes. This pillar includes competencies in the following categories: work habits , work attitudes, stress management, self-insight and learning. WORK HABITS A competent supervisor demonstrates time management skills and will be able to efficiently and effectively plan and structure the workday, prioritizing effort to ensure time is concentrated on the most important items and tasks. Multitasking is important in that activities are regularly interrupted by emergency responses, unplanned events and a constant stream of emails and telephone calls. There are many tools and methods to help manage your time and control your days. Goal orientation is related to time management, and both require the supervisor to plan and prioritize. Setting attainable yet challenging goals is important to professional development, personal growth and achieving job success. [Native Advertisement] Organizational skills include the ability to organize work flow to ensure assignments are completed in a timely manner and roles and responsibilities are met efficiently and effectively. A successful supervising officer demonstrates a work ethic through action by accomplishing tasks while treating people with respect, fairness and honesty. The work ethic includes a professional and caring attitude when working to meet the needs of both internal and external customers. WORK ATTITUDES The work attitudes of a competent supervising officer include initiative, effort, persistence, energy and optimism. Initiative is beginning and completing a task without prompts. Effort is demonstrated by exertion and serving as a role model for staff. Continuing to work through problems, overcoming obstacles, defeating challenges, breaking down barriers and achieving goals demonstrates persistence and energy. Maintaining a positive attitude, even in the face of difficulties, shows optimism. STRESS MANAGEMENT The work we do is demanding and there are many stressors. Add non-work stressors such as home life, school, kids, finances, health and family, and we have a high level of stress in our lives. We must learn to better control ourselves and how we respond to stress . For example, after a long week I was stopped in major traffic while headed home when a woman in a car wanting to make a left turn chose that moment to yell at me, “You’re blocking my turn! You should know better!” You can imagine what I really wanted to say. However, I maintained control and took several deep breaths. Needless to say, I was stressed and aggravated the rest of the drive home. This sort of treatment is hard to tolerate, but we’re faced with stress constantly and we must have a level of stress tolerance and resiliency to survive and thrive. Maintaining a balance between work and home life is also critical to keeping stress under control. And finally, keeping up with changes in healthcare science and practice and adapting our lifestyle accordingly is critical to being healthy and stress free. SELF-INSIGHT The competencies included in the self-insight domain are: self-confidence, self-awareness, self-reliance, humility and suspended judgment. To achieve these, spend time reflecting on behavior and actions to perform an honest assessment. You can gain valuable insights by using a 360-degree assessment—asking your subordinates, your peers and superiors to evaluate your behaviors, actions and performance. Balancing each of the five competencies that make up self-insight requires work, concentration, honesty and ongoing situational awareness on several levels: the personal and interpersonal level, the incident or event level, the organizational level and multiple “community” levels. LEARNING The competencies in the learning category relate to scholarship and both formal and informal education. They’re not only important for the supervising officer, but also to the staff they supervise and the individuals the supervisor works for. People who demonstrate these competencies will strengthen and accelerate personal and professional development, will facilitate the growth and development of subordinates, and contribute to the overall improvement of the organization. CONCLUSION A successful supervising EMS officer should strive to demonstrate the self attributes competencies through their actions and behaviors. These competencies provide a guide for anyone who is, or aspires to be, a supervisor people respect and want to emulate. In partnership with   Learn more from Michael Touchstone at the EMS Today Conference & Expo, Feb. 25–27, in Baltimore, Md.  EMSToday.com More on Management from JEMS.com   By Michael Touchstone, BS, EMT-P Michael Touchstone, BS, EMT-P Michael Touchstone, BS, EMT-P, is currently the regional director for the Philadelphia Regional Office of EMS. He’s served in volunteer third-service, hospital-based and fire department EMS systems. He’s been a CQI officer, training officer and director of the Philadelphia Fire Department EMS Training Institute. He holds a BS in health sciences from the George Washington University and has completed the coursework for an MA in security studies from the Naval Postgraduate School (thesis in progress). He took office as the president of the National EMS Management Association on Jan. 1, 2015. Sponsored Content is made possible by our sponsor; it does not necessarily reflect the views of our editorial staff. Journal Archives Prev 2016 2015 2014 2013 2012 2011 Next Feb 2016 Volume 41 Issue 2 Jan 2016 Volume 41 Issue 1 Prev 2016 2015 2014 2013 2012 2011 Next SUBSCRIBE DIGITAL EDITION   Featured Careers More Jobs   eNews Register for the JEMS eNewsletter, it's FREE! Sign-Up! JEMS Connect FEATURED GROUPS Disaster EMS   EMERGENCY! Lovers   Tactical Medicine   Humor In EMS     CURRENT DISCUSSIONS   JOIN JEMS CONNECT   EMS BLOGS Blogger Browser Today's Featured Posts Copyright © 2016: PennWell Corporation, Tulsa, OK. All Rights Reserved. UTILITY Home About Us Contact Us Terms of Use Subscribe Advertise Reader Service Submit a Press Release RSS Feeds Privacy Policy Topics News Patient Care Leadership Special Topics Major Incidents Operations Sections Authors Columns Community Jobs Journal Products Supplements Webcasts

    Magazine Articles

    Magazine Articles

    Tue, 22 Dec 2015

  2. Paramedic Association of Canada and NAEMT Form Strategic Alliance To Promote Quality EMS Education - Journal of Emergency Medical Services

    The National Association of Emergency Medical Technicians (NAEMT) and the Paramedic Association of Canada (PAC) recently finalized an agreement in which both organizations will work collaboratively to provide high-quality continuing education to EMTs and Paramedics in Canada.  

    Online Articles

    Online Articles

    Tue, 1 Dec 2015

  3. Hands On Product Reviews December 2015 - Journal of Emergency Medical Services

    Check out the latest products reviewed in JEMS .

    Magazine Articles

    Magazine Articles

    Mon, 23 Nov 2015

  4. Pro Bono: Exposure to Liability When Certifying Others to Provide CPR - Journal of Emergency Medical Services

    Is an EMS agency and its personnel who conduct community CPR training and certification exposed to liability if someone they train and certify makes a fatal mistake?

    Magazine Articles

    Magazine Articles

    Mon, 23 Nov 2015

  1. How Centre LifeLink EMS Found Success in Increasing Cardiac Arrest Survival Rates - Journal of Emergency Medical Services

    Magazine Articles

    Magazine Articles

    Fri, 20 Nov 2015

  2. Smartphone Use in Out-of-Hospital Cardiac Arrest - Journal of Emergency Medical Services

    Can a smartphone app really improve survival in out-of-hospital cardiac arrest?

    Magazine Articles

    Magazine Articles

    Fri, 20 Nov 2015

  3. Completion of Southeastern Emergency Paramedic Transition Course Will Satisfy New Paramedic Certification Mandates from NREMT - Journal of Emergency Medical Services

    The NREMT deadline for completing a Paramedic Transition Course is March 31, 2016. Completion of the Southeastern Emergency Paramedic Transition Course satisfies all NREMT recertification requirements.

    Online Articles

    Online Articles

    Fri, 30 Oct 2015

  4. Completion of Southeastern Emergency Paramedic Transition Course Will Satisfy New Paramedic Certification Mandates from NREMT - Journal of Emergency Medical Services

    The NREMT deadline for completing a Paramedic Transition Course is March 31, 2016. Completion of the Southeastern Emergency Paramedic Transition Course satisfies all NREMT recertification requirements.

    Online Articles

    Online Articles

    Fri, 30 Oct 2015

  5. PCRF 2015 Clinical Abstracts - Journal of Emergency Medical Services

    Abstracts may be downloaded as a single PDF using the link below. 2015 Clinical Abstracts (PDF) 187 KB

    Article

    Article

    Tue, 6 Oct 2015

  6. Hands On Product Reviews October 2015 - Journal of Emergency Medical Services

    Check out the latest products reviewed in JEMS .

    Magazine Articles

    Magazine Articles

    Tue, 29 Sep 2015

  7. Record Number of Heroin Overdoses in New Hampshire’s Largest City - Journal of Emergency Medical Services

    65 deaths this year in Manchester with EMS responding to 540 overdose calls.

    Online Articles

    Online Articles

    Mon, 28 Sep 2015

  8. Record Number of Heroin Overdoses in New Hampshire’s Largest City - Journal of Emergency Medical Services

    65 deaths this year in Manchester with EMS responding to 540 overdose calls.

    Online Articles

    Online Articles

    Mon, 28 Sep 2015

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