Our fire departments are facing unprecedented problems preparing to protect the citizens we are sworn to serve. “So what?” you might reply. “Everyone faces problems. What is so special about us?” To that I would remind that many of the problems that you and I face each year are not being caused by sources outside of our own agencies.
What is the major problem that you and your fire department face today? Is it something that my friend Mike Callan of Connecticut touched upon at a conference many years ago—something so important that there is a Latin phrase to govern your responses to it? Est ubia mia translates roughly as, "It's all about me." This is the "Me Generation" type of nonsense that relates to societal selfishness—something that you and I have observed in our organizations for many years now. Far too many people seem to do only those things that they perceive will provide them with some sort of direct and personal benefit.
It is attitudes such as this that present our fire department leaders with a wide range of problems to address, forcing them to wonder:
- Why can't we get our work done?
- Why can't we stay within budget?
- Why aren't people showing up for our fire department drills?
- Why have people stopped responding to our emergencies?
- Why can't the people in our fire department see my vision?
My friends, these are the sorts of questions that can keep a fire chief up at night. The fire department is nothing else if it is not a team operation. I have never seen a fire extinguish itself. I have never seen a motor vehicle accident victim extricate or treat themselves. Everything we do requires a team-oriented approach to deliver our wide range of services.
Varying pressures
Each of us is under pressure to do our part in the overall operations. In the career world, we face such issues as:
- Threat of layoffs
- Threat of station closings
- Budget cutbacks lead to staff reductions
- Pressure to perform from people who do not have a clue as to what we do
In the volunteer fire world, the pressures and, therefore, the questions are different:
- How can I fit the fire department into my employment situation?
- How can I fit the fire department into my family commitments?
- How can I make my percentage to stay active?
- How come some other folks get all of the breaks?
- How come the officers take care of their friends and not the rest of us?
So how do we find the motivation to manage these pressures?
Motivation and appreciation
It is critical for you to understand that there are some overhead requirements that each of us must address when we are in positions of leadership. It is not about playing favorites, although it might seem that way in certain situations. No, it is about motivation. Each of us in a position of leadership must come to sincerely care for each person as an individual. Come to know and appreciate each of your troops as an individual, with certain talents, capabilities and, yes, shortcomings.
It may be that you will have to think of your fire department team as a puzzle. Each person is an individual piece with which you must work. It is my opinion that you cannot create a solid team unless you understand each piece of the puzzle that has been presented to you. Each person is different, and you must know and understand them as such. In that way, you can put the right piece in the proper place.
It’s all about making the work environment interesting and challenging. In addition, it is about the active promotion of cooperation and teamwork among all members. You need to ensure that you are providing opportunities for growth and empowerment among your people. It is also about the leaders being able to set the example for the troops.
Basic tenets
There are six basic tenets that must be used in order for your fire department to be able to provide excellent service. They need to be at the heart of your efforts to create an effective and efficient fire department, one that is able to provide quality service to your community. These tenets are:
- The team’s number one priority is to deliver stellar products and services to their customers.
- Always treat fellow team members with kindness and respect. Be considerate!
- When faced with a problem, always work toward a team outcome that is ethical, legal and safe. If the problem is about the team’s operational level, seek appropriate advice and approval.
- When dealing with fellow team members, remember, it’s all about empathy. A team made up of diverse personalities is essential to performance. Compensate for other’s idiosyncrasies, and realize that these differences make for a more productive team.
- Consider how what you do looks to your team!
- Communicate clearly, openly, honestly and often (COHO)—the four corners of a solid team foundation.
If you think about it, these are really common sense things that you should do anyway. I like to use the Boy Scout Laws to guide me in my work in the fire service. I have not been a Boy Scout for over 50 years, but I can still quote the laws as a guide to how I intend to live my life. Here they are:
A scout is:
- Trustworthy
- Loyal
- Helpful
- Friendly
- Courteous
- Kind
- Obedient
- Cheerful
- Thrifty
- Brave
- Clean
- Reverent
How much better would the world be if we all clung to these long-established guides? We must treat people as we ourselves would want to be treated. Ah, the Golden Rule. Let me assure you that the task of creating a solid, well-trained team must be built upon the solid, bedrock foundation of the rules that I have laid out for you here.
Things to remember
As you move through your day, please try to remember that while you might have plans for your day, so do other people. The hard part to remember is that they do not know yours and you do not know theirs. In order to get the job done safely and efficiently, you must share with others, cooperate with your fellow team members and coordinate your efforts with those of the other folks. Do not assume anything, because you know what happens in that case.
Encourage the members of your team to come together in setting the goals and objectives for your future operations. You need to brainstorm to get new ideas from your team. Do not discourage thoughtful contributions by anyone.
It is critical for you to communicate continually with your team members. You need to praise frequently and criticize rarely and gently. Consult with your team members about their part of the job and share your views with others. Be sure to really and sincerely welcome the thoughts of your team members.
Counseling your fellow team members is critical. Accepting their counsel and criticism is critical as well. Always be ready to take advantage of any opportunity that presents itself. There is no “I” in we. One is too small a number to achieve greatness. Everyone has a place where they can contribute. More challenge to your members is the need for more teamwork. That is why you must stay on top of the training and mentoring of your team members.
I have long believed that the team is no stronger than the weakest link in the chain of organizational operations. As the leader, you must provide vision and direction. No vision on the part of the leader equates to no action on the part of the team. As the leader you have to be willing to pay the price for a great team. All things being equal, a better leader makes for a better team.
Remember that a great team has to be flexible and adaptable. I have long observed that when everything is going good, nothing hurts. It is up to you to create an organization that does the best possible job when it comes to protecting your community. If you build a solid and capable team, you will be able to enjoy a great deal of success. As the leader, you are the key to that success. Do not miss the opportunity.
