When I chose to become an officer, the advice I was given, which I hold to be valuable today, was to emulate the rank I was working toward. Simply put: As a firefighter, if you want to be a lieutenant, then start thinking like one now. This philosophy has helped me prepare mentally in my operational and administrative groundwork prior to every promotional exam I’ve taken.
The promotional exam is merely the first act in a rite of passage to becoming a boss. Although a new officer’s training places a great deal of emphasis on tactical exercises and departmental policy, the one area for which I was never truly equipped was managing people. Sure, it’s fairly easy to prepare for test scenarios where you must discipline an employee for a policy violation or refer them to the employee assistance program for some type of emotional counseling. And yes, everyone’s objective is to rate well on the dreaded “common seven dimensions”:
- Oral communications
- Written communications
- Problem analysis
- Organizational sensitivity
- Interpersonal relations
- Organization or time management
- Leadership
But what happens when you finally get the job and you’re actually in the station managing personnel on a shift-to-shift basis? Tag, you’re it!
Transition Assistance
Historically, fire departments provided no support or preparation to prospective officers as they transitioned into their new roles. Management techniques were either adopted from previous supervisors that you worked under (right, wrong or indifferent) or were simply relegated to the “as needed” category.
Local government agencies and businesses in the private sector have been investing in the future of their managers for decades, but the fire service lags far behind. This has created a critical leadership gap, especially as departments strive to meet city managers’ demands to promote a more diverse workforce. Diversity alone requires supervisors to be more attentive in management and leadership practices, because gender and cultural differences can create added workplace tension and conflict if those differences are not embraced.
More and more, departments are beginning to invest in Officer Candidacy Programs that introduce future officers to the rituals of management and leadership. Within the last 7 years, my department has instituted a 2-week program for all listed candidates from the most current lieutenant’s process. The participants have embraced the program, and a template is currently in development for a captain’s class emphasizing similar attributes, including:
- Leadership;
- Strategy and tactics;
- Progressive discipline;
- Station operations; and
- Administrative processes.
As a participant in the program, I developed a vision of my department’s philosophy in the criteria listed above. But 2 weeks is only a scratch on the surface of managing personnel. These programs are not “catch-all, beat-all” solutions.
Common Errors
When a new officer hits the floor, how should they conduct themselves? What’s the difference between strong, progressive discipline and station-level “dress-down?” How does an officer gain the respect and admiration of their subordinates? When do you lighten the load or make it heavier? How do you empower your subordinates? These are the questions that candidates ask every day as they prepare to enter the realm of the station officer. It’s issues such as these that earn officers their salt in station management; some sink and some swim!
As a supervisor, there are multitudes of slip-ups you can make when handling station-level issues. Below are 10 common mistakes new and sometimes experienced officers make:
1. Avoids the assumption of authority
When you promote to the officer level, you immediately assume authority over and responsibility for your crew. An officer doesn’t have the luxury of not taking charge when it’s uncomfortable or inconvenient. When in charge, be in charge!
2. Approaches problems inconsistently
Consistency is the most difficult skill to master. Subordinates shouldn’t have to guess what the boss’ response will be-they should know.
3. Makes changes for the sake of making change
Some supervisors like to “shake things up” without doing the necessary homework to ensure change is warranted. Before change is implemented, it needs to be thought out, planned and then executed.
4. Makes drastic changes in discipline/procedure
Although a change may be necessary, the new officer must be patient, making sound evaluations based on evidence, not hearsay.
5. Fails to motivate subordinates
There are two types of leaders in the workplace: positive and negative. A good officer will stand behind departmental values and never badmouth or trash-talk the department to his subordinates.
There is a famous quote (well, I’m declaring it to be famous) made by Tom Hanks in the movie Saving Private Ryan as he addresses his squad in a griping session over their latest mission: “A CO should never gripe or complain to his enlisted men, but instead to his superior officers.” When his squad asks his feelings about their new mission, he replies with a rationale of why the mission should be done and done with honor. That is what a boss does: Accentuate the positives.
6. Fails to immediately address problems
The best approach to dealing with problems is sooner than later. Never put off an issue; handle problems as soon as they occur.
7. Tries to be “one of the guys”
Once promoted to the rank of an officer, you’re entrusted with a managerial role that may soon be tested by your close comrades. Camaraderie exhibited after work hours at social functions is certainly good for building shift moral and unity. But it’s important to understand that when at work, clear lines are drawn between the officer and the crew. The officer sets the tone for interpersonal relationships between supervisor and subordinates. Remember: Be a boss on the job, be a buddy off the job.
8. Lacks knowledge of labor laws, contracts and standard operating procedures
All fire officers must have a working knowledge of departmental policies and procedures. Ignorance of the administrative process is no excuse. Lack of knowledge in this area can jeopardize not only the fire officer, but might also imperil the department litigiously.
9. Shows favoritism to subordinates
Favoritism is not the mark of a good officer. It may create an atmosphere of divisiveness, harming shift integrity.
10. Doesn’t provide positive reinforcement
No officer can do the job alone. Effective officers praise and reward their subordinates when they do a good job or go beyond the scope of normal expectations.
These 10 common mistakes only scratch the surface of the challenges we face daily as supervisors. How many of these mistakes have you witnessed within your own management style or of the management style of another officer in your department?
All Part of the Job
Even the strongest, most resolute officer has blundered once or twice in their career. Mistakes are a part of the growth and development process, but we can limit the degree of our shortcomings through training and diligence. We, as an industry and as individual officers, don’t have to continue to commit the same errors over and over.
