Have any of you in the fire service heard this phrase recently? “I had to go through it, now you do.” This phrase is usually said by the most experienced members to ensure a rite of passage for the younger firefighters to feel what it was like for them. But, why are we saying this?
If you’re a senior member using this quote, you can follow some tips to shift your thinking. Unfortunately, if you’re hearing this phrase from others, changing attitudes is a slow process, so be patient. We are creatures of habit and change can be challenging.
How to Stop
You can stop saying it. You are the senior member now! Simply because you have dealt with bad experiences doesn’t mean you can’t stop them now that you have the power. You can remove them, and they may never be returned to the department! For example, earlier in my career, the right to sit in recliners was only granted after completing probation. While on probation, I didn’t sit in the recliners, but instead sat on a metal chair for a year during our downtime. Was this logical? No, it wasn’t. Members eventually eliminated this practice and let new members sit in the recliners to form a foundation of continuity and involvement. This is one way to change views and make it a positive experience for everyone.
Be part of the solution. If a task is essential, but unpleasant, be sure to explain that to new members. Communicate the importance and background behind it. Ensure they understand why this is important and must be done—the “just because” will not cut it. Unpleasant tasks are often given to new department members, and you must explain their significance. Don’t be afraid to complete these tasks with newbies.
Don’t be part of the problem. Many departments have a wave of positions that are being filled by younger members, who are creating a new culture and reexamining how things are getting done. Resisting change inhibits their thinking and reduces their chance to succeed. Here, you’re part of the problem. Everyone deserves the best, so be the best. We want a culture that makes all members feel recognized and valued. The better the culture, the stronger the teamwork is in day-to-day operations. We want everyone to have the best time and enjoy their time at work. The job is stressful enough; don’t make it even harder.
Be open to change. The fire department has evolved and changed. Yes, I know, I used the horrible word change. Your past practices, actions, and decisions differ from what we do today. Which comes first—cleaning the station or apparatus checks? Both are important. For the longest time, we had a standing practice of cleaning first and checking second. As our call volume increased, we realized checking your rigs was more of a priority and station cleaning was second. When the concept was proposed to make the switch in order, there was an uproar about changing protocol. Anyone who is a member of the fire service for only five minutes knows how to clean toilets, remove garbage, and mop floors. The switch was ultimately made to serve the public better and prepare newer members for familiarity with the rigs. Even though it wasn’t the first thing being done, the cleaning still continued.
Don’t forget where you came from. Let’s not forget we all entered the fire service to help people in times of need. While the most prominent thought is that we help people in our communities, we should also help one another in the department. We are a team and we are all in this together. Having a strong team with high morale ensures that everyone can accomplish the department’s mission and goals. Just because you went through something doesn’t mean they have to go through it. Be a team player.
Acknowledge that you are a role model. Newer members of the fire service look up to you. The public expects you to be excellent in leadership on and off duty. You need to be an inspirational leader and create a culture in which everyone wants to be part of the team. A department will not create a shrine of you as you leave the department, but you can make a lasting impression. Make the impression that will affect many lives to come. One simple act can have a butterfly effect for years to come. Be the person who inspires others—don’t fall into the trap of saying this overused, unhelpful phrase. How do you want to be remembered? I’ll let you think about this.
Adapt. Get creative to evolve from old ways. As I progressed in my career, we had terrific individuals who were excellent motor pump operators. They never aspired to be an officer; they were content with being a driver. Talk about a level of experience to gain knowledge. They would not give it up freely, but I took the initiative, asked as many questions as possible, and learned so much in such a short time. It was an invaluable learning experience. As I moved into the role of the motor pump operator, I took the philosophy one step further. I adapted my work to an environment of learning. I will ask anyone interested if they want to know about the trucks. A simple direct question puts the burden of action on the members. A lot of times individuals were open to taking up the task. A few said they were fine and some said they didn’t need to learn anything.
It’s unfair. We are doing this because we had to go through it, so it’s only fair. While this may seem logical, is it really fair and does it even matter? Should new members go through unpleasant tasks because senior members did? Now that you have experience, is it reasonable to want someone to go through unnecessary hardships just because you did?
They just don’t get it. Let me tell you a little secret—the newer members actually do get it. These new members are knowledgeable, are strong communicators, and are technology experts. Instead of fixating on what new members aren’t “getting,” we need to focus on improving on our skillsets because we are failing in simple tasks that they excel in. We can all learn new things, and it’s okay to be humble.
We don’t have room to say this anymore. This field used to be one of the most competitive in the nation. Now, many departments are struggling to fill open positions. This has become a nationwide problem and we are circling the critical meter of an emergency within our field. If, by luck, you get members, don’t start using this phrase. If they’re not happy, they will leave and find another job. Please give them a reason to stay.
We must reevaluate how we articulate specific experiences. We set the tone in the fire department, and how we treat people can help or hurt others and the organization. Regardless of where you are, every member has boots on the ground, making the organization a better place. Let’s start by saying, “I had to go through it, and there is no reason you need to. We were wrong.” Be the inspiration, change, and have a positive impact on everyone. The keys are in your hand. Here is the chance for you to turn the key and inspire.
