Higher education is an integral part of one’s professional development and the achievement of their goals. For those who aspire to be a company officer, chief officer or executive officer, there has become an expectation of higher education in the form of bachelor’s, master’s or even doctoral degrees. These traditional higher education paths are often achieved at lightning speed, and during the journey, we can sometimes forget about the niche skill sets, foundational principles, and the value offered by complementary approaches that can bolster the degrees earned.
Complementary skill sets
I consider myself a lifelong learner. I have always been immersed in all things fire service. My philosophy on education may go against the grain a bit, but I don’t think this makes me an outlier; I think it makes me a more diverse, well-rounded and resonating person. This translates into the ability to relate to and provide new ways to make an impact upon others.
Specifically, my approach begins not with the intense chasing of a higher education degree but rather with the pursuit of honing and sharpening those skill sets that I self-identify as weaknesses, those that I identify as a strength and those I simply wish to possess to give myself a diverse perspective in many disciplines. To me, this is what higher education should be about. Learning and applying new skills and knowledge should make me better than I was yesterday. And as we move to greater heights with these skill sets, we carry with us the successful achievement of educational degrees.
The fire service is a profession that spans myriad fields and disciplines. As such, there are several ways to attain the knowledge and skills that help us become well-rounded fire service professionals. In this article, I will explain a path to consider for members of all ranks, whether just starting—or perpetuating—the process of personal and professional development.
Moving up the ranks
There is a correlation between a progression in education and a progression in rank. Conversely, education is just one part of the professional development equation. We must first obtain the knowledge through education and then transfer that knowledge into learning through training and subsequent evaluation.
A majority of firefighters early in their career seek an associate degree in fire science or similar programs. This is also a prime time to begin what I call the “diverse perspective continuum.” For example, I was always interested in business. I remember as a kid creating my own sports leagues with made-up teams and player names. Each team also had coaches, managers and associated assistants. Along with it came trades, salaries and even contract negotiations. As such, when I pursued my first college degree, it was in business administration. There are countless principles in the business world, beyond what we commonly associate with the fire service, which can be adapted within our profession.
Typically, as we move up in rank, a bachelor’s degree is the next achievement to pursue. To that end, and continuing with my “diverse perspective” approach, I focused on a topic that I have always been passionate about—leadership—and pursed a degree in organizational leadership. So many tenets with organizational philosophy and leadership can be applied to the fire service.
Continuing up the chain to the executive level, the next step in the professional development process is a master’s degree. For me, I chose to pursue one in executive leadership.
Plan a diversity in disciplines
When it comes to any type of continuous improvement and education, there must always be a plan—a plan that consists of a multitude of disciplines and areas of skill development, and that feeds what drives, motivates and engages you. A strong and sustainable plan should consist of myriad professional development components. Exploring and reflecting holistically allows for a more diverse perspective that can ultimately lead to adapting to numerous situations.
Consider the following topics and how they can help you flourish in the pursuit of excellence.
Business
· Discover your value proposition and competitive advantage
· Apply lean principles in eliminating waste in spending, resources and other areas that take a toll on the budget
· Build and present a business case to elected officials to emphasize and convey a need
· Use analytical tools to disseminate historical data in forecasting and predicting future outcomes
Human resource development
· Develop acumen for recruiting, selecting and retaining top talent
· Train, develop and nurture existing and new talent within the organization
· Create a total rewards program that engages and empowers all members of an organization
· Measure and evaluate effective employee performance
Leadership and management
· Effectively manage through planning, organizing and coordinating
· Effectively lead people through inspiration, motivation and influence
· Mobilize communities through deliberate actions
Project management
· Build knowledge of initiating, planning, executing, monitoring, controlling and closing out projects within a specified budget and timeline
· Become organizationally agile to quickly sense and adapt to internal and external changes to deliver relevant results
Any combination of these disciplines allow us to become diverse in our knowledge and skill sets. And there are other disciplines—psychology, communications and finance—that can provide similar value for members of the fire service.
There are several methods to achieve education in these disciplines for leaders and managers. One method is through executive education, which involves academic programs at graduate-level business schools. They are generally non-degree-granting but have significant value and are a part of certificate programs. These programs, which cover most of the disciplines mentioned above, are a great way to supplement your professional development.
Professional credentialing, designation and programs
Another great way to evaluate a body of work throughout a career is to obtain professional credentials. In the fire service, there are two that hold the highest of prestige:
- The Executive Fire Officer (EFO) and Managing Officer (MO) programs through the National Fire Academy (NFA)
- The Chief Fire Officer (CFO) designation through the Center for Public Safety Excellence (CPSE).
There is an abundance of educational course and program offerings through the NFA that provide value in professional development. Additionally, the Fire Service Executive Development Institute through the International Association of Fire Chiefs (IAFC) offers education and training to new and aspiring chief officers who are committed to career advancement.
There are other high-level credentials and designations offered through professional associations to consider:
- International City/County Management Association (ICMA)—provides education in the creating and supporting of local government professionals.
- Association of Talent Development (ATD)—serving those who develop talent in the workplace. Also congruent with training and development disciplines
- Society of Human Resource Management (SHRM)—provides resources and education for HR professionals, and advances the practices of human resource management
As professionals, we must break out of the silos of our profession and practice the art of boundary-spanning and self-reflection to continuously and effectively grow and enhance the way we conduct ourselves. Doing so gives us the greatest reach in leading people, organizations and communities and, in turn, allow us to let people have a positive impact on us.
Professional organizations and conferences
We can also achieve a higher degree of education in the form of memberships and subsequent active participation in professional organizations. Whether it is attending national conferences or sharpening your presentation and communication skills through speaking, there is always something to be learned and applied. Getting involved and seeking opportunities for special projects can embolden your networking capabilities while providing a service to propel others to be better than they were yesterday.
Great organizations that can serve as a launching pad for higher education include the IAFC, International Society of Fire Service Instructors (ISFSI) and International Association of Firefighters (IAFF), among others. A little initiative goes a long way in developing your knowledge, education, training and application of newly learned skills.
A great avenue in the public speaking realm is Toastmasters International, which helps build confidence and skill in speaking and leadership. There are chapters all over the United States. You can use these speaking skills to attend national conferences to impart knowledge and share passion in what drives you.
Initiative and self-learning
There is a lot that can be said for self-learning. Reading books, periodicals and trade publications enhances the knowledge needed to sustain your ongoing professional development. In the ever-changing fire service, there is an affinity to keep up with emerging trends, data and research. Our interests should be piqued if we take the initiative to use every means necessary to learn more than we did yesterday.
Aside from what we customarily subscribe to, there are myriad professional publications that provide value and offer a competitive advantage—but only if we take the time to read them. When is the last time you picked up or subscribed to The Economist, Fast Company, Harvard Business Review, Chief Learning Officer or Training magazines? When was the last time you picked up a John Maxwell book on leadership or a book on strategic alignment by Riaz and Linda Khadem? Some other options include “Leading Teams” by Richard Hackman, “Four Disciplines of Execution” by Sean Covey, “Evaluating Training Programs” by Donald Kirkpatrick and “The Fifth Discipline” by Peter Senge. Children are sponges. Why can’t we be sponges, too?
Become the best you
Plans, execution, evaluation and continuous improvement is the name of the game in higher education, not to mention holding ourselves accountable for our actions or lack thereof. And this includes not only achieving academic degrees but also seeking out complementary opportunities to learn what we didn’t know yesterday, training to enhance performance and proficiency today, and developing, applying and sustaining our essential skills needed for tomorrow.
The key to changing any mindset is to self-reflect and then ask what it is that truly moves you. What allows you to find purpose and fulfillment? What are the skills that will set you apart? Create that mindset that always asks, “What’s next?”
