My Board
General Category => CCFD Professional Development => Topic started by: NUrban on November 30, 2018, 09:33:05 AM
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1) Read this article https://www.firerescuemagazine.com/articles/print/volume-6/issue-1/command-leadership/4-common-personnel-problems.html (the article can also be found in pdf form in the 2018 training folder).
2) Post an example of a problem employee situation that you have had (let’s leave names out of this one) by December 15th.
• Describe the situation.
• Mention how you handled the problem with the employee.
• Write about what you learned.
Your post should be at least 200 words and no more than 400 words.
3) Reply to two other posts after December 15th and before December 30th. Your reply should be at least 50 words and no more than 150 words.
Directions: To make your initial post select "reply" under the last written post. Write your post and select "save". When replying to two other posts, select "quote" on the post that you wish to reply to. You will see the persons initial post appear, you then write your reply and select "save".
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The problem inattention to detail. Which I am at fault for myself from time to time.
Description- Not putting gear away properly which was the order at the time. I had an employee that was not placing his gear in his gear bag at the end of shift.
How the situation was handled- a counseling session was had with the employee and he was advised that if there no compliance that further action in the form of discipline would occur. This happened twice up to the point of the counseling session. It happened again a few shifts later, which I took care of it then had another discussion with the employee emphasizing the importance of putting his gear away in the gear bag per practice at the time. Again a few shift later it happened again, at which point I pulled the employee into my office his following shift and administered a verbal reprimand for not performing his duties as assigned.
Outcome- The employee began to assure that his gear was put away at the end of shift, and has since taken on the responsibility to assure that his other crew members have put their gear away as well.
Lesson learned- Make sure that employees understand completely my expectation and that of our superiors. Also, if they have questions or need clarification they are responsible for making it known that they do not grasp the concept completely.
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The problem: under performer.
When I was a first line supervisor at another department the job performance of a 3rd year firefighter was brought into question. His performance was described as slow and unenergetic. He required to be told when, where and how to preform day to day tasks. Now his fire and EMS skills were on par with his peers and as a person he was a good guy. The Chiefs were considering terminating his employment but first wanted to give him a chance to improve. At the time I was not his supervisor, so I volunteered to take him as my firefighter. I called him in to my office and had a very frank discussion on how the Chiefs felt and what could happen if things didn’t change. At the end of our meeting he told me he had no idea that he was doing anything wrong, or was in need of any improvement. He was honest in his regret and wanted to work towards positive change.
The solution:
He and I worked on forming a 90 day improvement plan. He was given small goals each shift to meet and larger goals to meet by the end of each 30 days. Before the end of the 90 days he had made great improvements and was taken off the plan early.
What I learned:
While I was working with him it became very clear that no one had ever informed him of the department’s expectations. He came to work and took calls, and that was it. He felt if something needed done, someone would tell him. He wasn’t undermanaged, he was over managed. He had his hand held and was never encouraged to take the initiative.
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Early in my career here we had a Firefighter that wasn't meeting expectations and was close to being let go. My self and another FF took this employee and worked with him every day for a month or more until he was well trained in his job. It wasn't difficult, This person just had no fire experience and needed help with the basic things. He was good in the EMS side of things. So we just started from scratch and worked our way through the packet. It took a little longer than most people but we got it done and he did well from then on except he had this thing we called " Tone Terror", whenever the tones would go off he would almost go into SVT. There was nothing we could do about that. Sometimes it's good for all of us to not overlook the basic things and to refresh our selves on them. I know we will get the stair chair out and work with it from time to time cause if you don't, it can make you look pretty silly on a scene. Just things like that to make life a bit easier.
Kevin Stevens
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Problem: Senioritis
Description: As a newly promoted supervisor I struggled with trying to figure out the guys on my shift. During this time I did notice one of the crew members seemed to be more relaxed and really didn’t fulfill the Senior Firefighter role on shift. My supervisor came to me and mentioning that he had noticed it too. As a new supervisor I truly struggled of how to approach the situation and address my concerns with the crew member. I latterly thought about it for days. It that time of the year for the department’s evaluations, so I figured I would address it then.
How I handled the situation: During the crew members evaluation I spoke of how myself and my supervisor has noticed his behavior. The crew member agreed that he needed to step up and lead and that he wasn’t aware of his behavior until it being addressed in this setting. The crew member has since proven himself many times and has become a true Senior Firefighter on shift.
What I Learned: I learned a few lessons during this situation. I could have pulled the crew member aside any time before the yearly evaluation and addressed the issue. Note, that His behavior did not play a role on his evaluation. He met all expectations. I believed that he could have exceeded in some areas. I learned that allowing some time to think of how to address the situation and not having a shotgun reaction helped in the two of us getting on the same page. I learned that sometimes the employee just needed a reminder of the expectations in his role.
As a supervisor I have had to learn the difference between a so called problem employee and an employee with a different personality than myself. What I may think is a problem employee could be just that our personalities don’t align and that shouldn’t count against the employee. Just because they do something different than I would, doesn’t make them a bad employee. As long as we reach our expectation of each other, there should be no problem.
A Stafford
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When I was a station lieutenant I supervised an individual that was an inherently lazy employee. Laziness was something that extremely irritated me. I would passively and jokingly comment to the employee about their laziness in hopes they would get the hint. One day, we were loading supply line after hose testing and this employee was nowhere to be found. I found the employee talking on his cell phone and I blew up. I yelled irrationally at the employee. After my temper tantrum, I found out that the employee was having a small family emergency that they needed to attend to. Talk about feeling like an ass.
This employee situation was handled inappropriately by me. I have learned through higher education and experience that supervisors and managers should not have a one size fits all approach to handling personnel problems. My passive approach may have worked with a different individual; however, it didn’t work with this particular person. Instead, it led to me acting unprofessional. In this situation, I should have had a formal coaching approach with this individual. The employee did perform better after we had a conversation, I apologized for my behavior. However, it is unknown to me if I breached trust and respect from that employee.
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Excuse Meister
Over the years, I've heard the craziest excuses and lies come from grown men!! I have raised 3 children and haven't heard excuses so elaborate.
I could go into great detail discussing one employee, but I'm only allowed max of 500 words. In short concerning that grown man, I hope his hands someday grow bigger so he can hold the set of irons (Excuses!!!) .
I will focus on another individual that had an excuse that is definitely at the top of my crazy excuse list.
Engine was called for area coverage to Franklin Fire Station. Crew of 3 traveling routine to the station, around 20:00. It was dark and began to rain during our response. After a couple minutes of waiting, I told the driver to turn the windshield wipers on so WE can see.
After using what I call the " feeling up the dash" method, I finally told him to stop the engine. His immediate response after stopping the engine was " I'm telling on you, your delaying our response" I informed him that we have to safely arrive and at this moment we are traveling unsafely.
I then asked him again to turn on the wipers, still feeling up the dash, our jump seat FF attempted to help, I asked him to let the driver figure it out.
After a minute or so, the driver replied "I don't think this engine was ordered with windshield wipers".
The driver was switched out with my jump seat FF.
At the Franklin Station, I had the FF explain to me why he doesn't know where the wiper switch is. His reply was " its never been raining during my morning truck checks, so I never gave it any thought).
I didn't allow him the privilege of driving back to CCFD. I immediately took action and through our Captain, requested that he no longer be the FAO until he knows the engine thoroughly. That didn't sit well with the FF. In the end, not only was his knowledge improved, but my confidence in the FF improved.
I used that crazy night as a WOW moment as an officer, its always assumed that a grown man is and should be responsible enough to be the best he can be in this profession. From that point on, random quizzes occurred with other FAO's on various Engine operation or location of equipment.
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The scenario I am writing about deals with a combination of excuses and laziness. I do believe they were temporary issues, as the employee typically does outstanding work. On numerous occasions I followed behind a specific employee where I found issues with the equipment. Specifically I found the SCBA empty on one occasion and several weeks later found the regulator not hooked up with the thread cover still on the bottle. At this point I contacted the person to make them aware. His response to me was that he would talk to his FAO to make sure he would do a better check next time. I am definitely not the truck check police, but there are a couple things that are unacceptable and I believe this falls into that category. The issue was handled with a simple conversation. The interesting thing that came out of this scenario was the difference of opinion regarding who is responsible for "YOUR" SCBA. He felt it was the responsibility of the FAO, everybody else in the world thinks that you are responsible for your own SCBA.
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The problem: under performer.
When I was a first line supervisor at another department the job performance of a 3rd year firefighter was brought into question. His performance was described as slow and unenergetic. He required to be told when, where and how to preform day to day tasks. Now his fire and EMS skills were on par with his peers and as a person he was a good guy. The Chiefs were considering terminating his employment but first wanted to give him a chance to improve. At the time I was not his supervisor, so I volunteered to take him as my firefighter. I called him in to my office and had a very frank discussion on how the Chiefs felt and what could happen if things didn’t change. At the end of our meeting he told me he had no idea that he was doing anything wrong, or was in need of any improvement. He was honest in his regret and wanted to work towards positive change.
The solution:
He and I worked on forming a 90 day improvement plan. He was given small goals each shift to meet and larger goals to meet by the end of each 30 days. Before the end of the 90 days he had made great improvements and was taken off the plan early.
What I learned:
While I was working with him it became very clear that no one had ever informed him of the department’s expectations. He came to work and took calls, and that was it. He felt if something needed done, someone would tell him. He wasn’t undermanaged, he was over managed. He had his hand held and was never encouraged to take the initiative.
I really like how you described this person as over managed in the past by having his hand held and not being taught how to take initiative. This is something that is so common in the fire service. I've seen it a number of times where new people (and sometimes not so new) firefighters seem lazy when in fact they're just scared they're going to make a mistake. Don't get me wrong, I've seen lazy and it does exist, but I believe it's rare. It seem counter-intuitive to me that someone would go through 240hrs of FF training, 2 years of EMT/Paramedic school, fill out a 30 page applications packet, do a psychological test, 2 polygraphs, background, physical, etc., to walk into the fire department and say "I'm going to be the worst FF/PM you've ever seen. I'm just gonna sit around on my ass and do nothing".
With this in mind, it's a big challenge as a supervisor to know exactly how much "attention" to pay your subordinates. It really does come down to knowing your people and treating them accordingly. Over the past few years I've seen a number of people come out of their shells and perform to a higher standard because they are being mentored similar to what you did in your example. Additionally, this concept is what the entire professional development program is about.
I used to follow the Golden Rule (treat people like you want to be treated) when dealing with people. However, I've found that the Platinum Rule (treat people how they want to be treated) works better. The example I would use is, there are three shift captains that I supervise. While they do the same job, they are 3 very different people and I treat all three of them differently. Now, all three are held to the same high standard of expectation to do their job well, but I understand they may take different paths to get to that destination. An example is, I may assign certain projects to one over the other based on individual strengths.
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First I want to make clear, this is prior to the Fire Service and in a food service field.
I was a supervisor of about 30 people when a restructure/relocation project took place within the organization. I went from the supervisor to one of the grunts being supervised. I had an employee that fit into most of the categories the article mentioned. As his supervisor, he caused me more heart ache than any one else. After the restructure we were considered equals. I was driving into work one day and noticed him in front of me. He was smoking weed on his way in. It was obvious and when we reached the parking lot, it was even more clear. I had him dead to rights, this problem was now gone. All I had to do is let him in the back door and open my mouth. Instead, I grabbed him prior to reaching the back door. I said "it looks like your not feeling well and that you just need to go home for the day". He looked at me with this blank stare, and I said "that is what I am going to tell them when I get inside, that way I don't have to tell them the truth about what I saw on the way in". He simple got into his car and drove a way.
I thought at the time he would return the next day and be thankful to me for helping him to see the light of day. Not the case, he simple showed up sober and continued his normal behavior for the next week, then he continued more of the same just not with the sober part. The truth is, you rarely can change attitude and lifestyle like that with a single encounter. I followed the golden rule. I stand by my decision. However, I learned that doing the right thing doesn't always work out the way you want. That's OK, keep doing it, you will always outweigh the bad with good, by far.
Side Note: when I was renamed the manager again, I FIRED him first chance I got>>>>
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Several years ago I was responsible for an employee with a horrible attitude. They were competent at their duties but only wanted to do something on their terms. The situation was made more difficult as this person had several past supervisors that did nothing about the problem. Everybody complained about this person but nothing was ever done so this employee felt I was just picking on them and did not like them. It was very frustrating and I admit at times I did not handle the issues properly as they were very good at drawing me into arguing with them. No paper trail existed on this person so I was even questioned by my supervisor if I was treating them unfairly.
This situation was difficult because it involved their attitude (especially towards me) and not performance. Poor performance would have been much easier to address and deal with. It was not easy but I stuck to what I felt was right.
It has been several years since I dealt with this issue and to this day this person still "trashes" me as they truly believe I was unfair to them since it seemed no other supervisor had an issue with them.
What I learned most from this is if a problem employee gets passed from supervisor to supervisor they get harder to fix.
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My narrative is not necessarily with a specific person or directly relating to a problem employee. This is more about outside influence and previous experience not matching CCFD expectations leading to excuse being made “ That’s not what we do at….”
Problem: Inherited Poor Performer/Excuse Meister Combo.
Description: Previous experience and conflict while conforming to CCFD procedures.
As a career member in our organization I found myself routinely being assigned to equipment with new part-time members. The new members would come to our organization with a wide range of experience. The range spanned from brand new never worked a day in the fire service to guys with over a decade of all part-time service.
The inexperienced members would not resist CCFDs expectations, while the long time part-time from other places would reluctantly comply to our higher expectations. Often times followed by the statement “that’s not how we do it at my other job.” The first couple of times I heard that it was just noise to me, I paid no attention to that statement. After a few times I started to be annoyed with that statement. I would point out that our medics and fire trucks don’t say “JEMS” or “Washington Township” on the side. My reply was deliberately snarky and short.
None of the resistance to conform was malicious or poorly intended. The common operating procedures simply varied from the expectations from a lackadaisical and low accountability system. Our organization has higher standards that needed to be explained, coached and practiced. Examples being: Gear set out and tagged in at the start of shift, truck checks done early, EMS restocked while at hospital and house duties performed without being directed to do so. Other tasks would include dressing a hydrant, pulling and reloading triple load attack lines and apparatus placement. These all seem natural to most of us. Other less organized departments lack daily routine, training and accountability. We have all worked at a department with a lower bar of expectation.
These employee “issues” provided me an opportunity to develop a new employee with our procedures.
Coaching the new employees with our procedures was beneficial for me with constant review of how we operate, where we keep things and what we do with them.
Outcome: Leading someone to success is accomplished with proper coaching. Setting expectations, explaining rationale and practice to reinforce procedure comprehension will lead to better performance.
Failing to do this in advance of an issue is poor management.
When preparation meets opportunity success is achievable.
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Stafford:
Communicating clear expectations of the roles for a senior firefighter is vital in your success as a supervisor.
I believe in the concept of coaching the job and technique as you want them completed.
Coaching will prepare them for success and prevent future failures in that specific area. Practice the activities and confirm success periodically for review.
A properly coached employee will be ready to handle a wide range of tasks varying from the mundane daily activities to complex EMS, fire or rescue skills. Your successful employee will make you look great as a supervisor.
Conversely, A poorly coached employee will not handle tasks well and lead to discipline for a failure you could have help him avoid.
Occasional shit will still happen, but through proper guidance you and your team will have great success along the way.
Keep up the good work!
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Lazy Lump description is very accurate. Over the years have also learned that an employee that has been determined by others to be lazy, may in fact not be lazy at all.
My narrative is based on previous employment as a production supervisor building new homes.
New home construction finding general maintenance type of people is hard to find. We were going thru interviews in search of people experienced in handy man type of work that encompassed having knowledge in various aspects of home building and the ability to make repairs as needed. At this particular time we needed someone that can do interior trim, cabinets, drywall, labor work etc. After interviews hired a gentleman that met the objectives we needed based off resume and experience.
First few weeks everything seemed ok. He was given list of work that needed done, naturally the task were more labor to see his work ethic, then getting into more detailed jobs as he proved he wanted to work and seemed competent to do the jobs given. Over time kept noticing jobs not getting complete they way they should and everything taking longer than should take. This is know giving the impression he is becoming lazy. After talking to this employee about his progress it became more evident his experience did not match his resume. That explained why he seemed to be lazy, but in fact he was trying but did not know how to do certain things.
Fortunately the number of houses under construction slowed down and I had more time to spend with him and was able to teach him and because he was actually not lazy, he put more effort into learning and made a valuable employee.
I learned that expectations are different for everyone although the same people have the overall general expectation.
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The personnel situation that comes to mind for me is an example of at first glimpse was a "Lazy Lump" employee. This employee came to us as a part timer and had worked for a few years at other fire departments as a part timer as well. Being that this person had some experience I expected him to know how to handle day to day activities and some on scene situations.
After a few shifts of having to be prompted to complete assignments both in house and on scene I knew that I had to dig a little deeper into this person. I sat down with him and quickly I realized that even though this person has some experience, that experience has been without direction and expectations on how to perform. During the conversation he had the desire and drive to be a solid employee just did not know how to be and up until now has just gone off of what he has learned from his past experiences. With some direction this Firefighter became a guy that could be counted on to get things completed without direction an like many, he moved on to become a Career Firefighter at another department.
What I learned from this was not to let the first impressions be the complete basis for my thoughts and views of a person.
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I once had an employee (not at a fire department), that could be labeled in all of these categories.
I was given a middle of the road employee, whom had received okay evaluations year after year, proving she could do her job without direct supervision all the time. After watching this employee work for several months and not seeing any “actual usable” product from her desk, I realized that this employee’s past supervisors did not help her or any would be supervisor by just letting her skate by. Her past bosses didn’t have the balls to give this lazy, unaccountable, poor performer the rating she deserved. This employee had been doing this same job for many years.
I set up a coaching session and gave her exactly what my expectations were from her, I informed her the work she was putting out was not correct, and we would revisit her products in three months. In three months I met with her again and she still didn’t have a clue so we discussed this issues and set a date to meet again in 3 months. She did not get any better and I moved her out of my section into an easier and less stressful job.
I learned that by giving people a “pass” and powdering their evals, does not help them or anyone else, even if this troubled employee is no longer working for me.
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I was a mentor for many years and have worked with various levels of experience. I found that laziness comes at ever level, I've found that some people got into the fire service because they think we sit around all day watching T.V. Others feel that their experience has given them the right not have to do anything but go on calls. It does take some people to get comfortable with what is expected of them and what their job duties are. There are just plan lazy people who spend more energy to get out of work than it would take to do what they need to do.
I was working with a guy in his 20's, he was very polite and nice. The down side was that he was very unmotivated and as lazy as they come. If you would turn your head for a second, he was at the kitchen table talking to whoever was there. The laziness continued into the field, we would be on calls and he would just stand at the door and wouldn't make contact with the patient. This was his first day so I figured it was just nervousness and he was still trying to get his bearings. We continued to work on getting him comfortable with his job requirements. This went on for weeks and found that he wasn't getting any better. So I spoke with the shift crew to assist me with helping this guy to get him up to snuff.
Several more weeks went by with no change at all. The problem was that he didn't seemed bothered by the fact that we would spend hours every shift and he was still progressing. We had a meeting with the Chief and talked about his performance and what we could do to help him. Several recommendations were made and we set a list of goals we wanted him to meet. Several more shifts went by with everybody spending as much time with him as possible. Several weeks later he had made no progress, so he felt it better to quite.
We set up a meeting and wanted to figure out what was going on. He told us it was too much work compared to his other job, he worked for a security truck. He said he was hoping the fire service was going to be easier than that, in that he would just to have to come in and watch T.V all day. I don't remember what else he said after that and I don't think the firehouse was ever that quiet after he said that. I think everyone was dumb founded by his response.
I have found that there are people who just need some guidance and time to get comfortable, there are people who are just lazy. Some people need actual help, while others don't want any help at all.
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While working at a previous job I was in charge of a small group of people. Everyone in this group was a high performer...except for one! This individual fell into every category of bad employee. Lazy?...absolutely. Bad performer?...check. Excuses?...yup, tons of them. Bad attitude? ...one of the worst. So how did he keep his job? His father was an executive with the same company. he was a highly protected punk. All previous supervisors turned a blind eye with this employee for fear of retaliation from above. My plan was different. I was going to coach this person. We were going to work with positives not negatives. After several weeks of trying this is was apparent this person had no desire to be better at anything. I still stand by my original approach. I tried to help through coaching not punishing. No one had ever tried this with him. Ultimately this failed as he was not willing to change...anything! I was told by my boss to let it go with him and just concentrate on the team. This didn't sit well with me but I relented and backed off. I learned that even though my plan was achievable the person has to be willing to participate and has to care about their job. I also learned not everyone can be helped.
*This employee was moved to another group and continued the same behavior. Soon after that I heard he had been fired...only after his father left the company to pursue other means of employment.
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Problem......Lazy Lump
I believe most people that I have supervised over the last 20 years all want to do a good job. But on occasion including my-self will become lazy from time to time. I had a guy that worked for me that always did a great job with every task that I had ask him accomplish. But what I didn't know was that when I wasn't around he would not do a thing except play on his phone and the computer. Other team members would complain that if I was not there he would do as little as possible and would find every excuse not to work. I noticed that if I did not give him an assignment every morning he would do nothing at all but sit around and wait for me to come back in and he would jump up and act like he was doing something. So I pulled him into the office and I told him what is co-workers were saying about him and also what I had observed over the last couple of weeks. I explained to him that he was letting the team down and that he needed to start pulling his fair share and that is behavior is not acceptable. He agreed and after that day I had no complaints are issues with this employee.
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If you don't deal with the employees with problems, they will become the problem employees. Some employees are go getters that need occasional re-direction. They care about their job, how people view them and they truly want to contribute. These are the ones you want 13 of but not everyone is the same. Other employees want to come to work, "do their time", get paid and go home. If they are causing problems or being lazy, they will need long term guidance.
Sometimes I was the employee with the problem. This was caused by my failure to clarify an expectation. I thought my expectations were clear but if the employee does not live up to the leader's expectations, some of the responsibility comes back to the supervisor. Sometimes I did not realize I had a problem until someone I respect approached me and informed me that I had a problem. I still may not have improved but I determined that I was holding myself and others back and that I was the problem.
I learned that expectations need to be clear and reviewed on a regular basis. If someone is not performing to the expected level, its time for a chat. If that doesn't work, its time for a reminder. If that doesn't work its time for written documentation. I have learned that not every situation needs intervention. The challenge is to know when to intervene and how to intervene. These are usually dependent on the situation and the person's personality needs to be considered as the same approach does not work with everyone.
I learned that if you cant change people you have 2 choices. Change people or accept their problems, work the team around them and accept that there are ducks and there are eagles and you don't send your ducks to eagle school. (John Maxwell)
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A situation I had was with an employee that had a number of issues going on. There was low motivation and also a lateness issue that was occurring. After some talks with this employee, I decided to move him and make sure there was a clear set of expectations. We also found some projects for him to work on that interested him. This led to him feeling like he got a fresh start. This sparked an interest in doing things that he was interested in. He began to take on additional responsibilities that he sought out, and this was beneficial to everyone. This employee made a huge turn around with a great attitude, and he became a good performer in the organization.
I know situations do not always work out like this, but a clear set of expectations often makes a difference. I also do not like to move people around unless there is a reason, and there was a good reason for this move. We looked at all the parts of this situation, and we put some thought into it, and figured out what could make this better.
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Since I have not been a supervisor long my experiences with problem employees are limited. One example I can think of, similar to what several others here have experienced, is a employee that had been in the fire service for several years but had a reputation of being a under performer. This employee was always willing to help around the firehouse, however, rarely took initiative to complete projects on his own. On emergency scenes he would fade into the background and only assist when directed by others to do so. Like the employee Toothman encountered, this employee was surprised to hear he was not meeting expectations. He revealed that he had always played a supportive role in the fire service, assisting co-workers however they directed him to do so. He had never been expected to make decisions and perform on his own and now lacked the self confidence to do so.
I learned many things from this experience. First, I learnt how to set clearer expectations. I also found that I needed a means to assist employees that were having problems meeting those expectations. I was mentored in how to develop a performance improvement plan and found it to be a great resource. The employee worked hard, gained confidence and now is a very productive member of the team.
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I won't pretend to have a lot of experience in counseling employees as a supervisor, but I have seen many situations that relate to this topic. I worked with a firefighter that had many years of experience and was in the twilight of his career. The supervisor we worked for ignored the problem of him being lazy and making excuses for poor job performance. It was easier for the supervisor to place the burden on the other crew members than to deal with an uncomfortable situation. After many frustrating months working as this guys partner I realized he wasn't necessarily lazy or unmotivated. He had been shuffled around the department and felt under valued which led to him being unmotivated. His supervisors didn't deal with the issue and sent him to a out laying station and had little expectation for him. After I took the time to talk to him and recognizing he wanted to be more active I started helping him work on updating his skills. I was also able to have him teach myself and another member of the crew from his many years of experience. It led to the "senior firefighter" feeling like he contributed to the crew and gave him buy in. The firefighter and I had set expectations for each other as partners and both were able to meet them. We became a great team and I was glad I didn't write him off as many had.
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The Excuse Meister:
We hired a new career FF years ago that came to us from a previous full time position at another area department. While training and running this new hire through his orientation packet he would make common and expected mistakes of a new hire. The problem was that every mistake that was made was followed up with a combination of his standard excuses. 1) I did it that way because that's how my old department did it. 2) Flat out denial that a mistake was made. 3) Debating with whomever was training him that the way we were doing things was wrong. After several conversations with this employee from both peers and supervisors, he was notified that the excuses need to stop and he just needed to own the mistake and learn from it. After several months of poor performance and consistent excuse making the entire crew sat down together and tried to figure out why this employee had an excuse for every mistake. We identified two areas that we believe contributed to him making excuses. This individual was part of the millennial generation and he seemed to feel threatened or made uncomfortable with corrective actions or constructive criticism. He also seemed embarrassed about making mistakes furthering his need to make excuses. This employee never changed his excuse making and ended up not making probation.
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I haven't dealt with to many employee problems. I have dealt with new hire employees being their mentor and sometimes those new hires are considered lazy or lacking the ability to do the job correctly. I was advised to mentor this one new hire and I was told he was the Inherited poor performer. After working with this employee for awhile I realized how bright he was and was an excellent resource for our organization. So once I figured this out I told the other employees about him and how he was very bright and excellence at his job. Once the crew gave the guy some time and opened up to him they found out he was an asset to our team.
I learned a lot from this mentoring job . I wont let other employees sway my opinion about other employees. This employee was on the verge of being released from the academy and turned out to be an excellent person and employee for us all it took was somebody taking the time to become his friend and just listen to him and give him the chance to prove himself. This employee no longer works with us he moved on to a different organization and we lost a good firefighter.
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The scenario I am writing about deals with a combination of excuses and laziness. I do believe they were temporary issues, as the employee typically does outstanding work. On numerous occasions I followed behind a specific employee where I found issues with the equipment. Specifically I found the SCBA empty on one occasion and several weeks later found the regulator not hooked up with the thread cover still on the bottle. At this point I contacted the person to make them aware. His response to me was that he would talk to his FAO to make sure he would do a better check next time. I am definitely not the truck check police, but there are a couple things that are unacceptable and I believe this falls into that category. The issue was handled with a simple conversation. The interesting thing that came out of this scenario was the difference of opinion regarding who is responsible for "YOUR" SCBA. He felt it was the responsibility of the FAO, everybody else in the world thinks that you are responsible for your own SCBA.
Joel,
I agree that some people need to stop being lazy and relying on other people to do their job. I'm a firm believer in checking your own equipment since it is your life safety. I also think you handled this situation properly by contacting the person and discussing the problem you had with him. I think this problem could have gotten a lot worse if complaints were being sent up the chain and it would have gotten blowed out of proportion sometimes handling things at a company level is all that is needed.
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Since I have not been a supervisor long my experiences with problem employees are limited. One example I can think of, similar to what several others here have experienced, is a employee that had been in the fire service for several years but had a reputation of being a under performer. This employee was always willing to help around the firehouse, however, rarely took initiative to complete projects on his own. On emergency scenes he would fade into the background and only assist when directed by others to do so. Like the employee Toothman encountered, this employee was surprised to hear he was not meeting expectations. He revealed that he had always played a supportive role in the fire service, assisting co-workers however they directed him to do so. He had never been expected to make decisions and perform on his own and now lacked the self confidence to do so.
I learned many things from this experience. First, I learnt how to set clearer expectations. I also found that I needed a means to assist employees that were having problems meeting those expectations. I was mentored in how to develop a performance improvement plan and found it to be a great resource. The employee worked hard, gained confidence and now is a very productive member of the team.
Levi,
My employee situation was similar the guy I had was not given a fair chance by the crews because he wasn't popular or the normal funny guy. Once I had time to work with him and show the other guys he was very bright then the crews opened up to him also. Once the crews were on board the firefighter became part of the family and was well liked by everybody. He also turned out to be one of the most high performing employees always taking on new tasks.
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The problem: lazy under performer
This employee is a seasoned ff with many years on the job. They have a wealth of valuable knowledge and often times could be a great contributor to the crew. The problem was that this employee seemed to think that since they were "seasoned" and had newer people under them, that they could slack and not meet minimum requirements. In this case "seasoned" did not imply mastery of skills or high performance as most would think. Often times this employee was seen in the back of training's and would never participate unless forced to. When they were forced to participate, their attitude would be terrible and often affect others attitudes. This could fall into another problem category but to me this was lazy (and selfish) which then lead to under performance. Due to this employee not participating and staying up to date on skills, abilities and new techniques, their performance on actual calls was seen by myself and other members of the crew as poor. They would use old methods on calls while others were using more up to date methods.
What I learned:
Although i agree that as you near the end of your career you should be able to relax a little and let the new young guys take over, i also feel that you still need to pull your weight and set a good example for the new guys to want to portray. Once i addressed this with this person, they seemed to understand and not realize that this was happening. They also did not realize how this impacted others. No excuses were made. Performance was brought back up to acceptable and a slight attitude change was noted.
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The Excuse Meister:
We hired a new career FF years ago that came to us from a previous full time position at another area department. While training and running this new hire through his orientation packet he would make common and expected mistakes of a new hire. The problem was that every mistake that was made was followed up with a combination of his standard excuses. 1) I did it that way because that's how my old department did it. 2) Flat out denial that a mistake was made. 3) Debating with whomever was training him that the way we were doing things was wrong. After several conversations with this employee from both peers and supervisors, he was notified that the excuses need to stop and he just needed to own the mistake and learn from it. After several months of poor performance and consistent excuse making the entire crew sat down together and tried to figure out why this employee had an excuse for every mistake. We identified two areas that we believe contributed to him making excuses. This individual was part of the millennial generation and he seemed to feel threatened or made uncomfortable with corrective actions or constructive criticism. He also seemed embarrassed about making mistakes furthering his need to make excuses. This employee never changed his excuse making and ended up not making probation.
When I was mentoring new hires I would see this alot and it was always the experienced guys. The excuse was always that they did it different at their last department, rather I haven't did that it awhile or even I don't know how to do that. I would have more respect for someone to just say I made a mistake, instead of the ten thousand excuses I've already heard. I know it's hard for us to admit we don't know how to do something but it's better than doing something and getting someone or themselves hurt.
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Several years ago I was responsible for an employee with a horrible attitude. They were competent at their duties but only wanted to do something on their terms. The situation was made more difficult as this person had several past supervisors that did nothing about the problem. Everybody complained about this person but nothing was ever done so this employee felt I was just picking on them and did not like them. It was very frustrating and I admit at times I did not handle the issues properly as they were very good at drawing me into arguing with them. No paper trail existed on this person so I was even questioned by my supervisor if I was treating them unfairly.
This situation was difficult because it involved their attitude (especially towards me) and not performance. Poor performance would have been much easier to address and deal with. It was not easy but I stuck to what I felt was right.
It has been several years since I dealt with this issue and to this day this person still "trashes" me as they truly believe I was unfair to them since it seemed no other supervisor had an issue with them.
What I learned most from this is if a problem employee gets passed from supervisor to supervisor they get harder to fix.
I completely agree with you David. Sometimes, as supervisors we inherit issues that were poorly managed or not dealt with at all. This becomes a problem for the supervisor that is attempting to do their job and manage their personnel. Just because there has been no formal documentation that issues exist, doesn't mean that the issues you encounter as their supervisor aren't credible. This further proves the importance of not only doing your job as a supervisor, but also the importance of documenting a subordinates behavior both positive and negative.
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Early in my career here we had a Firefighter that wasn't meeting expectations and was close to being let go. My self and another FF took this employee and worked with him every day for a month or more until he was well trained in his job. It wasn't difficult, This person just had no fire experience and needed help with the basic things. He was good in the EMS side of things. So we just started from scratch and worked our way through the packet. It took a little longer than most people but we got it done and he did well from then on except he had this thing we called " Tone Terror", whenever the tones would go off he would almost go into SVT. There was nothing we could do about that. Sometimes it's good for all of us to not overlook the basic things and to refresh our selves on them. I know we will get the stair chair out and work with it from time to time cause if you don't, it can make you look pretty silly on a scene. Just things like that to make life a bit easier.
Kevin Stevens
Kevin, I remember this very well. This employee did not lack the proper amount of intelligence needed for this job. But he did lack the proper mental toughness that is appropriate for handling any given emergency that could be encountered while on shift. The mental foundation/ability to process calls (during the emergency and after) is a given trait that people must possess. It is hard to train a subordinate on how to operate equipment properly when their brain turns to soggy cereal as soon as the tones drop.
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David,
I agree with your issue. Some people get overlooked and kind of lost over the years. That being said, it does take tracking or documenting different issues. Once a list of issues is made, presented as a training issue rather than discipline, it is usually received much better.
Complacence also comes into play. I feel for you, I've had similar issues with certain people. The fact of holding grudges rather than taking it as constructive isn't right.
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Kevin,
Good job at mentoring the person. Unfortunately, one person cant change how others brain responds when they are called into action. That issue is more on the persons ability to control his anxiety and learn coping mechanisms. We can recommend different techniques, but ultimately its up to the individual to find a way or find another line of work.
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I won't pretend to have a lot of experience in counseling employees as a supervisor, but I have seen many situations that relate to this topic. I worked with a firefighter that had many years of experience and was in the twilight of his career. The supervisor we worked for ignored the problem of him being lazy and making excuses for poor job performance. It was easier for the supervisor to place the burden on the other crew members than to deal with an uncomfortable situation. After many frustrating months working as this guys partner I realized he wasn't necessarily lazy or unmotivated. He had been shuffled around the department and felt under valued which led to him being unmotivated. His supervisors didn't deal with the issue and sent him to a out laying station and had little expectation for him. After I took the time to talk to him and recognizing he wanted to be more active I started helping him work on updating his skills. I was also able to have him teach myself and another member of the crew from his many years of experience. It led to the "senior firefighter" feeling like he contributed to the crew and gave him buy in. The firefighter and I had set expectations for each other as partners and both were able to meet them. We became a great team and I was glad I didn't write him off as many had.
Good job on helping this guy to an outline station and forget about them, out of sight out of mind. This is a job were we depend on each other and we need to look out for each other. Our lives may be in these peoples hands one day. So making sure people are up on their skills is an important part of our job. Also letting people know they're appreciated and that they're doing a good job may seem a little petty, but to some people it's what some people need every once in a while.
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First I want to make clear, this is prior to the Fire Service and in a food service field.
I was a supervisor of about 30 people when a restructure/relocation project took place within the organization. I went from the supervisor to one of the grunts being supervised. I had an employee that fit into most of the categories the article mentioned. As his supervisor, he caused me more heart ache than any one else. After the restructure we were considered equals. I was driving into work one day and noticed him in front of me. He was smoking weed on his way in. It was obvious and when we reached the parking lot, it was even more clear. I had him dead to rights, this problem was now gone. All I had to do is let him in the back door and open my mouth. Instead, I grabbed him prior to reaching the back door. I said "it looks like your not feeling well and that you just need to go home for the day". He looked at me with this blank stare, and I said "that is what I am going to tell them when I get inside, that way I don't have to tell them the truth about what I saw on the way in". He simple got into his car and drove a way.
I thought at the time he would return the next day and be thankful to me for helping him to see the light of day. Not the case, he simple showed up sober and continued his normal behavior for the next week, then he continued more of the same just not with the sober part. The truth is, you rarely can change attitude and lifestyle like that with a single encounter. I followed the golden rule. I stand by my decision. However, I learned that doing the right thing doesn't always work out the way you want. That's OK, keep doing it, you will always outweigh the bad with good, by far.
Side Note: when I was renamed the manager again, I FIRED him first chance I got>>>>
While it can be agreed that "doing the right thing is often the most difficult," standing by your decision is admirable. It sounds like the employee/ peer never took a look in the mirror and asked himself why he was always being held back or why he was never the go to guy by management to get things done. What it appears this boils down to in my opinion is lack of initiative on the part of the employee and management played a part in this by not mentoring him. It is important to note as a supervisor that we can only steer an employee in the correct direction it is up to them to have the drive and take initiative to make the necessary corrections to change the opinion of others so they can excel in their chosen profession.
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Lazy Lump description is very accurate. Over the years have also learned that an employee that has been determined by others to be lazy, may in fact not be lazy at all.
My narrative is based on previous employment as a production supervisor building new homes.
New home construction finding general maintenance type of people is hard to find. We were going thru interviews in search of people experienced in handy man type of work that encompassed having knowledge in various aspects of home building and the ability to make repairs as needed. At this particular time we needed someone that can do interior trim, cabinets, drywall, labor work etc. After interviews hired a gentleman that met the objectives we needed based off resume and experience.
First few weeks everything seemed ok. He was given list of work that needed done, naturally the task were more labor to see his work ethic, then getting into more detailed jobs as he proved he wanted to work and seemed competent to do the jobs given. Over time kept noticing jobs not getting complete they way they should and everything taking longer than should take. This is know giving the impression he is becoming lazy. After talking to this employee about his progress it became more evident his experience did not match his resume. That explained why he seemed to be lazy, but in fact he was trying but did not know how to do certain things.
Fortunately the number of houses under construction slowed down and I had more time to spend with him and was able to teach him and because he was actually not lazy, he put more effort into learning and made a valuable employee.
I learned that expectations are different for everyone although the same people have the overall general expectation.
It sounds like exactly what happened is what needed to happen with this employee. Sometimes employees are afraid to admit that they do not have the knowledge to complete a specific task for fear of getting in trouble or fired. It is apparent that after taking the time to teach the employee what he needed to know that his knowledge was better and tasks were then completed. The expectations for most people are the most important item that a supervisor can be upfront about. The second most important thing is that the supervisor takes time to learn each employee and identify weaknesses and assist the employee in making changes to those weaknesses either knowledge/ education or mentoring. Especially in the field that you are speaking about here sometimes the best way to train up on something is to have the employee see one, do one, and teach one. Personally, I find this approach one of the best ways to teach. Seeing a task done by someone who is knowledgeable in the task, performing the task while being evaluated shows the mentor exactly where the weaknesses are, and teaching the task to another person gives the employee some introspection as to where possible weaknesses maybe and the best ways to overcome them.
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When I was a station lieutenant I supervised an individual that was an inherently lazy employee. Laziness was something that extremely irritated me. I would passively and jokingly comment to the employee about their laziness in hopes they would get the hint. One day, we were loading supply line after hose testing and this employee was nowhere to be found. I found the employee talking on his cell phone and I blew up. I yelled irrationally at the employee. After my temper tantrum, I found out that the employee was having a small family emergency that they needed to attend to. Talk about feeling like an ass.
This employee situation was handled inappropriately by me. I have learned through higher education and experience that supervisors and managers should not have a one size fits all approach to handling personnel problems. My passive approach may have worked with a different individual; however, it didn’t work with this particular person. Instead, it led to me acting unprofessional. In this situation, I should have had a formal coaching approach with this individual. The employee did perform better after we had a conversation, I apologized for my behavior. However, it is unknown to me if I breached trust and respect from that employee.
I have been guilty of being to passive in some situations and thinking an individual would get the hint and need to realize some people are not reached that way. It also lead to a build up of stress in me to when I addressed the issue I went overboard on the particular situation due to all the other issues I should have addressed earlier. The best we can do is to try and learn from our mistakes.
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The Excuse Meister:
We hired a new career FF years ago that came to us from a previous full time position at another area department. While training and running this new hire through his orientation packet he would make common and expected mistakes of a new hire. The problem was that every mistake that was made was followed up with a combination of his standard excuses. 1) I did it that way because that's how my old department did it. 2) Flat out denial that a mistake was made. 3) Debating with whomever was training him that the way we were doing things was wrong. After several conversations with this employee from both peers and supervisors, he was notified that the excuses need to stop and he just needed to own the mistake and learn from it. After several months of poor performance and consistent excuse making the entire crew sat down together and tried to figure out why this employee had an excuse for every mistake. We identified two areas that we believe contributed to him making excuses. This individual was part of the millennial generation and he seemed to feel threatened or made uncomfortable with corrective actions or constructive criticism. He also seemed embarrassed about making mistakes furthering his need to make excuses. This employee never changed his excuse making and ended up not making probation.
Those damn millennials! Just joking (mostly) Making mistakes is something we are all guilty of at one time or another. I have also made my fair share of excuses when I have screwed up. Learning from the mistakes is the tricky part. When it comes to training an employee a raw newbie who is willing to listen to criticism is much easier to work with than an experienced one with an excuse for every time they do something wrong.
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I once had an employee (not at a fire department), that could be labeled in all of these categories.
I was given a middle of the road employee, whom had received okay evaluations year after year, proving she could do her job without direct supervision all the time. After watching this employee work for several months and not seeing any “actual usable” product from her desk, I realized that this employee’s past supervisors did not help her or any would be supervisor by just letting her skate by. Her past bosses didn’t have the balls to give this lazy, unaccountable, poor performer the rating she deserved. This employee had been doing this same job for many years.
I set up a coaching session and gave her exactly what my expectations were from her, I informed her the work she was putting out was not correct, and we would revisit her products in three months. In three months I met with her again and she still didn’t have a clue so we discussed this issues and set a date to meet again in 3 months. She did not get any better and I moved her out of my section into an easier and less stressful job.
I learned that by giving people a “pass” and powdering their evals, does not help them or anyone else, even if this troubled employee is no longer working for me.
Undoing another supervisors (multiple) mess can be daunting. The employee has been given a pass for so long they don't know any different so it's hard to for them to recognize that they are failing let alone correct the situation. I agree with setting expectations and a time frame to achieve those expectations. Did you ever follow up to see if she improved in a less stressful job?
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When I was a station lieutenant I supervised an individual that was an inherently lazy employee. Laziness was something that extremely irritated me. I would passively and jokingly comment to the employee about their laziness in hopes they would get the hint. One day, we were loading supply line after hose testing and this employee was nowhere to be found. I found the employee talking on his cell phone and I blew up. I yelled irrationally at the employee. After my temper tantrum, I found out that the employee was having a small family emergency that they needed to attend to. Talk about feeling like an ass.
This employee situation was handled inappropriately by me. I have learned through higher education and experience that supervisors and managers should not have a one size fits all approach to handling personnel problems. My passive approach may have worked with a different individual; however, it didn’t work with this particular person. Instead, it led to me acting unprofessional. In this situation, I should have had a formal coaching approach with this individual. The employee did perform better after we had a conversation, I apologized for my behavior. However, it is unknown to me if I breached trust and respect from that employee.
Probably not the only time you felt like an ass. It's good you recognized how and where you went wrong with this. It's easy to react the way you did because of this employees past behavior. I'm sure you apologizing helped the situation because you owned your mistake.
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Several years ago I was responsible for an employee with a horrible attitude. They were competent at their duties but only wanted to do something on their terms. The situation was made more difficult as this person had several past supervisors that did nothing about the problem. Everybody complained about this person but nothing was ever done so this employee felt I was just picking on them and did not like them. It was very frustrating and I admit at times I did not handle the issues properly as they were very good at drawing me into arguing with them. No paper trail existed on this person so I was even questioned by my supervisor if I was treating them unfairly.
This situation was difficult because it involved their attitude (especially towards me) and not performance. Poor performance would have been much easier to address and deal with. It was not easy but I stuck to what I felt was right.
It has been several years since I dealt with this issue and to this day this person still "trashes" me as they truly believe I was unfair to them since it seemed no other supervisor had an issue with them.
What I learned most from this is if a problem employee gets passed from supervisor to supervisor they get harder to fix.
I agree it is very hard when you are given a problem that has been passed through many other supervisors, which was a very common practice. As an employee it is a morale killer for your crew if it isn't addressed. It is hard for the employee to understand because it was never brought to their attention, and hard for the crew because they are held to a different standard. Doing the right thing isn't always the popular or easy choice.
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Problem......Lazy Lump
I believe most people that I have supervised over the last 20 years all want to do a good job. But on occasion including my-self will become lazy from time to time. I had a guy that worked for me that always did a great job with every task that I had ask him accomplish. But what I didn't know was that when I wasn't around he would not do a thing except play on his phone and the computer. Other team members would complain that if I was not there he would do as little as possible and would find every excuse not to work. I noticed that if I did not give him an assignment every morning he would do nothing at all but sit around and wait for me to come back in and he would jump up and act like he was doing something. So I pulled him into the office and I told him what is co-workers were saying about him and also what I had observed over the last couple of weeks. I explained to him that he was letting the team down and that he needed to start pulling his fair share and that is behavior is not acceptable. He agreed and after that day I had no complaints are issues with this employee.
I do agree with you that most people want to do a good job and be productive. The further I have gone in my career I have realized the importance of clear expectations. I find it more difficult to support the employee meeting those expectations. Every employee is different and how you reach one employee doesn't translate to the next one. I think being honest with their situation is always the best way to go. Hopefully out of the respect of an honest evaluation they can become an effective member of the team.
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I won't pretend to have a lot of experience in counseling employees as a supervisor, but I have seen many situations that relate to this topic. I worked with a firefighter that had many years of experience and was in the twilight of his career. The supervisor we worked for ignored the problem of him being lazy and making excuses for poor job performance. It was easier for the supervisor to place the burden on the other crew members than to deal with an uncomfortable situation. After many frustrating months working as this guys partner I realized he wasn't necessarily lazy or unmotivated. He had been shuffled around the department and felt under valued which led to him being unmotivated. His supervisors didn't deal with the issue and sent him to a out laying station and had little expectation for him. After I took the time to talk to him and recognizing he wanted to be more active I started helping him work on updating his skills. I was also able to have him teach myself and another member of the crew from his many years of experience. It led to the "senior firefighter" feeling like he contributed to the crew and gave him buy in. The firefighter and I had set expectations for each other as partners and both were able to meet them. We became a great team and I was glad I didn't write him off as many had.
This seems to happen often, the easy fix is to send them to an outlying station and then it’s all good, but I believe the folks at the outlying stations need to be solid because you’re on your own for bit till help arrives. I believe everyone here has good qualities and everyone has their strengths and weaknesses, that’s why we work as a team. If we could just all realize that we are all here for the same reason and help each other out from time to time life would be much better.
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The problem: under performer.
When I was a first line supervisor at another department the job performance of a 3rd year firefighter was brought into question. His performance was described as slow and unenergetic. He required to be told when, where and how to preform day to day tasks. Now his fire and EMS skills were on par with his peers and as a person he was a good guy. The Chiefs were considering terminating his employment but first wanted to give him a chance to improve. At the time I was not his supervisor, so I volunteered to take him as my firefighter. I called him in to my office and had a very frank discussion on how the Chiefs felt and what could happen if things didn’t change. At the end of our meeting he told me he had no idea that he was doing anything wrong, or was in need of any improvement. He was honest in his regret and wanted to work towards positive change.
The solution:
He and I worked on forming a 90 day improvement plan. He was given small goals each shift to meet and larger goals to meet by the end of each 30 days. Before the end of the 90 days he had made great improvements and was taken off the plan early.
What I learned:
While I was working with him it became very clear that no one had ever informed him of the department’s expectations. He came to work and took calls, and that was it. He felt if something needed done, someone would tell him. He wasn’t undermanaged, he was over managed. He had his hand held and was never encouraged to take the initiative.
Mike,
Kudos for taking the time to mentor and define the expectations. Clearly defining both the department's and your personal expectations are key to being able to truly judge someone's performance. Most of the time, I believe we get complacent with conveying our expectations to experienced personnel because we assume that they know how to function, however sometimes that experience may only just be years and not true experience.
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The problem: lazy under performer
This employee is a seasoned ff with many years on the job. They have a wealth of valuable knowledge and often times could be a great contributor to the crew. The problem was that this employee seemed to think that since they were "seasoned" and had newer people under them, that they could slack and not meet minimum requirements. In this case "seasoned" did not imply mastery of skills or high performance as most would think. Often times this employee was seen in the back of training's and would never participate unless forced to. When they were forced to participate, their attitude would be terrible and often affect others attitudes. This could fall into another problem category but to me this was lazy (and selfish) which then lead to under performance. Due to this employee not participating and staying up to date on skills, abilities and new techniques, their performance on actual calls was seen by myself and other members of the crew as poor. They would use old methods on calls while others were using more up to date methods.
What I learned:
Although i agree that as you near the end of your career you should be able to relax a little and let the new young guys take over, i also feel that you still need to pull your weight and set a good example for the new guys to want to portray. Once i addressed this with this person, they seemed to understand and not realize that this was happening. They also did not realize how this impacted others. No excuses were made. Performance was brought back up to acceptable and a slight attitude change was noted.
Agreed that a "seasoned" employee should be able to relax at the end of their career, however they also need to not only maintain but also update their skills and knowledge to the ever changing advancements of the fire service. There is no excuse for using old techniques in the current day and age of technology at our fingertips. Come on, use that electronic device for something other than crushing candies.
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I haven't dealt with to many employee problems. I have dealt with new hire employees being their mentor and sometimes those new hires are considered lazy or lacking the ability to do the job correctly. I was advised to mentor this one new hire and I was told he was the Inherited poor performer. After working with this employee for awhile I realized how bright he was and was an excellent resource for our organization. So once I figured this out I told the other employees about him and how he was very bright and excellence at his job. Once the crew gave the guy some time and opened up to him they found out he was an asset to our team.
I learned a lot from this mentoring job . I wont let other employees sway my opinion about other employees. This employee was on the verge of being released from the academy and turned out to be an excellent person and employee for us all it took was somebody taking the time to become his friend and just listen to him and give him the chance to prove himself. This employee no longer works with us he moved on to a different organization and we lost a good firefighter.
Good job Ross, So many people form an opinion about someone over what someone else has said about them, All people are wired different, Someone wrote in here about people doing things a different way then what they would have done it, but as long as the job gets done and it’s done safe who cares. I believe everyone deserves a fair shot.
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A situation I had was with an employee that had a number of issues going on. There was low motivation and also a lateness issue that was occurring. After some talks with this employee, I decided to move him and make sure there was a clear set of expectations. We also found some projects for him to work on that interested him. This led to him feeling like he got a fresh start. This sparked an interest in doing things that he was interested in. He began to take on additional responsibilities that he sought out, and this was beneficial to everyone. This employee made a huge turn around with a great attitude, and he became a good performer in the organization.
I know situations do not always work out like this, but a clear set of expectations often makes a difference. I also do not like to move people around unless there is a reason, and there was a good reason for this move. We looked at all the parts of this situation, and we put some thought into it, and figured out what could make this better.
CPT Clary,
The easy thing for supervisor to do is keep a troubled or not so liked employee away from their location. Moving this employee gave him a positive feeling. All employees want to know that they are valued and in doing this, some need hard love by being pushed. I am glad everything turned out for the best.
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Problem: Senioritis
Description: As a newly promoted supervisor I struggled with trying to figure out the guys on my shift. During this time I did notice one of the crew members seemed to be more relaxed and really didn’t fulfill the Senior Firefighter role on shift. My supervisor came to me and mentioning that he had noticed it too. As a new supervisor I truly struggled of how to approach the situation and address my concerns with the crew member. I latterly thought about it for days. It that time of the year for the department’s evaluations, so I figured I would address it then.
How I handled the situation: During the crew members evaluation I spoke of how myself and my supervisor has noticed his behavior. The crew member agreed that he needed to step up and lead and that he wasn’t aware of his behavior until it being addressed in this setting. The crew member has since proven himself many times and has become a true Senior Firefighter on shift.
What I Learned: I learned a few lessons during this situation. I could have pulled the crew member aside any time before the yearly evaluation and addressed the issue. Note, that His behavior did not play a role on his evaluation. He met all expectations. I believed that he could have exceeded in some areas. I learned that allowing some time to think of how to address the situation and not having a shotgun reaction helped in the two of us getting on the same page. I learned that sometimes the employee just needed a reminder of the expectations in his role.
As a supervisor I have had to learn the difference between a so called problem employee and an employee with a different personality than myself. What I may think is a problem employee could be just that our personalities don’t align and that shouldn’t count against the employee. Just because they do something different than I would, doesn’t make them a bad employee. As long as we reach our expectation of each other, there should be no problem.
A Stafford
This is sounds similar to what i dealt with with the exception of the attitude that my employee had. Depending on how long out the eval was, it might have been better to address it sooner. I do agree with waiting and thinking and processing the situation first. Sometimes this is hard to do because we want immediate change. if there isnt an immediate safety concern, we can often wait a shift or two.
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My narrative is not necessarily with a specific person or directly relating to a problem employee. This is more about outside influence and previous experience not matching CCFD expectations leading to excuse being made “ That’s not what we do at….”
Problem: Inherited Poor Performer/Excuse Meister Combo.
Description: Previous experience and conflict while conforming to CCFD procedures.
As a career member in our organization I found myself routinely being assigned to equipment with new part-time members. The new members would come to our organization with a wide range of experience. The range spanned from brand new never worked a day in the fire service to guys with over a decade of all part-time service.
The inexperienced members would not resist CCFDs expectations, while the long time part-time from other places would reluctantly comply to our higher expectations. Often times followed by the statement “that’s not how we do it at my other job.” The first couple of times I heard that it was just noise to me, I paid no attention to that statement. After a few times I started to be annoyed with that statement. I would point out that our medics and fire trucks don’t say “JEMS” or “Washington Township” on the side. My reply was deliberately snarky and short.
None of the resistance to conform was malicious or poorly intended. The common operating procedures simply varied from the expectations from a lackadaisical and low accountability system. Our organization has higher standards that needed to be explained, coached and practiced. Examples being: Gear set out and tagged in at the start of shift, truck checks done early, EMS restocked while at hospital and house duties performed without being directed to do so. Other tasks would include dressing a hydrant, pulling and reloading triple load attack lines and apparatus placement. These all seem natural to most of us. Other less organized departments lack daily routine, training and accountability. We have all worked at a department with a lower bar of expectation.
These employee “issues” provided me an opportunity to develop a new employee with our procedures.
Coaching the new employees with our procedures was beneficial for me with constant review of how we operate, where we keep things and what we do with them.
Outcome: Leading someone to success is accomplished with proper coaching. Setting expectations, explaining rationale and practice to reinforce procedure comprehension will lead to better performance.
Failing to do this in advance of an issue is poor management.
When preparation meets opportunity success is achievable.
These issues or problem employees may not be a thing while they are working at "the other places" but organizations do have different standards for many difffernet reasons. I am glad we are at an level that we can simply tell these people to leave and that CCFD is not for them. CCFD is not perfect by any stretch-as no fire department is but if an employee cant get on board with how we do it then they need to hit the road.
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Excuse Meister
Over the years, I've heard the craziest excuses and lies come from grown men!! I have raised 3 children and haven't heard excuses so elaborate.
I could go into great detail discussing one employee, but I'm only allowed max of 500 words. In short concerning that grown man, I hope his hands someday grow bigger so he can hold the set of irons (Excuses!!!) .
I will focus on another individual that had an excuse that is definitely at the top of my crazy excuse list.
Engine was called for area coverage to Franklin Fire Station. Crew of 3 traveling routine to the station, around 20:00. It was dark and began to rain during our response. After a couple minutes of waiting, I told the driver to turn the windshield wipers on so WE can see.
After using what I call the " feeling up the dash" method, I finally told him to stop the engine. His immediate response after stopping the engine was " I'm telling on you, your delaying our response" I informed him that we have to safely arrive and at this moment we are traveling unsafely.
I then asked him again to turn on the wipers, still feeling up the dash, our jump seat FF attempted to help, I asked him to let the driver figure it out.
After a minute or so, the driver replied "I don't think this engine was ordered with windshield wipers".
The driver was switched out with my jump seat FF.
At the Franklin Station, I had the FF explain to me why he doesn't know where the wiper switch is. His reply was " its never been raining during my morning truck checks, so I never gave it any thought).
I didn't allow him the privilege of driving back to CCFD. I immediately took action and through our Captain, requested that he no longer be the FAO until he knows the engine thoroughly. That didn't sit well with the FF. In the end, not only was his knowledge improved, but my confidence in the FF improved.
I used that crazy night as a WOW moment as an officer, its always assumed that a grown man is and should be responsible enough to be the best he can be in this profession. From that point on, random quizzes occurred with other FAO's on various Engine operation or location of equipment.
I have seen this scenario play out in other context. CCFD has come a long way in our training of new drivers and FAO's. Kudos to our award winning training program. Not too long ago it was a priority to get people rushed through their drivers and FAO training. I don't think all of the blame is on the driver in your scenario. It sounds like you handled it proper at the time, however, he is not the person who signed his paper acknowledging he was a competent FAO. It also makes me wonder, if he didn't know where the wiper control was, what else did he not know?
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While working at a previous job I was in charge of a small group of people. Everyone in this group was a high performer...except for one! This individual fell into every category of bad employee. Lazy?...absolutely. Bad performer?...check. Excuses?...yup, tons of them. Bad attitude? ...one of the worst. So how did he keep his job? His father was an executive with the same company. he was a highly protected punk. All previous supervisors turned a blind eye with this employee for fear of retaliation from above. My plan was different. I was going to coach this person. We were going to work with positives not negatives. After several weeks of trying this is was apparent this person had no desire to be better at anything. I still stand by my original approach. I tried to help through coaching not punishing. No one had ever tried this with him. Ultimately this failed as he was not willing to change...anything! I was told by my boss to let it go with him and just concentrate on the team. This didn't sit well with me but I relented and backed off. I learned that even though my plan was achievable the person has to be willing to participate and has to care about their job. I also learned not everyone can be helped.
*This employee was moved to another group and continued the same behavior. Soon after that I heard he had been fired...only after his father left the company to pursue other means of employment.
The father, son combo in the workplace can be horrible. It doesn't have to be family for this scenario to happen. There was a Fire Chief at a Warren County FD that had a "son" that thought he was above the law and untouchable. I agree that not everyone can be helped. Sometimes you just have to keep feeding them rope, they will eventually hang themselves.
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Brian, I admire your ability to put aside the preconceived classification of the "Lazy Lump" employee. Having the patience and confidence in your ability to lead and work through the potential issues is very showing of your skills and maturity as a leader on your construction crew.
Fair and independent evaluation without bias provided you the understanding of his skills and with applied coaching you modified his actions to meet expectations. The lessons you provided may have changed his future and hopefully changed the opinions of others that judged him poorly. Sometimes perception is not reality. Congrats on your success with creating a team member. Ron
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Lazy Lump description is very accurate. Over the years have also learned that an employee that has been determined by others to be lazy, may in fact not be lazy at all.
My narrative is based on previous employment as a production supervisor building new homes.
New home construction finding general maintenance type of people is hard to find. We were going thru interviews in search of people experienced in handy man type of work that encompassed having knowledge in various aspects of home building and the ability to make repairs as needed. At this particular time we needed someone that can do interior trim, cabinets, drywall, labor work etc. After interviews hired a gentleman that met the objectives we needed based off resume and experience.
First few weeks everything seemed ok. He was given list of work that needed done, naturally the task were more labor to see his work ethic, then getting into more detailed jobs as he proved he wanted to work and seemed competent to do the jobs given. Over time kept noticing jobs not getting complete they way they should and everything taking longer than should take. This is know giving the impression he is becoming lazy. After talking to this employee about his progress it became more evident his experience did not match his resume. That explained why he seemed to be lazy, but in fact he was trying but did not know how to do certain things.
Fortunately the number of houses under construction slowed down and I had more time to spend with him and was able to teach him and because he was actually not lazy, he put more effort into learning and made a valuable employee.
I learned that expectations are different for everyone although the same people have the overall general expectation.
I like how you describe that experience did not match resume. This is not uncommon. Sometimes people pad their resumes, or they may have a lot of training , but not experience. You dove into the situation and found there was more to it and not just this guy being lazy. You decided to work with him and not just cut him loose. It sounds like you made a good decision and gained a good employee through your efforts.
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Excuse Meister
Over the years, I've heard the craziest excuses and lies come from grown men!! I have raised 3 children and haven't heard excuses so elaborate.
I could go into great detail discussing one employee, but I'm only allowed max of 500 words. In short concerning that grown man, I hope his hands someday grow bigger so he can hold the set of irons (Excuses!!!) .
I will focus on another individual that had an excuse that is definitely at the top of my crazy excuse list.
Engine was called for area coverage to Franklin Fire Station. Crew of 3 traveling routine to the station, around 20:00. It was dark and began to rain during our response. After a couple minutes of waiting, I told the driver to turn the windshield wipers on so WE can see.
After using what I call the " feeling up the dash" method, I finally told him to stop the engine. His immediate response after stopping the engine was " I'm telling on you, your delaying our response" I informed him that we have to safely arrive and at this moment we are traveling unsafely.
I then asked him again to turn on the wipers, still feeling up the dash, our jump seat FF attempted to help, I asked him to let the driver figure it out.
After a minute or so, the driver replied "I don't think this engine was ordered with windshield wipers".
The driver was switched out with my jump seat FF.
At the Franklin Station, I had the FF explain to me why he doesn't know where the wiper switch is. His reply was " its never been raining during my morning truck checks, so I never gave it any thought).
I didn't allow him the privilege of driving back to CCFD. I immediately took action and through our Captain, requested that he no longer be the FAO until he knows the engine thoroughly. That didn't sit well with the FF. In the end, not only was his knowledge improved, but my confidence in the FF improved.
I used that crazy night as a WOW moment as an officer, its always assumed that a grown man is and should be responsible enough to be the best he can be in this profession. From that point on, random quizzes occurred with other FAO's on various Engine operation or location of equipment.
Sometimes people make excuses to try to avoid embarrassment. That often makes a situation worse, but it does happen. When an employee makes excuses, or commits an error, sometimes we have to ask ourselves as supervisors what we did to contribute to the problem. If we assume people know things, or can handle situations, we may be setting ourselves up for failure. Many of the posts on this current topic talk about expectations. If we do not lay out clear expectations for people, then we can't expect them to know what we want. In situations where we want or need certain things, it is up to the supervisor to make this clear. When an employee makes a mistake, while trying to do the right thing, that is okay. When they do not do what we want them to do because they do not know our expectations, that is our fault. If an employee is incompetent, that is a different situation, but it still involves expectations. We are a team, so sometimes we have to start back at the beginning to get team members to where they need to be. Just like you talked about the FF improving through the effort you put into him. It is up to us as supervisors to set people up for success. If they cannot succeed, that is on them, but we need to put the time and effort in so we can say we did our part.
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I won't pretend to have a lot of experience in counseling employees as a supervisor, but I have seen many situations that relate to this topic. I worked with a firefighter that had many years of experience and was in the twilight of his career. The supervisor we worked for ignored the problem of him being lazy and making excuses for poor job performance. It was easier for the supervisor to place the burden on the other crew members than to deal with an uncomfortable situation. After many frustrating months working as this guys partner I realized he wasn't necessarily lazy or unmotivated. He had been shuffled around the department and felt under valued which led to him being unmotivated. His supervisors didn't deal with the issue and sent him to a out laying station and had little expectation for him. After I took the time to talk to him and recognizing he wanted to be more active I started helping him work on updating his skills. I was also able to have him teach myself and another member of the crew from his many years of experience. It led to the "senior firefighter" feeling like he contributed to the crew and gave him buy in. The firefighter and I had set expectations for each other as partners and both were able to meet them. We became a great team and I was glad I didn't write him off as many had.
Nice to see you did not let others dictate your overall impression of the employee. Taking the time to figure out the employee and understand how he thinks and what is important to him made a difference in his response to you. Setting expectations keeps everyone on the same page.
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The scenario I am writing about deals with a combination of excuses and laziness. I do believe they were temporary issues, as the employee typically does outstanding work. On numerous occasions I followed behind a specific employee where I found issues with the equipment. Specifically I found the SCBA empty on one occasion and several weeks later found the regulator not hooked up with the thread cover still on the bottle. At this point I contacted the person to make them aware. His response to me was that he would talk to his FAO to make sure he would do a better check next time. I am definitely not the truck check police, but there are a couple things that are unacceptable and I believe this falls into that category. The issue was handled with a simple conversation. The interesting thing that came out of this scenario was the difference of opinion regarding who is responsible for "YOUR" SCBA. He felt it was the responsibility of the FAO, everybody else in the world thinks that you are responsible for your own SCBA.
Amazes me some of the things we see happen. I remember from 36 hour class in 1995 the first thing we were taught in respect to gear was YOUR SCBA was YOUR responsibility. Thankfully you approached him about the problem, that problem may have gone on till someone got hurt.
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The scenario I am writing about deals with a combination of excuses and laziness. I do believe they were temporary issues, as the employee typically does outstanding work. On numerous occasions I followed behind a specific employee where I found issues with the equipment. Specifically I found the SCBA empty on one occasion and several weeks later found the regulator not hooked up with the thread cover still on the bottle. At this point I contacted the person to make them aware. His response to me was that he would talk to his FAO to make sure he would do a better check next time. I am definitely not the truck check police, but there are a couple things that are unacceptable and I believe this falls into that category. The issue was handled with a simple conversation. The interesting thing that came out of this scenario was the difference of opinion regarding who is responsible for "YOUR" SCBA. He felt it was the responsibility of the FAO, everybody else in the world thinks that you are responsible for your own SCBA.
Joel,
Good job quickly bringing the issues to the attention of the person whom you were working after. Most of the time a discrepancy can be resolved with a simple conversation handling at the lowest level and not having to go to that person’s supervisor.
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The problem: lazy under performer
This employee is a seasoned ff with many years on the job. They have a wealth of valuable knowledge and often times could be a great contributor to the crew. The problem was that this employee seemed to think that since they were "seasoned" and had newer people under them, that they could slack and not meet minimum requirements. In this case "seasoned" did not imply mastery of skills or high performance as most would think. Often times this employee was seen in the back of training's and would never participate unless forced to. When they were forced to participate, their attitude would be terrible and often affect others attitudes. This could fall into another problem category but to me this was lazy (and selfish) which then lead to under performance. Due to this employee not participating and staying up to date on skills, abilities and new techniques, their performance on actual calls was seen by myself and other members of the crew as poor. They would use old methods on calls while others were using more up to date methods.
What I learned:
Although i agree that as you near the end of your career you should be able to relax a little and let the new young guys take over, i also feel that you still need to pull your weight and set a good example for the new guys to want to portray. Once i addressed this with this person, they seemed to understand and not realize that this was happening. They also did not realize how this impacted others. No excuses were made. Performance was brought back up to acceptable and a slight attitude change was noted.
Justin, I think your post is a good example of a "problem" employee we encounter frequently. In several posts there has been a common theme that the employee did not realize they were not meeting expectations, even when the expectations had previously been clearly defined. You identified that the employee's performance had fallen below the department standard, and didn't overlooked or shrugged it aside. You were able to re-establish the expectations and the employee improved their performance with this nudge. I learned a lot from your post. This was a good reminder to me that perceptive supervision and small adjustments to performance in the present can prevent major issues in the future.
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I once had an employee (not at a fire department), that could be labeled in all of these categories.
I was given a middle of the road employee, whom had received okay evaluations year after year, proving she could do her job without direct supervision all the time. After watching this employee work for several months and not seeing any “actual usable” product from her desk, I realized that this employee’s past supervisors did not help her or any would be supervisor by just letting her skate by. Her past bosses didn’t have the balls to give this lazy, unaccountable, poor performer the rating she deserved. This employee had been doing this same job for many years.
I set up a coaching session and gave her exactly what my expectations were from her, I informed her the work she was putting out was not correct, and we would revisit her products in three months. In three months I met with her again and she still didn’t have a clue so we discussed this issues and set a date to meet again in 3 months. She did not get any better and I moved her out of my section into an easier and less stressful job.
I learned that by giving people a “pass” and powdering their evals, does not help them or anyone else, even if this troubled employee is no longer working for me.
Tim, I commend you for not wavering in you expectations. You had a set standard that you held the employee to. I think it's easy to sometimes fall into the trap of making exceptions for employees. Whether it's because they are senior members, they are going through a tough family situation, or any other number of excuses. Sometimes it is the easy way out to make exceptions. You offered help where you where able, but did not change the expectations. You also followed through with the employee after they failed to meet the standard. I learned a lot from your post.
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???? (http://papercoating.ru/shop/579711)???? (http://paraconvexgroup.ru/shop/683887)???? (http://parasolmonoplane.ru/shop/1165326)Laws (http://parkingbrake.ru/shop/1165394)???? (http://partfamily.ru/shop/1047757)???? (http://partialmajorant.ru/shop/1167151)XVII (http://quadrupleworm.ru/shop/153773)???? (http://qualitybooster.ru/shop/152570)Elto (http://quasimoney.ru/shop/505767)???? (http://quenchedspark.ru/shop/476105)Wren (http://quodrecuperet.ru/shop/124110)???? (http://rabbetledge.ru/shop/1044109)Code (http://radialchaser.ru/shop/109085)Phot (http://radiationestimator.ru/shop/67340)???? (http://railwaybridge.ru/shop/321767)???? (http://randomcoloration.ru/shop/476714)Rush (http://rapidgrowth.ru/shop/522436)???? (http://rattlesnakemaster.ru/shop/125482)???? (http://reachthroughregion.ru/shop/124695)???? (http://readingmagnifier.ru/shop/81146)Aman (http://rearchain.ru/shop/317986)Deiv (http://recessioncone.ru/shop/465155)Stra (http://recordedassignment.ru/shop/13866)
???? (http://rectifiersubstation.ru/shop/1046068)???? (http://redemptionvalue.ru/shop/1057956)???? (http://reducingflange.ru/shop/1066124)???? (http://referenceantigen.ru/shop/1692034)Daft (http://regeneratedprotein.ru/shop/1194983)Anth (http://reinvestmentplan.ru/shop/120491)???? (http://safedrilling.ru/shop/1292311)Fleu (http://sagprofile.ru/shop/1033536)???? (http://salestypelease.ru/shop/1063542)???? (http://samplinginterval.ru/shop/1387642)Erne (http://satellitehydrology.ru/shop/1405273)???? (http://scarcecommodity.ru/shop/1419317)???? (http://scrapermat.ru/shop/1208162)???? (http://screwingunit.ru/shop/1483133)???? (http://seawaterpump.ru/shop/165367)Stop (http://secondaryblock.ru/shop/242933)???? (http://secularclergy.ru/shop/105065)???? (http://seismicefficiency.ru/shop/29080)???? (http://selectivediffuser.ru/shop/46365)Becu (http://semiasphalticflux.ru/shop/395432)???? (http://semifinishmachining.ru/shop/64934)???? (http://spicetrade.ru/spice_zakaz/134)???? (http://spysale.ru/spy_zakaz/134)
???? (http://stungun.ru/stun_zakaz/134)???? (http://tacticaldiameter.ru/shop/459894)Dawn (http://tailstockcenter.ru/shop/463055)???? (http://tamecurve.ru/shop/82188)???? (http://tapecorrection.ru/shop/82907)???? (http://tappingchuck.ru/shop/484191)Carn (http://taskreasoning.ru/shop/495868)Shin (http://technicalgrade.ru/shop/1812811)???? (http://telangiectaticlipoma.ru/shop/617378)VIII (http://telescopicdamper.ru/shop/614525)???? (http://temperateclimate.ru/shop/249732)Char (http://temperedmeasure.ru/shop/394298)???? (http://tenementbuilding.ru/shop/407145)tuchkas (http://tuchkas.ru/)memo (http://ultramaficrock.ru/shop/460106)???? (http://ultraviolettesting.ru/shop/475024)
-
audiobookkeeper (http://audiobookkeeper.ru)cottagenet (http://cottagenet.ru)eyesvision (http://eyesvision.ru)eyesvisions (http://eyesvisions.com)factoringfee (http://factoringfee.ru)filmzones (http://filmzones.ru)gadwall (http://gadwall.ru)gaffertape (http://gaffertape.ru)gageboard (http://gageboard.ru)gagrule (http://gagrule.ru)gallduct (http://gallduct.ru)galvanometric (http://galvanometric.ru)gangforeman (http://gangforeman.ru)gangwayplatform (http://gangwayplatform.ru)garbagechute (http://garbagechute.ru)gardeningleave (http://gardeningleave.ru)gascautery (http://gascautery.ru)gashbucket (http://gashbucket.ru)gasreturn (http://gasreturn.ru)gatedsweep (http://gatedsweep.ru)gaugemodel (http://gaugemodel.ru)gaussianfilter (http://gaussianfilter.ru)gearpitchdiameter (http://gearpitchdiameter.ru)
geartreating (http://geartreating.ru)generalizedanalysis (http://generalizedanalysis.ru)generalprovisions (http://generalprovisions.ru)geophysicalprobe (http://geophysicalprobe.ru)geriatricnurse (http://geriatricnurse.ru)getintoaflap (http://getintoaflap.ru)getthebounce (http://getthebounce.ru)habeascorpus (http://habeascorpus.ru)habituate (http://habituate.ru)hackedbolt (http://hackedbolt.ru)hackworker (http://hackworker.ru)hadronicannihilation (http://hadronicannihilation.ru)haemagglutinin (http://haemagglutinin.ru)hailsquall (http://hailsquall.ru)hairysphere (http://hairysphere.ru)halforderfringe (http://halforderfringe.ru)halfsiblings (http://halfsiblings.ru)hallofresidence (http://hallofresidence.ru)haltstate (http://haltstate.ru)handcoding (http://handcoding.ru)handportedhead (http://handportedhead.ru)handradar (http://handradar.ru)handsfreetelephone (http://handsfreetelephone.ru)
hangonpart (http://hangonpart.ru)haphazardwinding (http://haphazardwinding.ru)hardalloyteeth (http://hardalloyteeth.ru)hardasiron (http://hardasiron.ru)hardenedconcrete (http://hardenedconcrete.ru)harmonicinteraction (http://harmonicinteraction.ru)hartlaubgoose (http://hartlaubgoose.ru)hatchholddown (http://hatchholddown.ru)haveafinetime (http://haveafinetime.ru)hazardousatmosphere (http://hazardousatmosphere.ru)headregulator (http://headregulator.ru)heartofgold (http://heartofgold.ru)heatageingresistance (http://heatageingresistance.ru)heatinggas (http://heatinggas.ru)heavydutymetalcutting (http://heavydutymetalcutting.ru)jacketedwall (http://jacketedwall.ru)japanesecedar (http://japanesecedar.ru)jibtypecrane (http://jibtypecrane.ru)jobabandonment (http://jobabandonment.ru)jobstress (http://jobstress.ru)jogformation (http://jogformation.ru)jointcapsule (http://jointcapsule.ru)jointsealingmaterial (http://jointsealingmaterial.ru)
journallubricator (http://journallubricator.ru)juicecatcher (http://juicecatcher.ru)junctionofchannels (http://junctionofchannels.ru)justiciablehomicide (http://justiciablehomicide.ru)juxtapositiontwin (http://juxtapositiontwin.ru)kaposidisease (http://kaposidisease.ru)keepagoodoffing (http://keepagoodoffing.ru)keepsmthinhand (http://keepsmthinhand.ru)kentishglory (http://kentishglory.ru)kerbweight (http://kerbweight.ru)kerrrotation (http://kerrrotation.ru)keymanassurance (http://keymanassurance.ru)keyserum (http://keyserum.ru)kickplate (http://kickplate.ru)killthefattedcalf (http://killthefattedcalf.ru)kilowattsecond (http://kilowattsecond.ru)kingweakfish (http://kingweakfish.ru)kinozones (http://kinozones.ru)kleinbottle (http://kleinbottle.ru)kneejoint (http://kneejoint.ru)knifesethouse (http://knifesethouse.ru)knockonatom (http://knockonatom.ru)knowledgestate (http://knowledgestate.ru)
kondoferromagnet (http://kondoferromagnet.ru)labeledgraph (http://labeledgraph.ru)laborracket (http://laborracket.ru)labourearnings (http://labourearnings.ru)labourleasing (http://labourleasing.ru)laburnumtree (http://laburnumtree.ru)lacingcourse (http://lacingcourse.ru)lacrimalpoint (http://lacrimalpoint.ru)lactogenicfactor (http://lactogenicfactor.ru)lacunarycoefficient (http://lacunarycoefficient.ru)ladletreatediron (http://ladletreatediron.ru)laggingload (http://laggingload.ru)laissezaller (http://laissezaller.ru)lambdatransition (http://lambdatransition.ru)laminatedmaterial (http://laminatedmaterial.ru)lammasshoot (http://lammasshoot.ru)lamphouse (http://lamphouse.ru)lancecorporal (http://lancecorporal.ru)lancingdie (http://lancingdie.ru)landingdoor (http://landingdoor.ru)landmarksensor (http://landmarksensor.ru)landreform (http://landreform.ru)landuseratio (http://landuseratio.ru)
languagelaboratory (http://languagelaboratory.ru)largeheart (http://largeheart.ru)lasercalibration (http://lasercalibration.ru)laserlens (http://laserlens.ru)laserpulse (http://laserpulse.ru)laterevent (http://laterevent.ru)latrinesergeant (http://latrinesergeant.ru)layabout (http://layabout.ru)leadcoating (http://leadcoating.ru)leadingfirm (http://leadingfirm.ru)learningcurve (http://learningcurve.ru)leaveword (http://leaveword.ru)machinesensible (http://machinesensible.ru)magneticequator (http://magneticequator.ru)magnetotelluricfield (http://magnetotelluricfield.ru)mailinghouse (http://mailinghouse.ru)majorconcern (http://majorconcern.ru)mammasdarling (http://mammasdarling.ru)managerialstaff (http://managerialstaff.ru)manipulatinghand (http://manipulatinghand.ru)manualchoke (http://manualchoke.ru)medinfobooks (http://medinfobooks.ru)mp3lists (http://mp3lists.ru)
nameresolution (http://nameresolution.ru)naphtheneseries (http://naphtheneseries.ru)narrowmouthed (http://narrowmouthed.ru)nationalcensus (http://nationalcensus.ru)naturalfunctor (http://naturalfunctor.ru)navelseed (http://navelseed.ru)neatplaster (http://neatplaster.ru)necroticcaries (http://necroticcaries.ru)negativefibration (http://negativefibration.ru)neighbouringrights (http://neighbouringrights.ru)objectmodule (http://objectmodule.ru)observationballoon (http://observationballoon.ru)obstructivepatent (http://obstructivepatent.ru)oceanmining (http://oceanmining.ru)octupolephonon (http://octupolephonon.ru)offlinesystem (http://offlinesystem.ru)offsetholder (http://offsetholder.ru)olibanumresinoid (http://olibanumresinoid.ru)onesticket (http://onesticket.ru)packedspheres (http://packedspheres.ru)pagingterminal (http://pagingterminal.ru)palatinebones (http://palatinebones.ru)palmberry (http://palmberry.ru)
papercoating (http://papercoating.ru)paraconvexgroup (http://paraconvexgroup.ru)parasolmonoplane (http://parasolmonoplane.ru)parkingbrake (http://parkingbrake.ru)partfamily (http://partfamily.ru)partialmajorant (http://partialmajorant.ru)quadrupleworm (http://quadrupleworm.ru)qualitybooster (http://qualitybooster.ru)quasimoney (http://quasimoney.ru)quenchedspark (http://quenchedspark.ru)quodrecuperet (http://quodrecuperet.ru)rabbetledge (http://rabbetledge.ru)radialchaser (http://radialchaser.ru)radiationestimator (http://radiationestimator.ru)railwaybridge (http://railwaybridge.ru)randomcoloration (http://randomcoloration.ru)rapidgrowth (http://rapidgrowth.ru)rattlesnakemaster (http://rattlesnakemaster.ru)reachthroughregion (http://reachthroughregion.ru)readingmagnifier (http://readingmagnifier.ru)rearchain (http://rearchain.ru)recessioncone (http://recessioncone.ru)recordedassignment (http://recordedassignment.ru)
rectifiersubstation (http://rectifiersubstation.ru)redemptionvalue (http://redemptionvalue.ru)reducingflange (http://reducingflange.ru)referenceantigen (http://referenceantigen.ru)regeneratedprotein (http://regeneratedprotein.ru)reinvestmentplan (http://reinvestmentplan.ru)safedrilling (http://safedrilling.ru)sagprofile (http://sagprofile.ru)salestypelease (http://salestypelease.ru)samplinginterval (http://samplinginterval.ru)satellitehydrology (http://satellitehydrology.ru)scarcecommodity (http://scarcecommodity.ru)scrapermat (http://scrapermat.ru)screwingunit (http://screwingunit.ru)seawaterpump (http://seawaterpump.ru)secondaryblock (http://secondaryblock.ru)secularclergy (http://secularclergy.ru)seismicefficiency (http://seismicefficiency.ru)selectivediffuser (http://selectivediffuser.ru)semiasphalticflux (http://semiasphalticflux.ru)semifinishmachining (http://semifinishmachining.ru)spicetrade (http://spicetrade.ru)spysale (http://spysale.ru)
stungun (http://stungun.ru)tacticaldiameter (http://tacticaldiameter.ru)tailstockcenter (http://tailstockcenter.ru)tamecurve (http://tamecurve.ru)tapecorrection (http://tapecorrection.ru)tappingchuck (http://tappingchuck.ru)taskreasoning (http://taskreasoning.ru)technicalgrade (http://technicalgrade.ru)telangiectaticlipoma (http://telangiectaticlipoma.ru)telescopicdamper (http://telescopicdamper.ru)temperateclimate (http://temperateclimate.ru)temperedmeasure (http://temperedmeasure.ru)tenementbuilding (http://tenementbuilding.ru)tuchkas (http://tuchkas.ru/)ultramaficrock (http://ultramaficrock.ru)ultraviolettesting (http://ultraviolettesting.ru)
-
Econ (http://audiobookkeeper.ru)
-
136.6 (http://cottagenet.ru)
-
Bett (http://eyesvision.ru)
-
Bett (http://eyesvisions.com)
-
Kobo (http://factoringfee.ru)
-
Wier (http://filmzones.ru)
-
Hear (http://gadwall.ru)
-
Peri (http://gaffertape.ru)
-
Juli (http://gageboard.ru)
-
Play (http://gagrule.ru)
-
Wind (http://gallduct.ru)
-
Atla (http://galvanometric.ru)
-
Loto (http://gangforeman.ru)
-
Gard (http://gangwayplatform.ru)
-
Obje (http://garbagechute.ru)
-
Marc (http://gardeningleave.ru)
-
Pola (http://gascautery.ru)
-
Decl (http://gashbucket.ru)
-
Bone (http://gasreturn.ru)
-
Cycl (http://gatedsweep.ru)
-
Leig (http://gaugemodel.ru)
-
Haro (http://gaussianfilter.ru)
-
Sign (http://gearpitchdiameter.ru)
-
Gran (http://geartreating.ru)
-
Jorg (http://generalizedanalysis.ru)
-
Dome (http://generalprovisions.ru)
-
Seri (http://geophysicalprobe.ru)
-
Garn (http://geriatricnurse.ru)
-
Caud (http://getintoaflap.ru)
-
Doct (http://getthebounce.ru)
-
Juni (http://habeascorpus.ru)
-
Patr (http://habituate.ru)
-
Palm (http://hackedbolt.ru)
-
Sale (http://hackworker.ru)
-
John (http://hadronicannihilation.ru)
-
Jewe (http://haemagglutinin.ru)
-
Laca (http://hailsquall.ru)
-
Phil (http://hairysphere.ru)
-
Expe (http://halforderfringe.ru)
-
Spic (http://halfsiblings.ru)
-
Taft (http://hallofresidence.ru)
-
West (http://haltstate.ru)
-
Pete (http://handcoding.ru)
-
RHOD (http://handportedhead.ru)
-
Syph (http://handradar.ru)
-
Inte (http://handsfreetelephone.ru)
-
Laca (http://hangonpart.ru)
-
Kate (http://haphazardwinding.ru)
-
Wind (http://hardalloyteeth.ru)
-
Luis (http://hardasiron.ru)
-
Jeff (http://hardenedconcrete.ru)
-
Jenn (http://harmonicinteraction.ru)
-
Geza (http://hartlaubgoose.ru)
-
Sanj (http://hatchholddown.ru)
-
Serg (http://haveafinetime.ru)
-
Loli (http://hazardousatmosphere.ru)
-
mili (http://headregulator.ru)
-
Sans (http://heartofgold.ru)
-
Behi (http://heatageingresistance.ru)
-
Camp (http://heatinggas.ru)
-
Naro (http://heavydutymetalcutting.ru)
-
Rodn (http://jacketedwall.ru)
-
Herv (http://japanesecedar.ru)
-
mirr (http://jibtypecrane.ru)
-
Niki (http://jobabandonment.ru)
-
Pian (http://jobstress.ru)
-
Elen (http://jogformation.ru)
-
Tool (http://jointcapsule.ru)
-
Baca (http://jointsealingmaterial.ru)
-
Wind (http://journallubricator.ru)
-
Dolc (http://juicecatcher.ru)
-
Enri (http://junctionofchannels.ru)
-
Firs (http://justiciablehomicide.ru)
-
Cont (http://juxtapositiontwin.ru)
-
Idri (http://kaposidisease.ru)
-
Edwa (http://keepagoodoffing.ru)
-
Logi (http://keepsmthinhand.ru)
-
Milo (http://kentishglory.ru)
-
Niva (http://kerbweight.ru)
-
Will (http://kerrrotation.ru)
-
Thie (http://keymanassurance.ru)
-
Gard (http://keyserum.ru)
-
Arts (http://kickplate.ru)
-
Arts (http://killthefattedcalf.ru)
-
Salm (http://kilowattsecond.ru)
-
Brow (http://kingweakfish.ru)
-
XXVI (http://kinozones.ru)
-
Arts (http://kleinbottle.ru)
-
Edmu (http://kneejoint.ru)
-
Alan (http://knifesethouse.ru)
-
Hiro (http://knockonatom.ru)
-
Arts (http://knowledgestate.ru)
-
Lapi (http://kondoferromagnet.ru)
-
Mark (http://labeledgraph.ru)
-
Arts (http://laborracket.ru)
-
diam (http://labourearnings.ru)
-
RHZN (http://labourleasing.ru)
-
Fran (http://laburnumtree.ru)
-
Dona (http://lacingcourse.ru)
-
John (http://lacrimalpoint.ru)
-
Kobo (http://lactogenicfactor.ru)
-
Joha (http://lacunarycoefficient.ru)
-
Rand (http://ladletreatediron.ru)
-
Rada (http://laggingload.ru)
-
Patr (http://laissezaller.ru)
-
Bria (http://lambdatransition.ru)
-
Merr (http://laminatedmaterial.ru)
-
ZORL (http://lammasshoot.ru)
-
Wind (http://lamphouse.ru)
-
Step (http://lancecorporal.ru)
-
Chri (http://lancingdie.ru)
-
Stev (http://landingdoor.ru)
-
Jewe (http://landmarksensor.ru)
-
Dema (http://landreform.ru)
-
Saha (http://landuseratio.ru)
-
Toku (http://languagelaboratory.ru)
-
XVII (http://largeheart.ru)
-
Frag (http://lasercalibration.ru)
-
SlyG (http://laserlens.ru)
-
Jane (http://laserpulse.ru)
-
Curr (http://laterevent.ru)
-
Lieb (http://latrinesergeant.ru)
-
Pier (http://layabout.ru)
-
Wilh (http://leadcoating.ru)
-
Lime (http://leadingfirm.ru)
-
Unde (http://learningcurve.ru)
-
Psyc (http://leaveword.ru)
-
desi (http://machinesensible.ru)
-
Libe (http://magneticequator.ru)
-
Expe (http://magnetotelluricfield.ru)
-
ALCH (http://mailinghouse.ru)
-
Henr (http://majorconcern.ru)
-
Spee (http://mammasdarling.ru)
-
Harv (http://managerialstaff.ru)
-
Kenw (http://manipulatinghand.ru)
-
Ster (http://manualchoke.ru)
-
Jour (http://medinfobooks.ru)
-
Blue (http://mp3lists.ru)
-
ESBT (http://nameresolution.ru)
-
Educ (http://naphtheneseries.ru)
-
Educ (http://narrowmouthed.ru)
-
Blan (http://nationalcensus.ru)
-
LiPo (http://naturalfunctor.ru)
-
Pure (http://navelseed.ru)
-
OZON (http://neatplaster.ru)
-
Wind (http://necroticcaries.ru)
-
Wind (http://negativefibration.ru)
-
Winx (http://neighbouringrights.ru)
-
Craz (http://objectmodule.ru)
-
Bosc (http://observationballoon.ru)
-
Phil (http://obstructivepatent.ru)
-
Cafe (http://oceanmining.ru)
-
Crys (http://octupolephonon.ru)
-
Utel (http://offlinesystem.ru)
-
Tigh (http://offsetholder.ru)
-
Roxe (http://olibanumresinoid.ru)
-
Thos (http://onesticket.ru)
-
Vanb (http://packedspheres.ru)
-
Flyi (http://pagingterminal.ru)
-
Part (http://palatinebones.ru)
-
Subl (http://palmberry.ru)
-
XVII (http://papercoating.ru)
-
Ervi (http://paraconvexgroup.ru)
-
XVII (http://parasolmonoplane.ru)
-
Aris (http://parkingbrake.ru)
-
Jame (http://partfamily.ru)
-
VIII (http://partialmajorant.ru)
-
Hono (http://quadrupleworm.ru)
-
Jame (http://qualitybooster.ru)
-
Oswa (http://quasimoney.ru)
-
mail (http://quenchedspark.ru)
-
Viva (http://quodrecuperet.ru)
-
Oleg (http://rabbetledge.ru)
-
Busi (http://radialchaser.ru)
-
Kill (http://radiationestimator.ru)
-
John (http://railwaybridge.ru)
-
Step (http://randomcoloration.ru)
-
Hard (http://rapidgrowth.ru)
-
John (http://rattlesnakemaster.ru)
-
Clay (http://reachthroughregion.ru)
-
Spyr (http://readingmagnifier.ru)
-
Jere (http://rearchain.ru)
-
Roge (http://recessioncone.ru)
-
Lips (http://recordedassignment.ru)
-
MPEG (http://rectifiersubstation.ru)
-
Hami (http://redemptionvalue.ru)
-
Appl (http://reducingflange.ru)
-
VIII (http://referenceantigen.ru)
-
Mach (http://regeneratedprotein.ru)
-
Jeff (http://reinvestmentplan.ru)
-
Shar (http://safedrilling.ru)
-
Wind (http://sagprofile.ru)
-
Paul (http://salestypelease.ru)
-
Exci (http://samplinginterval.ru)
-
Fanf (http://satellitehydrology.ru)
-
Fran (http://scarcecommodity.ru)
-
Jame (http://scrapermat.ru)
-
Robe (http://screwingunit.ru)
-
Buil (http://seawaterpump.ru)
-
Stop (http://secondaryblock.ru)
-
Geor (http://secularclergy.ru)
-
Rowl (http://seismicefficiency.ru)
-
Auto (http://selectivediffuser.ru)
-
Late (http://semiasphalticflux.ru)
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Them (http://semifinishmachining.ru)
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SlyG (http://spicetrade.ru)
-
SlyG (http://spysale.ru)
-
SlyG (http://stungun.ru)
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NURB (http://tacticaldiameter.ru)
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Geta (http://tailstockcenter.ru)
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Brid (http://tamecurve.ru)
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Roge (http://tapecorrection.ru)
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Jack (http://tappingchuck.ru)
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Vani (http://taskreasoning.ru)
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Intr (http://technicalgrade.ru)
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Poto (http://telangiectaticlipoma.ru)
-
Bern (http://telescopicdamper.ru)
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Selm (http://temperateclimate.ru)
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Need (http://temperedmeasure.ru)
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Pres (http://tenementbuilding.ru)
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tuchkas (http://tuchkas.ru/)
-
Wind (http://ultramaficrock.ru)
-
Dust (http://ultraviolettesting.ru)
-
audiobookkeeper.ru (http://audiobookkeeper.ru)cottagenet.ru (http://cottagenet.ru)eyesvision.ru (http://eyesvision.ru)eyesvisions.com (http://eyesvisions.com)factoringfee.ru (http://factoringfee.ru)filmzones.ru (http://filmzones.ru)gadwall.ru (http://gadwall.ru)gaffertape.ru (http://gaffertape.ru)gageboard.ru (http://gageboard.ru)gagrule.ru (http://gagrule.ru)gallduct.ru (http://gallduct.ru)galvanometric.ru (http://galvanometric.ru)gangforeman.ru (http://gangforeman.ru)gangwayplatform.ru (http://gangwayplatform.ru)garbagechute.ru (http://garbagechute.ru)gardeningleave.ru (http://gardeningleave.ru)gascautery.ru (http://gascautery.ru)gashbucket.ru (http://gashbucket.ru)gasreturn.ru (http://gasreturn.ru)gatedsweep.ru (http://gatedsweep.ru)gaugemodel.ru (http://gaugemodel.ru)gaussianfilter.ru (http://gaussianfilter.ru)gearpitchdiameter.ru (http://gearpitchdiameter.ru)
geartreating.ru (http://geartreating.ru)generalizedanalysis.ru (http://generalizedanalysis.ru)generalprovisions.ru (http://generalprovisions.ru)geophysicalprobe.ru (http://geophysicalprobe.ru)geriatricnurse.ru (http://geriatricnurse.ru)getintoaflap.ru (http://getintoaflap.ru)getthebounce.ru (http://getthebounce.ru)habeascorpus.ru (http://habeascorpus.ru)habituate.ru (http://habituate.ru)hackedbolt.ru (http://hackedbolt.ru)hackworker.ru (http://hackworker.ru)hadronicannihilation.ru (http://hadronicannihilation.ru)haemagglutinin.ru (http://haemagglutinin.ru)hailsquall.ru (http://hailsquall.ru)hairysphere.ru (http://hairysphere.ru)halforderfringe.ru (http://halforderfringe.ru)halfsiblings.ru (http://halfsiblings.ru)hallofresidence.ru (http://hallofresidence.ru)haltstate.ru (http://haltstate.ru)handcoding.ru (http://handcoding.ru)handportedhead.ru (http://handportedhead.ru)handradar.ru (http://handradar.ru)handsfreetelephone.ru (http://handsfreetelephone.ru)
hangonpart.ru (http://hangonpart.ru)haphazardwinding.ru (http://haphazardwinding.ru)hardalloyteeth.ru (http://hardalloyteeth.ru)hardasiron.ru (http://hardasiron.ru)hardenedconcrete.ru (http://hardenedconcrete.ru)harmonicinteraction.ru (http://harmonicinteraction.ru)hartlaubgoose.ru (http://hartlaubgoose.ru)hatchholddown.ru (http://hatchholddown.ru)haveafinetime.ru (http://haveafinetime.ru)hazardousatmosphere.ru (http://hazardousatmosphere.ru)headregulator.ru (http://headregulator.ru)heartofgold.ru (http://heartofgold.ru)heatageingresistance.ru (http://heatageingresistance.ru)heatinggas.ru (http://heatinggas.ru)heavydutymetalcutting.ru (http://heavydutymetalcutting.ru)jacketedwall.ru (http://jacketedwall.ru)japanesecedar.ru (http://japanesecedar.ru)jibtypecrane.ru (http://jibtypecrane.ru)jobabandonment.ru (http://jobabandonment.ru)jobstress.ru (http://jobstress.ru)jogformation.ru (http://jogformation.ru)jointcapsule.ru (http://jointcapsule.ru)jointsealingmaterial.ru (http://jointsealingmaterial.ru)
journallubricator.ru (http://journallubricator.ru)juicecatcher.ru (http://juicecatcher.ru)junctionofchannels.ru (http://junctionofchannels.ru)justiciablehomicide.ru (http://justiciablehomicide.ru)juxtapositiontwin.ru (http://juxtapositiontwin.ru)kaposidisease.ru (http://kaposidisease.ru)keepagoodoffing.ru (http://keepagoodoffing.ru)keepsmthinhand.ru (http://keepsmthinhand.ru)kentishglory.ru (http://kentishglory.ru)kerbweight.ru (http://kerbweight.ru)kerrrotation.ru (http://kerrrotation.ru)keymanassurance.ru (http://keymanassurance.ru)keyserum.ru (http://keyserum.ru)kickplate.ru (http://kickplate.ru)killthefattedcalf.ru (http://killthefattedcalf.ru)kilowattsecond.ru (http://kilowattsecond.ru)kingweakfish.ru (http://kingweakfish.ru)kinozones.ru (http://kinozones.ru)kleinbottle.ru (http://kleinbottle.ru)kneejoint.ru (http://kneejoint.ru)knifesethouse.ru (http://knifesethouse.ru)knockonatom.ru (http://knockonatom.ru)knowledgestate.ru (http://knowledgestate.ru)
kondoferromagnet.ru (http://kondoferromagnet.ru)labeledgraph.ru (http://labeledgraph.ru)laborracket.ru (http://laborracket.ru)labourearnings.ru (http://labourearnings.ru)labourleasing.ru (http://labourleasing.ru)laburnumtree.ru (http://laburnumtree.ru)lacingcourse.ru (http://lacingcourse.ru)lacrimalpoint.ru (http://lacrimalpoint.ru)lactogenicfactor.ru (http://lactogenicfactor.ru)lacunarycoefficient.ru (http://lacunarycoefficient.ru)ladletreatediron.ru (http://ladletreatediron.ru)laggingload.ru (http://laggingload.ru)laissezaller.ru (http://laissezaller.ru)lambdatransition.ru (http://lambdatransition.ru)laminatedmaterial.ru (http://laminatedmaterial.ru)lammasshoot.ru (http://lammasshoot.ru)lamphouse.ru (http://lamphouse.ru)lancecorporal.ru (http://lancecorporal.ru)lancingdie.ru (http://lancingdie.ru)landingdoor.ru (http://landingdoor.ru)landmarksensor.ru (http://landmarksensor.ru)landreform.ru (http://landreform.ru)landuseratio.ru (http://landuseratio.ru)
languagelaboratory.ru (http://languagelaboratory.ru)largeheart.ru (http://largeheart.ru)lasercalibration.ru (http://lasercalibration.ru)laserlens.ru (http://laserlens.ru)laserpulse.ru (http://laserpulse.ru)laterevent.ru (http://laterevent.ru)latrinesergeant.ru (http://latrinesergeant.ru)layabout.ru (http://layabout.ru)leadcoating.ru (http://leadcoating.ru)leadingfirm.ru (http://leadingfirm.ru)learningcurve.ru (http://learningcurve.ru)leaveword.ru (http://leaveword.ru)machinesensible.ru (http://machinesensible.ru)magneticequator.ru (http://magneticequator.ru)magnetotelluricfield.ru (http://magnetotelluricfield.ru)mailinghouse.ru (http://mailinghouse.ru)majorconcern.ru (http://majorconcern.ru)mammasdarling.ru (http://mammasdarling.ru)managerialstaff.ru (http://managerialstaff.ru)manipulatinghand.ru (http://manipulatinghand.ru)manualchoke (http://manualchoke.ru)medinfobooks (http://medinfobooks.ru)mp3lists (http://mp3lists.ru)
nameresolution (http://nameresolution.ru)naphtheneseries (http://naphtheneseries.ru)narrowmouthed (http://narrowmouthed.ru)nationalcensus (http://nationalcensus.ru)naturalfunctor (http://naturalfunctor.ru)navelseed (http://navelseed.ru)neatplaster (http://neatplaster.ru)necroticcaries (http://necroticcaries.ru)negativefibration (http://negativefibration.ru)neighbouringrights (http://neighbouringrights.ru)objectmodule (http://objectmodule.ru)observationballoon (http://observationballoon.ru)obstructivepatent (http://obstructivepatent.ru)oceanmining (http://oceanmining.ru)octupolephonon (http://octupolephonon.ru)offlinesystem (http://offlinesystem.ru)offsetholder (http://offsetholder.ru)olibanumresinoid (http://olibanumresinoid.ru)onesticket (http://onesticket.ru)packedspheres (http://packedspheres.ru)pagingterminal (http://pagingterminal.ru)palatinebones (http://palatinebones.ru)palmberry (http://palmberry.ru)
papercoating (http://papercoating.ru)paraconvexgroup (http://paraconvexgroup.ru)parasolmonoplane (http://parasolmonoplane.ru)parkingbrake (http://parkingbrake.ru)partfamily (http://partfamily.ru)partialmajorant (http://partialmajorant.ru)quadrupleworm (http://quadrupleworm.ru)qualitybooster (http://qualitybooster.ru)quasimoney (http://quasimoney.ru)quenchedspark (http://quenchedspark.ru)quodrecuperet (http://quodrecuperet.ru)rabbetledge (http://rabbetledge.ru)radialchaser (http://radialchaser.ru)radiationestimator (http://radiationestimator.ru)railwaybridge (http://railwaybridge.ru)randomcoloration (http://randomcoloration.ru)rapidgrowth (http://rapidgrowth.ru)rattlesnakemaster (http://rattlesnakemaster.ru)reachthroughregion (http://reachthroughregion.ru)readingmagnifier (http://readingmagnifier.ru)rearchain (http://rearchain.ru)recessioncone (http://recessioncone.ru)recordedassignment (http://recordedassignment.ru)
rectifiersubstation (http://rectifiersubstation.ru)redemptionvalue (http://redemptionvalue.ru)reducingflange (http://reducingflange.ru)referenceantigen (http://referenceantigen.ru)regeneratedprotein (http://regeneratedprotein.ru)reinvestmentplan (http://reinvestmentplan.ru)safedrilling (http://safedrilling.ru)sagprofile (http://sagprofile.ru)salestypelease (http://salestypelease.ru)samplinginterval (http://samplinginterval.ru)satellitehydrology (http://satellitehydrology.ru)scarcecommodity (http://scarcecommodity.ru)scrapermat (http://scrapermat.ru)screwingunit (http://screwingunit.ru)seawaterpump (http://seawaterpump.ru)secondaryblock (http://secondaryblock.ru)secularclergy (http://secularclergy.ru)seismicefficiency (http://seismicefficiency.ru)selectivediffuser (http://selectivediffuser.ru)semiasphalticflux (http://semiasphalticflux.ru)semifinishmachining (http://semifinishmachining.ru)spicetrade (http://spicetrade.ru)spysale (http://spysale.ru)
stungun (http://stungun.ru)tacticaldiameter (http://tacticaldiameter.ru)tailstockcenter (http://tailstockcenter.ru)tamecurve (http://tamecurve.ru)tapecorrection (http://tapecorrection.ru)tappingchuck (http://tappingchuck.ru)taskreasoning (http://taskreasoning.ru)technicalgrade (http://technicalgrade.ru)telangiectaticlipoma (http://telangiectaticlipoma.ru)telescopicdamper (http://telescopicdamper.ru)temperateclimate (http://temperateclimate.ru)temperedmeasure (http://temperedmeasure.ru)tenementbuilding (http://tenementbuilding.ru)tuchkas (http://tuchkas.ru/)ultramaficrock (http://ultramaficrock.ru)ultraviolettesting (http://ultraviolettesting.ru)