It’s safe to say that action is critical to firefighters’ success. Most think of the word as it relates to fireground actions, but what about how it relates to leadership and making meaningful change at your department? This was the theme of Dr. David Griffin’s Saturday morning Firehouse Expo session “Action: 9 Missions for Personal & Professional Growth.”
Griffin—a captain with the Charleston, SC, Fire Department (CFD)—is well-suited to speak on the topic, as his own history with the CFD led him from a place of resistance to change and negativity to one of leadership and modeling positive behavior. Following the tragic deaths of nine CFD firefighters at the 2007 Sofa Super Store fire, the department underwent significant change with a new leadership team focused safety and training. Griffin, along with many other department members, were initially critical of the renewed mission, and resisted change and encouraged other to do the same. He ultimately realized the negative impact of his actions, shifted his thinking to one of positivity and began focusing on how he could be a true leader for his crew.
Griffin explained that in the process of shifting his own mindset, he identified some “missions” that anyone can use as a framework to evaluate their action—or inactions—and their consequences, in both their personal and professional lives. He then led attendees through exercises to get them thinking about what the word action means to them, who has motivated them in their lives and when they possibly missed opportunities to show leadership in action.
The conversations that ensued focused on the intentional and proactive nature of action. Griffin underscored that inaction IS actually an action as well—and a powerful one—as you are taking a conscious step to not do something. He acknowledged that we all go through times when we are not initiating positive action—and that is normal—but the key is working to get back on track. “You’re going to have days or weeks where you feel like you don’t take a lot of action,” he said. “But if you do that as a firefighter, someone’s going to lose their life or get hurt.” He added, “I saw that firsthand in Charleston. The nine firefighters died because of our inaction to train and inaction to lead our people.” He commended the work of Chief Tom Carr and Deputy Chief John Tippett, who transformed the department and refocused it on training, safety and leadership.
Griffin then presented two of his missions for personal and professional growth. The first: Examine one change that you’re resisting in your personal or professional life, and identify three reasons for your opposition. Some of the examples shared included reluctance to exercise, fear of retirement and resistance to new training policies. He encouraged attendees to be brutally honest with themselves about why they have not embraced the change, and reminded that it’s OK to make changes a little at a time.
The second mission involves several questions to reflect upon: Identify a coworker with whom you have conflicting views. Why do you have these views? How could you listen, learn, prepare, serve and lead together with this person even with conflicting views? Why is this important for organizational success? Griffin explained the importance of reflecting on the roots of these conflicts and ultimately working through issues with them to achieve resolution or at least better communication.
Griffin acknowledged that there will often be pushback, but that you have to be confident as a leader and hold true to your beliefs when you know you are doing the right thing. Even when people are resisting, “You have to stay strong with your message,” he said. “Are you going to do things to make people happy or to do things that are right?”
