I do not believe that at the time I truly appreciated the significance of what had transpired. Now that I reflect upon it, the truth of the lesson is self evident indeed. Somebody wanted to hurt his boys, and Sergeant Grant would have none of that. If tough love ever came into my life, our time in the Philippines was it. He and our Squadron Commander, Colonel Moore, shared that trait. As a matter of fact, I would go so far as to call it a belief.
They were both gruff, tough old-line warriors of a breed rarely seen anymore. If anything bad were to befall their troops, they took it personally. And if justice was required, they would be the people to administer it. Conversely, if you ran into a problem they would go to the extreme to take care of you.
Let me now ask you to ponder a very important point at this time. What commodity did we young airmen use to repay these rugged chieftains? Loyalty is the answer my friends. Loyalty to both our fire department and its leaders was quite strong. And our loyalty to both Chief Master Sergeant Grant and Colonel Moore ran deep and wide. Let me ask you a crucial question. Can you say as much for your department?
One thing that five decades of experience gives a person is perspective. When you have seen things go well, it qualifies you to speak about what you see when things are bad. And as we work our way through the early stages of the 21st Century, it is my sad duty to note that loyalty, as a concept and practice, seems to be on the wane. I see a world where the selfish, one-way street type of leader seems to have taken control. This is not a good thing.
It seems to me that far too many fire chiefs and upper-level officers have lost sight of what and who really matters in their departments. Add to this the dollar problems far too many of us are facing thanks to the boobs and bean-counters in the front office and you can see that we have the recipe for organizational chaos all around us.
People will labor mightily for people they believe care for them. And therein lies the secret to building loyalty. As officers and chiefs you must take an active part in your organization. You must move among the members and learn who they are and what they want out of life. Far too many chiefs, both career and volunteer, build tall towers. They then ascend those towers and hide from their followers. And when you try to pay a call on the lofty heights of headquarters, you are frequently met with a cauldron of boiling oil. And that does real wonders for building loyalty among troops.
A great way to display loyalty is to share in the hardships of your people. On a cold night, don’t leave the fire early and turn command over to a subordinate. There’s a time and place to delegate, and cold, dark nights are not the time to begin. And if cuts are to be made in the annual budget, be sure that everyone shares. Let me also stress that you must never cut the training budget for your troops, entertain layoffs, and then head off to the annual fire chief’s conference, golf clubs in hand.
What I am really saying here is that you must treat your troops as you, yourself, would like to be treated. Now isn’t that a simple premise for building loyalty in your people? But it really is just that simple. Hmm… That sounds like a rule to me: the "Golden Rule" my friends.
No matter how complex and technically oriented the world becomes there is one constant which remains: people. Remember that your people will always use whatever technology is required to get a job done. However, it is the people who feel appreciated that will give a much better account of themselves when the chips are down. You will have a fire department where loyalty and hard work are the norm – a fire department in which people do a dirty and dangerous job with smiles on their faces.
There are many people who have been loyal and supportive of all my labors throughout the years of my long and varied career. Sadly a great number of them are no longer with us. I have come to believe that I pay them the greatest thank you of all by passing along what they taught me as a young pup, college-educated, pain-in-the-butt, snot-nosed kid who was part of the new generation coming into take over their well-ordered world. Please consider doing this as you move through life in your fire department.