Leadership in the fire service is nothing new, but the education and subject of leadership in formal settings is new. We can relate this in a worldly view as well. Corporate executives, government services, nonprofits and emergency services are reflecting on their own organizations, attempting to find ways to engage employees, increase trust among their team members, enhance communications and create an environment where everyone feels valued.
The U.S. military has been doing this for some time, and obviously realized the need for a formalized leadership institution in 1802, with the establishment of the U.S. Military Academy at West Point, NY. My experience in leadership development, working with the Thayer Leader Development Group, has placed me in the same room as formal military generals and titans of industry. Corporate America has finally noticed the difference between management and leadership, and are thus educating their top performers and decision-makers on all aspects of leadership, including creating a leadership philosophy. When properly drafted and instituted, this document is essentially a contract between yourself and your subordinates.
Understand the commander’s intent
“Leadership is not a position or a title, it is action and example.” – George Ambler
You are probably wondering why a contract such as this is important or even relevant to your organization. The document serves as a reminder to yourself, your organization and your team as to who you are, who you are striving to be, what you expect of those around you, and what those around you can expect from you. Also known as “commander’s intent,” the document allows those around you to make their decisions more in line with your expectations and your moral compass. A leader cannot be everywhere at all times, and rightfully so, and cannot make every decision during the day. The leader will rely on their peers and subordinates at times, and if not properly briefed or familiar with the leader or situation, this could create a mountain out of a molehill.
In military circles, the formal leader will not only provide a leadership philosophy, background on their life and goals, and briefings on what is expected of those on his team, but also assign readings that allow the individual to be more attuned to the formal leaders thinking and decision-making process. Below you will find a copy of my personal leadership philosophy to utilize as a benchmark for your own.
Determine who you want to be
“It is curious that physical courage should be so common in the world and moral courage so rare.” – Mark Twain
Philosophy is defined as “a theory or attitude held by a person or organization that acts as a guiding principle for behavior.” What does that mean? Let’s break down the definition to get a better handle on it.
Theory is the analysis of a set of facts in their relation to one another. Attitude is a mental position, a feeling or emotion in regard to a fact or state. Guiding Principles are a comprehensive and fundamental law, doctrine or assumption. Behavior is the manner of conducting oneself. All of these attributes are formulated to create your leadership persona and philosophy. As leaders, we put pen to paper so that we can remain steadfast, vigilant and consistent in who we are and what we expect.
Take a moment to think of those on your crew and reflect on what you believe are important qualities they find in you, or if you are on the promotion track, what qualities they could find in you. Honesty, morality, transparency, democratic, trustworthy, friendly, knowledgeable—these are traits we use to describe someone, and hopefully they are used by your coworkers to describe you.
As I have learned the hard way, just because you feel these traits reflect who you are doesn’t mean that’s how others perceive you. If you are not being whom you want to be, find out how to be that person and be deliberate in your actions to become that person. These traits are exhibited through character, reinforced through consistency and the environment in which you allow your team to operate, also known as collaboration.
Develop the guiding light
“One of the most important leadership lessons is realizing you are not the most important or the most intelligent person in the room at all times” – Mario Batali
So, again, why should we, as leaders, develop a leadership philosophy? The document will serve as the foundation upon which you and your team will operate. It will be a guiding light for your peers and subordinates on what you expect of them and what they will expect from you. To create incentive, you can tell everyone that if they catch you bending on your leadership philosophy, you will buy them lunch—or something to that effect. From my interactions with senior leaders, one thing remains true: If they knew what they know now, many bridges and relationships would still be intact. For our young and aspiring leaders, develop a leadership philosophy of your own and stick to it.
My leadership philosophy
The West Point Fire & Emergency Services Division of the U.S. Military Academy at West Point is a high-caliber, tip-of-the-spear, world-class environment in which to work. Our team excels in multiple specialties that require us to provide rescue and care in volatile, complex, uncertain, ambiguous and abnormal situations. Although this Swiss army knife approach is great for the communities in which we respond, this level of advanced preparation requires a high tax on our members. We must be driven to succeed, invested to train, physically fit, lead an atmosphere of continual improvement and have a never-quit attitude.
You work for an organization that protects the very institution of leadership our country promotes. Duty, Honor, Country. Leaders of Character. Honor Code. These are not just words; they are a way of life. A decision one must make to hold themselves and others accountable to every day.
There is a reason that you are a member of our team; we have invested in and committed to your time here and see it as profitable. You are a member of a collection of individuals who are great at what they do, but when convened and placed on a team, become unstoppable. Know that I believe you belong here, but fight to show everyone, every day that you want to be here.
My Values to which I hold myself accountable:
- Dependability—Know that if I tell you I will do something, I will do it. I have always strived to ensure I make my promises known and commit to them. Whether at home or at work, my word is everything to me. I will keep it.
- Transparency—I will crush rumors as fast as they are created by making sure you know as much information as possible on a given subject matter. Rumors plague organizations; transparency vaccinates them. By being open and providing as much background as I can, we can eliminate the idea of hidden agendas/objectives that are misinterpreted by those who, since they don’t have all of the information, create and magnify the issue. However, know that if said information violates someone’s trust in me, is illegal or unethical, I cannot and will not provide it.
- Honesty—I am known for my honesty, though at times it is brutal. My wife knows, I am not one to simply say, “I like the dress,” simply to appease her. I am tough in this area, but through open, genuine, caring honesty, we can push past barriers and enhance our trust in one another. Strong relationships are built on honesty. I ask this of you as well.
Below you will find some framework of what I will expect from the members of my team and those with whom they come into contact. By knowing these points, you can better understand my stance on topics to reference for my intent and to what I hold people accountable.
- Dignity & Respect—The intrinsic worth of individuals, the importance of each human being as a part of the human family. This is recognized by almost every culture and religion worldwide. “We should behave to our friends as we wish our friends to behave to us.” – Aristotle.
- Development—Strive to be better today than you were yesterday. Institute an attitude to which you are continually learning and enhancing your abilities as a member of our team and society. The Japanese call this kaizen, a philosophy built on learning, on always being the student, because we never truly know it all. Our world and our profession is constantly changing. Learn what others do. I will teach you my job, as I will learn yours. Training will be thorough and realistic as much as possible.
- Diversity—We are all different, and it is that difference that makes us unique and strong. Lt. Sean Kiernan once told me, “Everyone has their place in this department, no one is undervalued, and each person has a specialty, skill, talent or strength which complements the rest of us.” Let us try not to judge a book by its cover.
- Pride—You are a professional firefighter. You are held to a higher standard than most others, and the public expects more from you. This life is based on being highly competent. Why? Because it is your profession, it is what you are paid to do, it is your skill set, and it is your contribution to society. 1) How you look—Make sure you are in great physical condition. People’s lives, including our own, depend on it. Ensure that your uniforms are fit, clean, not faded, torn or frayed. Again, you are a professional. Your title, knowledge, and uniform you wear radiates that. 2) How you act—Be the consummate professional in all your actions, interactions and deeds. Do what is right, especially when no one is watching. 3) How we live—Our home and vehicles are a reflection of how we treat ourselves. We owe it to each other to ensure equipment is ready to go, and nothing is passed over, as well as our station being clean and maintained. We live here as much as we do with our families; your mother does not work here. Captain Tim McCarty told me time and time again when I slacked in this area, “Our station and apparatus allow us to reflect on our company pride … keep them both clean and ready.”
In closing
Know that I will hold myself to these standards as I do to you. A team is only as strong as its weakest link. I realize life gets in the way at times, and some of these touch points may not be met daily, and I understand that. I, however, will not bend on my values or what my expectations are in terms of treating one another. I will not tolerate an atmosphere of hate, discontent, racism, harassment, laziness or abuse. If this occurs, it is unacceptable and will be dealt with. I have an open-door policy, please share your concerns and feedback. I expect it from you as you should expect it from me. We are all growing and learning, your strengths will enhance my weaknesses, and vice versa. Know that I do not know everything, I will never know everything and neither will you. An individual is not as effective as a team. Together, as a team, we can deliver results and success in all our endeavors while promoting a work environment where you love your profession, this department, this station and this team.
