
When we talk about valued leadership, let’s begin by looking at some flawed thinking about leadership, some defensiveness that can sneak into our thinking:
- I can’t tell you everything or show you everything I know — because I won’t have value.
- I can’t approve of you to take a class I don’t have — because I won’t have value.
- I can’t let you attain a certification I don’t have — because I won’t have value.
- I can’t give you all the credit for an accomplishment — because I won’t have value.
- I don’t micromanage but I have to monitor what you do closely — or I won’t have value.
- I can’t let you take an assignment and do it your way with no oversight — or I won’t have value.
- I can’t let you make a command decision — or I won’t have value.
- I can’t let you have an idea and it be brought to fruition — or I won’t have value.
Flawed Leadership in Action
So how might some of that defensive thinking manifest itself in the fire service:
- Equipment on the truck, hose loads, and tools are placed in a way that can never be changed. This is how it must be, as a chief officer I may never use any of it, but that is how I want it to be — because I have value.
- I am sorry we don’t have the money in the budget for anyone to go to any training conferences other than the chiefs conference I attend — because I have value.
- I know we need to replace some bunker gear, but the money in the budget is tight and I need a new chiefs unit this year — because I have value.
- I know there are maintenance issues with the apparatus, but the money in the budget is tight and we need iPad in all the chiefs units — because we have value.
How to Adopt Valued Leadership
Now that your attention has been captured and the wheels are turning either in one direction or another, let’s discuss what valued leadership is actually about. After reading this list, some of you might know someone to whom this applies or even think this is specifically about you. Others might be thinking, this is hilarious, nobody thinks or acts this way. Neither of those thought processes should ever be happening. In any case, we can all agree that none of the above examples should be real thought processes of people in positions of leadership in the fire service.
If none of this applies to you or your situation, then great! If you’re not a chief officer, then make sure you learn that those thought processes above do not give you value! If you are a chief officer and even one of those statements is true or remotely close to true, then please understand you may not have the value you think that you do.
Valued Leadership Defined
Valued leadership is not about YOUR value. It’s about bringing value to your management style, your self-worth, your agency, your team, and everyone in your charge. As firefighters, it’s our job to take care of the community; as chief officers, it’s our job to take care of our firefighters. The thought process of it being the job of the firefighters to take care of the chief is incorrect. If the chief takes care of the firefighters, then you can rest assured they will take care of the chief.
Many things have changed in the fire service over the past thirty years. Comments such as “this is not the fire service I came up as part of” or “the newer generations are different” both hold truth.
But one thing that has not changed: Without firefighters, we don’t have a fire department; without a chief, a fire department does not stop operating. You can do an internet search and find numerous departments with a title of “interim chief;” however, try to find a station full of “interim firefighters.” That does not exist nor is it realistic. It is also true that it is more difficult now to find people who want a career in the fire service. It is also true that today’s generation will move from job to job or department to department, more so than those of us who started in the fire service many years ago.
Since those are true statements, it would seem that priority should be placed on investing in and retaining those who we have in our ranks. Since the climate is what it is and maybe we can’t control budgetary issues, why would we want to contribute to the attrition of our ranks by having internal morale issues?
Do firefighters leave the ranks because of money or promotional opportunities elsewhere? Yes, sometimes that of course does happen, but the reality is the majority of firefighters leave their departments because of morale issues. They become disgruntled by how things are being done, the failure to be heard, and the inability to feel valued. So, how do we change this?
Valued Leadership in Action
Valued leadership is not necessarily about changing the mindset of firefighters, but changing the mindset of the leadership. If, as leaders, any of those comments at the beginning are true, then we are not participating in valued leadership; what we are doing is contributing to the morale issues within our departments. Let’s look at each of those statements again, but in a different context.
I can’t tell you everything or show you everything I know — because I won’t have value.
As leaders, it is your responsibility to show your crew or department everything you know, train them to be not only great firefighters but great leaders. Inspire them to learn all you can teach them and to seek more. It’s okay if they know more than you do; having a great team of knowledgeable individuals is what gives you value!
I can’t approve of you to take a class I don’t have — because I won’t have value.
If this is your thought process, the problem is much deeper than something this article can help you adjust. Now, is it possible there are legitimate reasons a course cannot be approved? Of course, there are reasons, but as the leader, how about practicing some transparency and having a conversation explaining the reasons? This gives you value.
I can’t let you attain a certification I don’t have — because I won’t have value.
Never hold back a firefighter from attaining a certification that will or would benefit your department. Could there be times when a firefighter may have an interest in becoming certified within a discipline that perhaps your department does not practice or offer? For example, you may have firefighters interested in rope rescue but your department does not have the equipment or provide any type of high-angle response. Never just say no; explain this to your firefighters and how you cannot pull money from the budget if other certifications have priority. However, can you work with the firefighters, could you offer time off if they pay their own way, could you offer compensation to the firefighter in lieu of paying for the course? Simply trying as opposed to just saying no has value.
I can’t give you all the credit for an accomplishment — because I won’t have value.
As a leader, you should always give the credit to your crew or department and you should always take the blame and responsibility — that is what gives you value.
I don’t micromanage but I must monitor what you do closely — or I won’t have value.
No one enjoys being micromanaged; the adage of trust your people, if you can’t trust your people you need different people is very true. Allow your crew and your people to do the job you hired them to do. This does not mean you cannot provide guidance and training. Be a mentor, be a coach and be supportive; that is what gives you value.
I can’t let you take an assignment and do it your way with no oversight — or I won’t have value.
This is similar to being a micromanager. It is not to say that an assignment should not have parameters or directions; it should. However, once you have given the directions and set the parameters allow your crew or personnel to accomplish the task. Just because they may have taken a different route than you would have does not mean they did it incorrectly. This could also be a great learning opportunity. Once they have completed the task, you could acknowledge that it was complete and all is satisfactory. Then you could show them a different way they could have accomplished the task. Be open-minded; you may be able to show them a different way that is more effective or efficient, but if you’re open-minded they may have just shown you a new way to accomplish the task. This is what adds value.
I can’t let you make a command decision — or I won’t have value.
This can be tricky. In some instances involving a life safety issue, yes, you have to override a command decision. If this happens, be sure to explain after control of the incident takes place why. Applaud the willingness to make decisions. Then, use it as a learning opportunity to train, educate, mentor, and coach those people. Making a mistake doesn’t always deserve a reprimand; making mistakes is the first step in learning how to command. This adds value.
I can’t let you have an idea and it be brought to fruition — or I won’t have value.
Holding your people back is one way to for sure kill morale within your agency. Firefighters have ideas; your job as leaders is not to kill the idea. If you do this consistently, what you’re killing is the ability of your department to grow. This does not mean every idea has merit, nor does it mean every idea should be acted upon. What it means is that every idea should be listened to; listening to your crew or personnel doesn’t cost anything but time. Find the time to discuss ideas; don’t kill the creative thinking. If something may not work or it is not in a direction the department can go, then explain that to the individual. If it is something worth trying then you should allow them to move forward. Give them some direction and parameters to work with and set goals and deadlines. Ensure there is feedback and follow-up and that deadlines are adhered to; if something is not working then offer suggestions for improvement, this is what gives value.
Equipment on the truck, hose loads, and tools are placed in a way that can never be changed. This is how it must be. As a chief officer I may never use any of it, but that is how I want it to be — because I have value.
Trust the people on your trucks. Just because the flat load is your favorite, remember you’re no longer pulling the hose. I think we can all agree that having consistency among our units has a degree of importance. However, if something at a different station on the opposite side of town works better, what is more important, unit consistency or crew efficiency? As a leader, listen to your crews; they know what works in their areas. What is more important: all units having a flat load or that all loads, regardless of style, are loaded correctly? Rather than saying no, how about allowing a crew or truck to try the changes with parameters. For example, allow that crew or engine to try the triple layer load, with the stipulation that the crew takes on the responsibility to train everyone on properly packing and loading the hose. The worst thing that will happen is more department training and your personnel to know and understand the abilities of more than one hose load. This adds value.
I am sorry we don’t have the money in the budget for anyone to go to any training conferences other than the chiefs conference I attend — because I have value.
Perception is reality and there could be many legitimate reasons as to why firefighters can’t be sent to conferences around the world. Firefighters see and know only that they were denied but the chiefs went to the chief conference. Find a way to use conference attendance as a reward, maybe for your firefighter or fire officer of the year. Attempt to get money in the budget to add a few more the opportunity to attend. Don’t place your attendance and desire to attend over rewarding your people. This adds value.
I know we need to replace some bunker gear, but the money in the budget is tight and I need a new chiefs unit this year — because I have value.
It does not have to be a chief’s unit; it can be anything where the perception is that items for the chief always come first. Remember, perception is reality; this is not to say that there is not a time to replace a chief’s unit or items needed by chief officers. However, have you done a true needs analysis, have you shared this with your crew and personnel, have you involved them in the needs analysis process? Conducting a needs analysis, allowing involvement of your personnel and being transparent are important. This adds value.
I know there are maintenance issues with the apparatus, but the money in the budget is tight, and we need iPads in all the chiefs units — because we have value.
The answer is the same as the statement above; conducting a needs analysis is the first step. This is not to say that things like MDT’s are not needed; but remember, yet again, perception is reality. Morale in your department needs to be positive and having firefighters riding in trucks that are falling apart while the chief units have all the bells and whistles is a morale killer. Transparency is also a critical factor in stopping rumors. Communicate with your personnel; keep them in the loop; don’t make excuses; and let them see you working to ensure the equipment they use is well maintained. Everyone knows that sometimes the budget issues are out of everyone’s hands. However, this does not mean you cannot communicate the obstacles you must overcome to your personnel. This adds value.
Summary
In summary, valued leadership is not about a leadership style. It is not about how you manage. It is not about your opinion of how well you are doing. Valued leadership is the perception of your personnel as to what kind of leader you are, which translates to the morale of the department. The better the morale, the less attrition you will have in your ranks. Valued leadership is about understanding where the value in your department resides, and that value is in your firefighters.
BIO
Over the past 36 years Dr. Ken Fowler has been involved in fire suppression, technical rescue operations, hazardous materials response and training and education throughout the fire service. Dr. Fowler has served on various NFPA committees and been a member of many national response and training organizations. Dr. Fowler is a Certified Fire Officer with a doctorate in Educational Leadership and is currently the Assistant Director of Operations & Accreditation for the University of Kansas Fire & Rescue Training Institute.