We live in a transparent world where citizen journalists are ready with smartphones to catch the next big headline. With this in mind, the fire service must remember it is not exempt from making headlines for the wrong reasons. Smartphones have triggered a new method for reporting the good, the bad and the truly ugly sides of an organization. One individual’s poor decision can wipe out an organization’s long history of integrity and trust with the public. For all our sakes, there is a critical need for fire departments to address reputation management within our ranks. Just as we train for the unknown fire or medical call, we must do the same for reputation management.
Warning Signs
Whether your department is career or volunteer, rural or urban, you need to watch for warning signs from individuals whose actions could ruin your department’s reputation. Red flag behavior can come in the form of anger, substance abuse, unusual behavior, attendance issues or inappropriate comments in conversation or social media. These warning signals from members are begging for attention like a matador taunting a bull. If ignored, the ultimate cost to the organization is high.
It is important to remember that poor firefighter behavior is NOT just a departmental problem, but an industry-wide issue. Every headline made for the wrong reason threatens the fire service’s foundation of integrity. Firefighters at every level of their career should work together to embrace a plan against reputational threats. Here are some strategies that could serve as the vaccination to the red flag behaviors infecting the fire service:
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Engaged Listening: Leaders who fail to offer and encourage an open door policy for communication are placing their organizations at risk for missed red flags. In addition to having an open door policy, leaders need to take the initiative to get involved with the team outside of routine firehouse duties. Setting aside time every week to join in conversation at the kitchen table is a great way to observe any red flags that may be waving. Though leaders may say they lack the time to do this, they fail to realize the amount of time they will spend dealing with community stakeholders and rebuilding the organization’s reputation when a firefighter goes rogue.
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Having “The Talk”: Conversations that directly address red flag behavior are often difficult. But keep in mind that having an internal conversation about that behavior is far easier than publicly explaining the results of that behavior to the community. Think of this type of preemptive conversation as an exploration mission. Don’t be afraid to ask for an explanation in regards to a questionable statement made during general conversation. Do so in a genuine, caring manner,–not like an interrogation. Follow up with struggling members on a regular basis and offer support. Through these conversations, leaders can begin to explore any roots of anger, negativity and carelessness noted in team members.
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Encourage a Culture of Red Flag “Search & Rescue”: It is the job of every firefighter at every rank to search for red flags and to rescue our fellow team members before a behavior becomes a crisis. We are trained to observe one another before entering a fire to ensure all protective barriers are properly in place; why aren’t we observing one another outside of turnout gear as well? Our team members need to watch each other for red flags and provide tools to rescue those who are struggling. When a member takes a wrong turn in life, the paper will not read “Joe Smith Charged,” but rather, “Local Firefighter Arrested.” That’s why we must take a team approach to reputation management.
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Call for Backup: As part of your “rescue” efforts, you may encourage members to seek additional help. This could be a link to the organization’s Employee Assistance Program, connecting the member to a substance abuse program, or making a referral to an outside community organization for assistance. Referring a member to a department-established mentoring program is another method for providing assistance to those in need. Identify strong team members with good leadership skills who can work with and monitor struggling members as they continue along the path to improvement.
Begin with Leadership
Remember that each new member is a clean slate, and you can protect your department’s reputation by having clearly-defined expectations for everyone you bring into the service. Outlining the do’s and don’ts of the firehouse both verbally and in writing is critical during a new member’s orientation, and should continue on an annual basis. Having all members sign the National Firefighter Code of Ethics each year not only outlines the expectations of the department, but also serves as a source of protection during a crisis. Should a PR incident ever occur, part of the formal department message can outline how the department does not condone such behaviors and all members are required to abide be the Firefighter Code of Ethics. To download the National Firefighter Code of Ethics, or for more resources on reputation management visit: www.cvvfa.org.
