Standing in the Fire is an intriguing book because it is so very different from the usual leadership/management/business book that lands on my desk. This is a self‐help book with a crucial difference; it uses a fire‐fighting analogy throughout the book. This novel approach draws the reader in from the start, with a forward devoted to the riveting tale of a massive ground fire in Montana in 1949. Veteran “smoke jumper”, Wagner Dodge used clear, calm thinking to survive a devastating fireball. It is this strategy that forms to basis of the lessons throughout the book. Learning to “stand in the fire” is all about coping in high heat situations – and this book shows you how.
According to Dessler, there are six ways of “standing in the fire”; six ways of using mental and emotional (and sometimes physical) techniques to become effective fire‐fighters. The first of these is “standing with self‐awareness” which is bout becoming skilled observers of our own thoughts and emotions in order to minimize the defensive reactions that add heat to fiery situations. Standing in the “here and now” is another technique – this one allows us to stay in the present moment instead of getting caught up in regrets about the past or worrying about the future. The third way of standing is to “stand with an open mind” in which the author examines the ways in which we can resist impulsive judgement during an explosive meeting. The forth way of standing is knowing “what you stand for” and is bout being aware of our own purpose, guiding principles and values. “Dancing with surprises” explores our need for security and control – overcoming these needs allows us to accept the flexibility and uncertainty that often characterise unpredictable meetings. Finally, we are advised to “stand with compassion” because it is so easy to lose compassion for others in the face of heated confrontations.
The final part of the book deals with “practices” that can be undertaken for example, to prepare for a meeting or to facilitate the meeting whilst it is happening. Each chapter throughout the book concludes with questions for reflection and many also offer “try this” exercises which are thoughtful and stimulating. This interactive element, coupled with the exciting fire‐fighting theme, all contribute to making this book a highly worthwhile read – and not just for those involved in high‐pressured meetings; this book offers valuable insight for anyone dealing with difficult people on an on‐going basis.
