
By James Lentz
One glowing similarity in the varying cultures of today’s fire service is the need for robust leadership. When considering all the obstacles of running a fire department, or any business for that matter, no greater asset exists than the personnel–the people who do the work. When staffing is 100% volunteer, or the organization is dependent on people working for free, progressive governance skills must be applied for the company to survive, subsequently, demanding the application of dynamic leadership styles in today’s fire chiefs.
Over the past three to four decades, the number of volunteer firefighters, especially in Pennsylvania, has remarkably diminished.When most of the state’s fire departments rely on volunteers, these numbers quickly become a crisis. In several studies conducted around the state, many of the foremost complaints resulting in the reduction in volunteers’ recounts directly back to leadership. Inconsistencies in the way personnel are treated, the inability to manage change, excessive time demands, and the lack of organizational support are just some of the information exposed about leadership problems around the state. Another leading factor in the failure of leadership is simply poor communication. So often, supervisors who are expected to lead simply do not listen or want to hear what subordinates have to say, creating a sense of a lack of appreciation or inclusion in the firehouse or the team itself.
Another unfortunate trait of some fire service leaders is the lack of drive for progressive change or improvement. Unlike businesses and corporations in today’s world, fire departments predominantly are government run or have government oversight without competition. In the fast-paced business world, competitors are readily waiting to take over your market, but in the public sector, emergency services can create a sense of stability. This security creates an environment where leaders are unwilling to accept progress or change, leading to instability within the troops.
Contrary to some beliefs, people are not necessarily born leaders, but with a strong education in the fundamentals of leadership, one can be created. Regardless of how one’s leadership skills are acquired, many personality traits are required to be successful. Characteristics such as thoughtfulness, optimism, reasonability, vibrancy, assuredness, and passion may define whether one can truly respond as a leader in today’s fire service. Another positive attribute of a leader within the fire service relates to one’s ability to persuade subordinates to remain positive through challenging times by sustaining optimism and displaying a positive attitude, even in the face of adversity. However, with all these attributes being recognized as strong leadership characteristics, the need for accumulating a firm understanding of different styles of leadership can make or break a boss. This understanding is necessary not only so leaders can orchestrate enthusiasm from our most senior personnel but for navigating the generations, which could be perplexing for even the most proficient fire chiefs.
Similar to the military, fire chiefs must be capable of conveying clear and concise directives in the face of a crisis and be well-versed in using all internal resources to collaboratively come to nonemergent conclusions. By engaging the subordinates in administrative policy and decision making, the level of involvement will pay dividends when it comes to buy-in and for disseminating the plan throughout the rank and file. With all of this in mind, managing a tool chest of leadership styles gets the job done tactfully with a high rate of success.
Reports around the state frequently cite leadership failures, identifying styles not conducive for progressive fire department environments, where enthusiasm would build better teams. Experts can surely point to a time and place for many different styles of leadership; however, autocratic, democratic, and collaborative seem to be well suited for the fire department. At times, fire chiefs have no choice but to be autocratic, arriving at emergency scenes when lives and properties are at stake. The safety of the firefighters and the public relies on experienced, educated decision making, fostering the ability to respond without hesitation at a moment’s notice.
On a subtler plain, nonemergent decisions may be made with input from other subordinate members or officers of the department at the discretion of any leader or officer in charge of a project or situation. These styles may vary slightly when applying the collaborative or democratic approach. When time permits, the democratic approach could be applied to an emergency scene, with collaboration among the supervisors or administratively regarding a policy or other important matter requiring a decision. Typically, the democratic process concludes with the leader making a well-informed decision.
To the contrary, the collaborative approach allows for a consensus to come to a decision–the popular opinion, for lack of better terms. The democratic and collaborative processes truly allow for stakeholder participation, which generates positive thinking and motivation among the troops. Fire chiefs and supervisors alike must find the time to educate themselves on styles and positive characteristics of fire service leadership.
Whichever style a fire chief may choose must be applied with the common goals or values of an organization in mind. To expand the chances of success, departments should have a mission statement outlining why they exist and shared values to support that position. These shared values must be understood and adhered to by all members to maintain focus and respect from all the stakeholders in a community. Many departments will promote words like courage, valor, respect, and honesty as shared core values, but making your personnel truly understand and promote such values is what defines a leader.
Like any corporation, business, nonprofit, or government agency, strong leadership is a necessary trait if surpassing the status quo is warranted. In times of war, our generals led without hesitation, like today’s fire chiefs in the face of crisis, where lives depend on it. When teams are not dodging mortars or crawling down smoke-charged hallways, leaders need to find a common place that allows for safe and effective emergency operations but also an open-minded approach to policy and human relations that creates a manageable morale-driven work environment where people feel included. This is needed for progress in any fire department, paid or volunteer; however, let’s face it, people are more likely to hang around for a full-time job when things are less than perfect than a volunteer position. When unpopular decisions are made in a full-time fire department, people generally still show up for work, unlike the volunteer fire service.
This lack of leadership will continue to have adverse effects on the volunteer fire service that, ultimately, will lead to its demise if conduct is not curved. Explanations for the decline in volunteers include the need to participate in fundraising, excessive training requirements, work, and family commitments; however, leadership has a direct correlation in oversight in all these factors. The only way to curve this trend is forced education and training in leadership, from the fire service all the way to the governor’s office. If our general assembly truly does not understand the root of the real problem, the chance of resolution will fade away, leaving citizens to pick up the pieces.
Fire chiefs and supervisors alike must find the time to educate themselves on styles and positive characteristics of fire service leadership for organizations to survive.
References
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BIO:
James Lentz is a battalion chief with the Coatesville (PA) Bureau of Fire, where he has served for 22 years. His 35-year career began in Lower Providence (PA), where he currently serves as chief. Lentz has a bachelor’s degree in public safety administration, is certified in emergency management by the Pennsylvania Emergency Management Agency, and received his Chief Fire Officer designation through the Center for Public Safety Excellence. He also has certification as an emergency medical technician.