An officer’s relationship with his firefighters is an investment. Wise investing generates returns, while sloppy investing stagnates, or worse, creates losses. Many of the world’s foremost financial investors draw high returns because they utilize clearly defined, wise investing strategies. Fire officers can also draw high returns if they invest wisely in their firefighters.
Unfortunately, some fire officers work in a microcosmic manner, focusing on tasks and overlooking the strategy and overall purpose of the position. A more holistic view of the position looks at the firefighters, the department and the community inclusively. A judicious strategy involves making the most of the resources that ultimately do the job-your firefighters. Tasks are the products of the personnel who perform them; consequently, effective performance starts with a wise investment in your personnel.
This article proposes an investment strategy for the fire officer that will lead to high returns in the form of loyal firefighters who, in turn, comprise a strong organization. After all, the effort you invest greatly affects the rewards you reap.
Trust & Respect
Trust and respect are earned. These two elements are integral in any healthy relationship; they take on more significance in a high-stakes arena such as firefighting. Trust and respect are the cornerstones of the officer-firefighter relationship. It’s hard to seek guidance from someone you don’t trust; it’s hard to take direction from someone you don’t respect. Don’t get me wrong; an officer should not wantonly trust everyone who calls themselves a firefighter. But if you, as a firefighter, have done what it takes to earn the trust of your officers, then they in turn need to show it.
During my career I have witnessed officers order changes in tactics based on their trust in and respect for me as a firefighter. Likewise, I have encountered a lack of trust from an officer; ultimately, the officer realized for himself the situation that the crew had already determined on its own and communicated to him. Each person on scene sees a slightly different picture of the incident; the wise officer will know who to trust and take heed when other firefighters speak up.
Being shown the trust and respect you have earned provides stronger motivation to serve under the officer giving you that trust and respect. Open and honest communication in the firehouse and on the fireground will facilitate the recognition of these characteristics in both firefighters and officers.
Knowledge & Guidance
Fire officers are, or should be, an initial point of reference for firefighters to work with to develop on-the-job skills. The knowledge gained from experience and extensive training is translated in the form of guidance from a trusted and respected source. For officers to receive the returns they need, they must be able to demonstrate their knowledge in a manner that encourages enthusiasm and promotes firefighters’ skills development. This includes the officers’ own pursuit for knowledge. Setting an example that emphasizes continued professional development sends your firefighters the message that you are committed to being your best for them.
A fire officer may possess a wealth of knowledge on a variety of subjects, but if they are unable to guide a firefighter to that knowledge, it’s wasted. An admirer of art may walk through a museum and appreciate the paintings and sculptures, but without a guide, they may never understand the intricacies and true talent behind the work. Likewise, firefighters with a modicum of training can clear a window and see the effect of smoke leaving the building, but may never understand how this action affects the entire incident, unless they are provided guidance from an officer with a broader understanding of fireground operations.
Confidence & Humility
Indecisiveness or a lack of confidence can cripple a crew in an instant. To earn trust and respect, an officer must make decisions and stick by them (the exception being a change in conditions that affects safety). When weighing a decision, it’s natural to question the final outcome, but you must keep apprehensiveness to a minimum. Firefighters know when you’re wondering “should we or shouldn’t we?”; even if you make a decision, doubt has already permeated the crew. When in doubt, err on the side of safety. Aggressive firefighters may not always like the decision to back down but will respect it if you are decisive and have earned their trust.
The other side to confidently making decisions: Sometimes you must acknowledge that a firefighter on your crew is more trained and experienced in a discipline than you, and in this case, you must combine his technical knowledge with your knowledge of running an incident. This is humility. We cannot be all things to all people in all situations; there are times when the best strategy is to defer authority to another person. A more concrete example: the engine company that provides hazardous material response at an operational level and staffs a hazmat technician. The officer may be trained in this discipline, but the crewmember may be able to navigate the Emergency Response Guidebook more efficiently and may have dealt with other similar incidents while operating as a technician. Failure to capitalize on this resource is a poor investment decision.
Direction vs. Dictation
Direction and dictation are two very different means of communication, and each has its place. Direction is arriving at an auto extrication and instructing crewmembers to secure the vehicle and scene, doors and roof “to go.” Direction implies trust.
Dictation is telling each crewmember where to place the cribbing, where to make each cut and how to carry the roof as it’s removed. Dictation is commonly referred to as micromanagement.
So how are these tools used effectively? Direction applies to experienced senior members who display proven competency; dictation applies to those members who are less practiced or are clearly in need of more guidance. Dictation is more applicable in a training environment. If you were a Hollywood film director, would you tell an experienced, professional actor how to perform every nuance of a scene? No, you would most likely defer to the actor’s previous training. You may, however, need to tell the extras this is a dramatic scene and their laughter is inappropriate; after all, they are new at this.
Commitment
An officer who receives substantial returns on their investment is an officer who is committed to their “portfolio” and their strategy. This means they take extra care to monitor and develop their investments, educate themselves to be better investors and do not fall into the trap of tunnel vision. In short, an effective officer is committed to their crew, themselves and their community. An officer who demonstrates commitment will more likely have firefighters who are committed to them.
What does this commitment actually mean? It means the officer is not satisfied to rest on their experience, but continually learns, seeks new knowledge and refreshes old skills. Times change and an effective officer must change with them. This also means that the officer possesses a strong interest and involvement in the development and advancement of their firefighters.
My father gave me an anecdotal piece of advice from the business world that sums this up well: “As a manager, I always tried to hire people who were better than me, smarter than me and who wanted my job.” By doing this, you keep yourself from resting on your laurels, ensuring future success for the whole organization. You also generate an atmosphere of chemistry and vitality, which react with each other, resulting in the brightest and the best teammates. In my opinion, the chief should want junior officers vying for his position and junior officers should want firefighters nipping at their heels-not because the members feel the need to upset the status quo, but because they excel at what they do and seek the next challenge.
A Positive Attitude
Attitude is infectious. I don’t mean the person who is annoyingly happy will make everyone else annoyingly happy. Rather, I mean that an officer who invests optimism in their firefighters is an officer who will be rewarded with firefighters who are enthusiastic, willing to be involved and willing to go the extra mile. Note: It doesn’t work to threaten firefighters by saying, “If you show me a bad attitude, I’ll return that bad attitude.” A positive attitude breeds positive attitudes, and a negative attitude breeds negative attitudes. This may not occur overnight, but with a pattern of negativity you can be assured your investment won’t produce positive returns.
Attitude is perceived incrementally. An officer’s attitude toward training, types of calls, other officers or companies and every other aspect of the job is projected to and absorbed by their firefighters. The combination of authority and projected attitude will sway most firefighters. Again, this is not an instantaneous occurrence. If an officer constantly discounts the necessity of training, sooner or later their firefighters are likely to say, “If the lieutenant doesn’t care, then why should we?” Or worse, a young firefighter knows nothing other than the way his officer does things and assumes the officer’s attitude is the norm. Attitude is a powerful motivator that can result in positive or negative returns throughout the organization.
Appreciation
A handshake, a pat on the back or a simple “good job” all go a long way. If you were to receive a high return on an investment, would you ignore it, or would you try to figure out what you did right and apply that knowledge to other investments? Appreciate those members who work hard and go the extra mile and who do so quietly. The squeaky wheel may get the grease, but the other wheels have been working diligently. Pay attention to your firefighters, recognize their achievements and strengthen their weaknesses.
On a related note: Fair isn’t the same as equal. Fair means “consistent with rules, logic or ethics.” Appreciation should be consistent; favoritism is noticed and ruins morale. It’s fair to reward a firefighter who has done something above their expected duties and it’s fair not to reward a firefighter who does the bare minimum or less-but be consistent!
Some Final Thoughts
Many of us have heard the old adage, “Treat others as you would like to be treated.” Think back to your probationary year, to your early career and your transition to becoming an officer. What did you appreciate? What did you not appreciate? Would things have been different if you were treated how you wanted to be treated? Maybe you are fortunate and every authority figure has taken you under their wing and coached you along, but that’s unlikely. Think hard about what you want from your firefighters and reevaluate your strategy. If you are getting the returns you desire, congratulations. If not, maybe it is time to rethink the way you are investing.
