Sunday, January 17, 2010
Friday, January 15, 2010
IN LOVING MEMORY of LeRoy A. Kemp...
LeRoy A. Kemp July 24, 1928 - January 13, 2010
LeRoy A. Kemp, 81, of S. Vanderkarr Rd., Barton, passed away while responding to the aid of others on January 13, 2010. LeRoy was born on July 24, 1928 in Smithboro, NY, a son of the late Olin and Hazel (Thompson) Kemp. He was a graduate of Owego High School Class of 1945 and for many years owned and operated Kemp's Poultry Farm with his family in Barton. On January 13, 1946 in Smithboro, he married the love of his life, Marion Aldrich, and together they have celebrated 64 years of happiness. Always willing to assist in a time of need, LeRoy was a lifetime member of the Tioga Center Fire and Emergency Departments, where he had served as Chief, EMT and Fire Police. In addition, he was Chairman of the Board for the Fire Commissioners and had assisted with the Tioga County Fire Investigation Team. He was a dedicated and well respected fireman who will be greatly missed by his community and his fellow members. LeRoy is survived by his wife, Marion; his daughters and sons-in-law, Susan and Gary Mandrino of New London, NC, Pamela and Richard Mott of Waverly, NY; a son and daughter-in-law, Milton and Nancy Kemp of Barton; brother-in-law, Edward Aldrich; sisters-in-law, Frances Gascon, Nelly Short, Betty Schmidt, Joann Rumsey, Florence Zimmerer and Julie Green; seven grandchildren, Roxann (Matthew) Galster, Karen Stewart, Michelle (Patrick Tart) Grimes, Andrea Grimes, Thomas (Melissa) Kemp, David (Brenda Hubbs) Kemp, and Sarah (Heath Bennett) Kemp; great grandchildren, Andy Garey, Samantha Stewart, Elizabeth, Catherine, Christopher and Benjamin Galster, Victoria Grimes, Kennedy and MacKenzie Hill. Several nieces, nephews and their families also survive. LeRoy was predeceased by his sister, Ella May Bill; and a sister-in-law, Adele Bettis.Family and friends are invited to attend a period of visitation and time of sharing memories on Saturday, January 16th, from 2-5 p.m. at the Nazarene Church, Route 17C, Owego, NY. A memorial service will be held on Sunday, January 17th, at 2 p.m. at the Nazarene Church with his nephew, Pastor Alan Bill and Rev. William Wells, officiating. Flowers will be provided by the family and memorial contributions are be directed to the Tioga Center Emergency Squad/Fire Dept., PO Box 185, Tioga Center, NY 13845 in loving memory of LeRoy A. Kemp. Memories and condolences may be shared by visiting our website at http://www.sutfinfuneralchapel.com/. Caring assistance is being provided by the Cooley Family of the Sutfin Funeral Chapel, 273 S. Main St., Nichols.
NEWS REF: WEBO: http://www.webo1330.com/default.asp?pid=28717
NEWS REF: News10Now: http://news10now.com/southern-tier-news-1115-content/all_news/southern_tier/492973/firefighter-killed-in-car-crash
NEWS REF: WBNG: http://www.wbng.com/news/local/81363682.html
NEWS REF: WICZ: http://www.wicz.com/news2005/viewarticle.asp?a=12281
FD Memorial Maltese Cross by Vestal Fire Fighter Dave Hitt.
(The usual disclaimers: I am not a journalist; This is a blog that expresses an outlook and is not conclusive in any shape or manner.)
Wednesday, January 13, 2010
Line of Duty Death of Leroy Kemp…
I first met Mr Leroy Kemp just a few days ago during my volunteer fire department’s annual banquet last Saturday night. Leroy was a guest that night from our neighbor volunteer fire department, and I had the honor of sitting next to him for the evening meal. From our conversations we all had at the table that evening, I felt privilege to know such a man who had severed his community over so many years.
With the lost of Fire Fighter Leroy Kemp early today, my condolences, thoughts & prayers go out to the Family, Friends, and Members of the Tioga Center Fire Department. Leroy Kemp a 59-year Volunteer Fireman lost his life in the Line of Duty this morning while responding to an emergency ambulance call. Leroy Kemp, age 81, was killed in a fatal motor vehicle crash while responding to the Tioga Center Fire Station.
Leroy Kemp served in the Tioga Center Fire Department as a Fire Fighter and Ambulance Driver. A past Fire Chief of the Tioga Center Fire Department, he last served as the Chairman of the Tioga Fire District, Captain of the Fire Police and Company Chaplin. Leroy Kemp was also a retired member of the Tioga County Fire Investigation Team.
Leroy Kemp was a valued member of the Tioga Center Fire Company and will be deeply missed by his family, friends, the Tioga Center Fire Department, the Tioga County Fire Service and the community that he served so faithfully.
Now Leroy is gone and it’s a sad lost. For me even though I only knew Leroy for a brief moment of time on this Earth you’re the example for which I choose to follow as a Fireman…
What is a Fireman?
He is the guy next door - a man's man with the memory of a little boy. He has never gotten over the excitement of engines and sirens and danger.
He is a guy like you and me with wants and worries and unfulfilled dreams.
Yet he stands taller than most of us.
He is a fireman.
He puts it all on the line when the bell rings.
A fireman is at once the most fortunate and the least fortunate of men.
He is a man who saves lives because he has seen too much death.
He is a gentle man because he has seen the awesome power of violence out of control.
He is responsive to a child's laughter because his arms have held too many small bodies that will never laugh again.
He is a man who appreciates the simple pleasures of life - hot coffee held in numb, unbending fingers - a warm bed for bone and muscle compelled beyond feeling - the camaraderie of brave men - the divine peace and selfless service of a job well done in the name of all men.
He doesn't wear buttons or wave flags or shout obscenities.
When he marches, it is to honor a fallen comrade.
He doesn't preach the brotherhood of man.
He lives it.
Author unknown
You will be missed Leroy but…
Never Forgotten Sir...
Monday, January 4, 2010
Critical Conversations - How To Manage Your Communications For The Greatest Success
By L. John Mason
Do you hesitate to bring up tough issues, because you aren't sure how to resolve them? Do you dread talking with your boss or co-workers about controversial topics, because you know the result won't be good? Do you get stressed out just thinking about a difficult conversation you need to have? Is your organization suffering, because managers and employees don't know how to talk about challenging issues without ending up in arguments that have unsatisfactory outcomes?
Difficult or "Critical" Conversations can make the difference between success or possible failure for your business or for you as a manager. Poor communication is at the core of 70% of stress experienced at work and consistently creates obstacles for the accomplishment of your major business or career goals. Two things can create the opportunity for managing this personal and interpersonal challenge. Awareness of habitual responses that have sabotaged your communications is the first step and then practicing certain skills will offer you the ability to break out of old, negative patterns enabling you to succeed more easily where you may have struggled in the past.
Let's start with creating awareness that will help you to break out of your negative, self-defeating patterns. At the very core, is understanding how you habitually respond to difficult communications. Do you get so stressed out that you stop problem solving and just create "knee jerk" responses that can make difficult situations worse? When we get stressed we often react with two primitive survival responses: Fear or Anger. Neither of these will promote positive outcomes. Controlling, or at least managing, your stress response is one of the first things you can do to promote better outcomes. Since everyone responds in their own unique and habitual way to stress, then you must begin the process with going "internal" to observe, understand, and control your own stress response pattern. (I have written other articles, in fact, books on this topic. See Guide to Stress Reduction for more information.) But in case you do not have the time to study up, start by taking a deep, slow breath. Pause after you inhale and then exhale slowly and completely. Relax your jaw! Relax your neck/shoulders. Smooth your forehead. Slow down and become more fully present. Repeat these slow breaths two or three more times until you can begin to feel yourself starting to "let go." This will take practiced repetition but can be used as you plan and then enter into critical conversations.
Be aware of what you really want from this interaction. Plan and then visualize the most positive outcome. Practice seeing it happen (if you have the time.) If you are confronted and do not have time to plan, then take charge by saying that you are not prepared to have this interaction at this moment, and then schedule it at a more appropriate time. At the very least, do not get "sucked in to the drama" by reacting. Use your breathing technique to slow things down and to keep from falling into old negative patterns. Know what your ideal outcome would look like and expect this to happen (do not dwell on the potential disasters.)
If possible, study or know the "intentions" of your communication partner. If you are unclear, start by controlling the conversation. "Back up" and ask the questions that will allow your communication partner to reveal their "agenda" (including their fears and their expectations.) You do not have to "cave in" to their emotional or personal needs, but it may be helpful to really feel their position. As an exercise, understand how you or your position may have contributed to their concern (or their issues.) Look to the future, knowing your attitude toward your partner and the situation, and then do not fall into the trap of trying to defend yourself or past shared experiences. Treat this interaction as an entirely new event that can have the most positive outcome for all concerned. You may not be able to achieve this to everyone's complete satisfaction, but you can be flexible with your responses, demonstrating respect and better understanding of their position. If you have contributed to the obstacles to positive resolution, find a way to acknowledge this situation and then move in a more appropriate direction for finding a workable solution. "Digging in your heals" may not offer the best long term answers or give you the best chance of finding the most appropriate final answers.
The concept of demonstrating respect for your communication partner's position does not mean that you accept it. It means that you understand their stance on this issue and will honor that they may have an opinion that is contrary to the position that you may have. There is no "absolutely" right way or only one solution to an issue. There may be group problem solving that will involve some appropriate compromises that allow for contributions from all of the people concerned...The negotiation necessary for a successful outcome at work depends on respect, professionalism, and managed emotions. Get input from all concerned participants and exhaust all alternatives before agreeing upon a solution.
Finally, it is best to create a realistic quantifiable result that all of the participants agree upon and will be accountable for achieving. Set reasonable and agreed upon timelines. Establish methods for ongoing communication, and checkins, for moving to the agreed upon, desired result.
So let's review some of these main tips:
Control/manage your levels of stress (and your emotional responses)
Be aware, and not a victim, to your habitual response pattern
Be clear on what you would like from the critical conversation and see a positive outcome
Respect other people's position even if you do not agree
Understand what role you may have played in past negative outcomes
Look for input and viable compromiseDevelop a measurable result that all participants agree upon and are accountable for producing
These are some of the basic steps in a program which will lead you to managing your habitual
responses and getting results in "Critical Conversation."
If you are looking for more information regarding critical communication coaching, please investigate the Communication for Success Training Program
L. John Mason, Ph.D. is the author of the best selling "Guide to Stress Reduction." Since 1977, he has offered Executive Coaching and Training.
Article Source: http://EzineArticles.com/?expert=L._John_Mason
(The usual disclaimers: I am not a journalist; This is a blog that expresses an outlook and is not conclusive in any shape or manner.)
Do you hesitate to bring up tough issues, because you aren't sure how to resolve them? Do you dread talking with your boss or co-workers about controversial topics, because you know the result won't be good? Do you get stressed out just thinking about a difficult conversation you need to have? Is your organization suffering, because managers and employees don't know how to talk about challenging issues without ending up in arguments that have unsatisfactory outcomes?
Difficult or "Critical" Conversations can make the difference between success or possible failure for your business or for you as a manager. Poor communication is at the core of 70% of stress experienced at work and consistently creates obstacles for the accomplishment of your major business or career goals. Two things can create the opportunity for managing this personal and interpersonal challenge. Awareness of habitual responses that have sabotaged your communications is the first step and then practicing certain skills will offer you the ability to break out of old, negative patterns enabling you to succeed more easily where you may have struggled in the past.
Let's start with creating awareness that will help you to break out of your negative, self-defeating patterns. At the very core, is understanding how you habitually respond to difficult communications. Do you get so stressed out that you stop problem solving and just create "knee jerk" responses that can make difficult situations worse? When we get stressed we often react with two primitive survival responses: Fear or Anger. Neither of these will promote positive outcomes. Controlling, or at least managing, your stress response is one of the first things you can do to promote better outcomes. Since everyone responds in their own unique and habitual way to stress, then you must begin the process with going "internal" to observe, understand, and control your own stress response pattern. (I have written other articles, in fact, books on this topic. See Guide to Stress Reduction for more information.) But in case you do not have the time to study up, start by taking a deep, slow breath. Pause after you inhale and then exhale slowly and completely. Relax your jaw! Relax your neck/shoulders. Smooth your forehead. Slow down and become more fully present. Repeat these slow breaths two or three more times until you can begin to feel yourself starting to "let go." This will take practiced repetition but can be used as you plan and then enter into critical conversations.
Be aware of what you really want from this interaction. Plan and then visualize the most positive outcome. Practice seeing it happen (if you have the time.) If you are confronted and do not have time to plan, then take charge by saying that you are not prepared to have this interaction at this moment, and then schedule it at a more appropriate time. At the very least, do not get "sucked in to the drama" by reacting. Use your breathing technique to slow things down and to keep from falling into old negative patterns. Know what your ideal outcome would look like and expect this to happen (do not dwell on the potential disasters.)
If possible, study or know the "intentions" of your communication partner. If you are unclear, start by controlling the conversation. "Back up" and ask the questions that will allow your communication partner to reveal their "agenda" (including their fears and their expectations.) You do not have to "cave in" to their emotional or personal needs, but it may be helpful to really feel their position. As an exercise, understand how you or your position may have contributed to their concern (or their issues.) Look to the future, knowing your attitude toward your partner and the situation, and then do not fall into the trap of trying to defend yourself or past shared experiences. Treat this interaction as an entirely new event that can have the most positive outcome for all concerned. You may not be able to achieve this to everyone's complete satisfaction, but you can be flexible with your responses, demonstrating respect and better understanding of their position. If you have contributed to the obstacles to positive resolution, find a way to acknowledge this situation and then move in a more appropriate direction for finding a workable solution. "Digging in your heals" may not offer the best long term answers or give you the best chance of finding the most appropriate final answers.
The concept of demonstrating respect for your communication partner's position does not mean that you accept it. It means that you understand their stance on this issue and will honor that they may have an opinion that is contrary to the position that you may have. There is no "absolutely" right way or only one solution to an issue. There may be group problem solving that will involve some appropriate compromises that allow for contributions from all of the people concerned...The negotiation necessary for a successful outcome at work depends on respect, professionalism, and managed emotions. Get input from all concerned participants and exhaust all alternatives before agreeing upon a solution.
Finally, it is best to create a realistic quantifiable result that all of the participants agree upon and will be accountable for achieving. Set reasonable and agreed upon timelines. Establish methods for ongoing communication, and checkins, for moving to the agreed upon, desired result.
So let's review some of these main tips:
Control/manage your levels of stress (and your emotional responses)
Be aware, and not a victim, to your habitual response pattern
Be clear on what you would like from the critical conversation and see a positive outcome
Respect other people's position even if you do not agree
Understand what role you may have played in past negative outcomes
Look for input and viable compromiseDevelop a measurable result that all participants agree upon and are accountable for producing
These are some of the basic steps in a program which will lead you to managing your habitual
responses and getting results in "Critical Conversation."
If you are looking for more information regarding critical communication coaching, please investigate the Communication for Success Training Program
L. John Mason, Ph.D. is the author of the best selling "Guide to Stress Reduction." Since 1977, he has offered Executive Coaching and Training.
Article Source: http://EzineArticles.com/?expert=L._John_Mason
(The usual disclaimers: I am not a journalist; This is a blog that expresses an outlook and is not conclusive in any shape or manner.)
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