Editor's Note: This is the first in a series of articles that examines the stops along the roadmap on a fire officer's journey from beginning to end.
Much has been written on the subject of leadership. Generals, politicians and philosophers have all expressed their views on the subject. The fire service has also produced its share of experts. Habits, customs and values are different than other professions. The only occupation that may be similar is a soldier.
The fire service, like so many other professions, requires persons to become leaders. They must be developed and trained.
Why has so much been written on leadership these days? Have the past leaders failed to develop people to follow them? Have they failed in their ability? Are they not prepared to develop leaders of tomorrow?
Why would someone want to join the fire service, and what would make them want to be a leader?
For many who join the fire service, it is to be the person the folks look to get the job done, the one people look up to, the person who is calm under pressure. Or they want to be the one who drives the shinny fire engine that delivers the troops to those in need, and skilled to operate a complicated piece of machinery. Or maybe the one wearing the white hat that during emergencies everyone is looking to, to save the day, giving all the orders that everyone listens too.
Whatever your personal motivation, this theme is true for many firefighters.
That is where the journey begins.
For the volunteer firefighter, it may be a family tradition that lured them into the service. From probie, rookie or newbie, a member may become a line officer, a chief and then an ex-chief. This process will bring them full circle. From the back step to the front seat, maybe a stop in the left seat as an apparatus operator to the right seat as an line officer, out of the rig into a car when you make chief, only to give up the car when your term runs out to return to the back step. This is the full life cycle. For many that may stop anywhere along the way, it still will be a rewarding career.
For a career firefighter, an individual may be lured by a sum of money or a steady paycheck or even family tradition. But one thing is true. This is a career they use to support their family. To get the job in the first place usually required some degree of effort.
As this probie or newbie advances their career into leadership roles, it often come with financial reward. The apparatus driver may receive extra pay or the senior person may receive status as if a non-commissioned rank. Career officers most often pass examinations to test skills and abilities. Promotions then lead to retirement.
The journey to fire service leadership is about the journey, not the destination.
It is not just becoming a member or getting the job and trying to be chief in the shortest period of time. It is what you learn along the way that will make you a better leader. The experiences and the personal skills you develop will make you a more mature and effective leader. They say: "what doesn't kill you makes you stronger."
I don't care for the metaphor but it means to push you past your comfort level. A leader must be able to operate comfortably where risk and uncertainty abound. The journey to leadership should be a journey in self-discovery. Each person must find what is in their soul and overcome the fear and rely on their strength.
The journey to leadership is like a road map. Each different job is stop along the way. Each stop is a learning experience. Every officer must know the jobs of the people he or she is supervising.
This way, they know what to expect and knows what is expected. There is an expression "there is a lesson in every sh*t job, and that is, don't step in it!"
The truth is sometimes you will have to get your hands dirty. If this is not the first time you got your hands dirty, then you will be able to clean up quicker! That is real experience. Experience cannot be understated.
For those on the fast track, rapid promotion is not always an indication of job performance. Some people just hit it right and rise quickly through the ranks. Every experience that you didn't have is a lost opportunity. If you have never cut a roof as a firefighter, it becomes a lost opportunity when you are a captain. How much more difficult is it to speak on the subject, to drill on it or to supervise it when you have never done it?
Anyone with time in an organization has seen good and bad leaders. What is your role in the organization? Often leaders are ineffective because they have no clear understanding of what their function is in the organization. I don't just mean where they are in some organization chart, but what it is that they do! Do they set clear goals for the organization? Are the goals attainable? Are they a guiding light or a dimwit?
Are you a leader? Do you inspire? Do you motivate? Do you make people want to work for you? What does it take to be an effective leader?
In this series of articles, we will discuss leadership and some traits common to effective leaders. We will look at some of the core competencies of effective leaders. We will form a dialog to inspire, motivate and develop effective leadership qualities. We will prepare you for the journey. The journey to fire service leadership is difficult. You will never be faced with a harsher bunch of critics then your own firefighters.
Ask any fire service instructor and they will tell you: "The only group of firefighters I could not teach was my own." Don't let that discourage you.
For the leaders and the inspiring leaders, I would like to offer this advice. Look at where you have been to see where you are going. It has been said that if you don't know where you are going any road will take you there. If the destination is fire service leadership, please don't take the road less traveled.
The time and effort you apply to learning your job and the job of the person whose job you want to fill will pay big rewards. When it is your time, you want to be the one who has not only been there, but done that!
Look for the next article, "The Journey: Motivation." As always, stay safe.
CHRISTOPHER FLATELY, a Firehouse.com Contributing Editor, is a 20-year veteran of the FDNY and a lieutenant currently assigned to Ladder Company 21 in Manhattan. Chris has twice served as chief of the Blauvelt, NY, Volunteer Fire Company and is currently the assistant chief and training coordinator. He is a nationally certified Fire Instructor 1 and is an instructor at the Rockland County, NY, Fire Training Center and holds a degree in fire protection technology. He is a Master Exercise Practitioner on the Exercise Design Team through the Center for Terrorism and Disaster Preparedness. You can reach Chris by e-mail at: [email protected].
