Proceedings magazine is a communication tool for the Coast Guard's Marine Safety & Security Council. Each quarterly magazine focuses on a specific theme of interest to the marine industry.
Issue link: http://uscgproceedings.epubxp.com/i/473008
74 Proceedings Spring 2015 www.uscg.mil/proceedings "If you'll let me, I will be your deputy, your counsel, and advise you on the steps to take." Gulf Strike Team Assistance The Group Mobile CO recalls, "I had zero Incident Com- mand System training or experience. I felt like I was taking the fnal exam while learning the material." So he gladly accepted GST's offer. Gulf Strike Team support included rapid Incident Command System (ICS) training, driving the process to develop an incident action plan ahead of the storm, forming groups of people from disparate organizations into functional teams, and refning the organization chart. "You need to give a good response, not just a good personal performance. Sometimes you must swallow your pride, be realistic, ask for help, and accept it when offered." — James Bjostad, 2004 Group Mobile commander Bjostad's experience during Hurricane Ivan would inform his leadership perspective on incident management dur- ing high-stress, high-stakes, multi-agency, multi-functional responses. Refecting on strike team support during Hur- ricane Ivan, Bjostad notes, "I can't imagine any operational commander would not ask for their support — so come early and come often!" Having a trusted and competent core of professionals is what Admiral Thad Allen, 23 rd Commandant of the USCG, calls having "dogs that hunt." Admiral Allen said, "Early in my career, I understood that you need a team around you that brings more capacity. It is crucial to always have a mental list of those to call upon during a crisis, as you need people around you who can give you support. So it's the people you call on, that you depend on, who show up and do a good job. They're not personal servants; they're there Gone are the days when incidents were "just" hurricanes, oil spills, outbreaks, ship wrecks, or tsunamis. We now live in a global community whose members, even if they are not directly impacted, have a stake in incident response and resolution. The days of isolated response have past, as we have ushered in a new era of community and whole-of- government response to complex incidents. We are thus compelled to achieve results at new levels of public expectations, which requires intellectual introspec- tion to accept personal and organizational limitations. We must also understand how to create and claim new capabili- ties, capacities, and competencies and know how to apply them through new ways of thinking and leading. The 2004– 05 Atlantic hurricane seasons, including the Hurricane Ivan and Hurricane Katrina responses, highlight many of these challenges and inform the demands of 21 st century leader- ship during complex events. Hurricane Ivan: Prelude to Complexity Mr. James Bjostad, chief of Emergency Management in Flor- ida's Lee County, was commander of then-Group Mobile in 2004, when Hurricane Ivan made landfall as a near-Cate- gory 4 hurricane. "You need to bring the specialists, as we'll always need specific competencies for specific needs and will thus always need the NSF. They are enduring." — Admiral Thad Allen 23 rd U.S. Coast Guard Commandant As Hurricane Ivan mounted force, the commanding off- cer of the Gulf Strike Team (GST), then-Commander Peter Gautier, approached Bjostad with an offer of GST assistance to help organize the response and give it strategic foot- ing. Bjostad, who at the time was unfamiliar with the Gulf Strike Team, asked what Gautier could do. Gautier replied, Beyond Complexity Leadership in support of the on-scene coordinator. by lcdr JeFFrey ruBini, ceM Supervisor, 11 th District Response Advisory Team U.S. Coast Guard Incident Management