Many folks look up to “someone” as THE example of a “leader.” We undoubtedly observe, listen, read about and ultimately learn from “those” type of people. What do “those” people look like? What does leadership look like? Have you looked at yourself with that same critical eye? Does paid or volunteer really matter? No, leadership is a trait, not a paycheck, membership or certificate!
Dr. David Griffin, captain and training officer with the Charleston, SC, Fire Department, challenged attendees at the recent Volunteer & Combination Officers Section (VCOS) Symposium in the Sun to “get on your smartphone, iPad or whatever and on your plane on the way home...start making change.” The challenge and motivation you receive from that kind of challenge demonstrates leadership. Just about everyone comes away from that type of challenge with the “now it’s my turn to lead” energy.
So, do something about it – but not just while you’re on the plane, not just until you write that standard operating procedure (SOP) or not just until someone else deflates your bubble. You want to be “that” leader? Be prepared to be rejected, ridiculed and disliked – but most importantly, be prepared to ultimately succeed and see “it” through. Then be prepared to follow “it” while you’re working on the next thing.
4 types of people
I submit to you that there are four types of people in the world: Leaders, managers, followers and slugs. When I describe them, you will likely be able to identify at least one of each in your organization.
We'll start with FOLLOWERS – plain and simple, followers get things done. Any organization MUST have followers to get things done.
MANAGERS make sure things get done. Managers sometimes set policy or develop plans; however, their primary focus is making sure things get done. Any organization MUST have managers to make sure things get done.
LEADERS provide the vision and path to allow managers and followers to do what they do. With an appropriate distribution of managers and followers, leaders don’t need to be involved in all of the everyday “weeds” of the organization or its operations.
And then we have SLUGS. Slugs leave behind a slimy mess everywhere they lumber along and with everything they do. Every organization has slugs, and in many cases needs them to provide purpose and mission for the rest of the organization. Many of us were probably slugs at some point in our paid or volunteer occupational history.
People are NOT “born leaders.” Leaders should be cultivated from the ranks of slugs, followers and managers. Do YOU always have control over WHO the organizational leaders become? No, not always – get over it...remember, it’s not about YOU.
Leaders sometimes have to be prepared to take people to uncomfortable places – to take them where they OUGHT to be, instead of where they WANT to be. Recognizing that the OUGHT and WANT are often influenced by political forces beyond your control, it is imperative that a strategic analysis and plan are developed to LEAD an organization where it needs to be.
I don’t suggest that you have to spend thousands of dollars or make huge administrative investments. Start small, use the hidden talent within your or your neighbors organization – trust me, it’s there. “Strategic plan” suggestions are often dismissed as unnecessary (“we know what to do”), too expensive (“we’re ‘just’ volunteers”) or too cumbersome to undertake (“we’ve done this before”). The strategic plans I’ve been involved with typically (not always) become an all-or-nothing type of document that sits on a shelf gathering dust. Apathy? Complacency? Politics? Budget? Sure, but nothing that leadership can’t fix.
In the past three years, the Prince George’s County, MD, Fire/EMS Department (PGFD) has undertaken a series of mini-strategic plans (apparatus, staffing, budget, recruitment, training/leadership development, etc.). In a continuous loop together these plans will move the PGFD forward regardless of who’s chief or what the administrative structure looks like. Does the entire organization get their hands dirty with EVERY mini-strategic plan? Is everyone happy? No and no; however, the appropriate sworn, volunteer and civilian stakeholders are involved and the ultimate expectations and results are communicated across all levels of the organization. Continuous feedback allows us to tweak or align any of the plans as necessary.
Success does not occur in singular stovepipes or with singular people; success occurs when the group achieves together, across all elements of an organization. Achievement becomes possible through engaged leadership with our elected, union, volunteer and administrative agency officials.
So, whether it’s recruitment and retention, flow-path science, budget, apparatus...that’s what leadership looks like – it is indeed YOUR turn. Will you be a SLUG, a FOLLOWER, a MANAGER or the LEADER you know you can be. It's not only your turn, it’s your choice.
MARC S. BASHOOR, with 33 years of emergency service experience, has been fire chief of Prince George’s County, MD, Fire/EMS for the past four years. It is the largest combination department in North America. His progressive community-based approach has led to record hiring and a strategic apparatus replacement plan.
Connect with Marc
Twitter: @PGFD_Chief
Email: [email protected],
