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Ray Gayk
Ray Gayk is deputy chief of operations with the Ontario (Calif.) Fire Department (OFD). Gayk is an 18-year veteran of the fire service who has been actively involved with the OFD’s development of engineer and captain mentor programs. He has also taught numerous classes on company officer development.
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Command and Leadership
Taking Care of Our People, Part 2
Taking care of your people can mean many different things, but as Ray Gayk explains, in the fire service it involves four key items. Ray discusses two of those items, future focus and responsibility, and provides advice on how to accomplish both of them the right away. (April 27, 2012) READ THIS ARTICLE
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Command and Leadership
Taking Care of Our People
Ray Gayk discusses the fact that sometimes, company officers have a distorted view of how to properly care for their crew. At times, it means making difficult decisions that their crew may not agree with. Gayk also discusses the elements involved in properly caring for and leading a team. (March 1, 2012) READ THIS ARTICLE
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Management And LeadershipSelf-Awareness: Part of the Fire Officer’s Job
Ray Gayk describes how, during a strategic planning meeting at his department, he received some feedback on one of his personal weaknesses. This led him to focus on the importance of being open to feedback and willing to address blind spots. (January 11, 2012) READ THIS ARTICLE
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Management And LeadershipSuccess Begins with an Honest Assessment of Company Performance
Too often, company officers assume that expectations begin and end with daily tasks. But a long-term vision for success is the responsibility of company officers, too. Ray Gayk shares some thoughts on how to define that vision. (December 9, 2011) READ THIS ARTICLE
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Command and Leadership
Controlling Emotions
Being overly emotional on a regular basis can be problematic as a company officer, because it can prevent the officer from gaining the trust and respect of their crew and fellow officers. As Ray Gayk explains, it’s OK to be intense, but allowing emotions to guide decisions can lead to poor decision-making and poor performance on the fireground. (November 7, 2011) READ THIS ARTICLE
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Professional Development
Promotion Issues
Ray Gayk discusses understanding what chief officers look for when considering promoting someone to the company officer rank. He suggests that although test scores matter, it’s also about a person’s consistency of character and actions. (October 10, 2011) READ THIS ARTICLE
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Firefighter Safety and HealthDealing with Traumatic Incidents
Firefighters encounter traumatic events on a regular basis, but they may not be dealing with their effects in a healthy way. Ray Gayk discusses the fire service’s former way of dealing with traumatic events as well as the new program now underway to help firefighters cope with the lingering effects of certain incidents. (August 11, 2011) READ THIS ARTICLE
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Management And Leadership
Dealing with Fire Service Competition
These days, everyone is looking for ways to save a buck, including government officials. This is one reason for the rise in popularity among companies offering the same fire protection services as the American fire service. As Ray Gayk explains, to compete with these companies, firefighters must provide exceptional customer service and exceed expectations on every call. (July 14, 2011) READ THIS ARTICLE
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Management And Leadership
Employee Performance Evaluations
Everyone wants to be recognized for a job well done, and everyone wants to know how to improve. Therefore, employee performance evaluations should be taken seriously by company officers. Ray Gayk describes the importance of the employee evaluation as well as the four phases of the evaluation process. (June 14, 2011) READ THIS ARTICLE
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Management And Leadership
Personnel Problem Documentation
Ray Gayk discusses the major error some company officers make when dealing with personnel issues: They neglect to document them and as a result, the employee is never reprimanded and the problem is never properly addressed. But Gayk advises officers to document both the good and the bad about each employee, so as not to single anyone out and to have a complete record of their performance. (May 11, 2011) READ THIS ARTICLE
Tuesday, May 1, 2012
Thursday, March 1, 2012
Sunday, January 1, 2012
Thursday, December 1, 2011
Tuesday, November 1, 2011
Saturday, October 1, 2011
Monday, August 1, 2011
Friday, July 1, 2011
Wednesday, June 1, 2011
Saturday, April 30, 2011
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