Being a good company officer is no easy task. For that matter, being a leader, period, isn’t an easy task.
Just what are the traits that lend themselves to making a good company officer and leader? This question has been discussed around the dinner table at fire stations for as long as there have been dinner tables in fire stations.
Knowledge from beyond the fire service
Reading about your job is vital. It allows leaders and potential leaders to expand their horizons on how to up their game in their profession.
Many of us like to read firefighting-related books, but sometimes we neglect great books that, although not directly related to firefighting, give wonderful insights into how we can improve and how we can improve our organizations. Enter Adm. Eugene Fluckey.
Fluckey was a highly decorated submarine commander and Medal of Honor recipient in World War II while commander of the USS Barb. He wrote “Thunder Below!” to tell the story of the USS Barb and her crew during the war. The book is an excellent read simply for the story of the exploits and actions of the submarine crew. However, a deeper reading of the book reveals fine examples of how company officers and chiefs can lead their organization effectively toward excellence.
The following is a snapshot of leadership traits that were exhibited by Fluckey while he served on the USS Barb.
Confidence in people
Fluckey had the utmost confidence in the skill and abilities of all of his crew members. Because of the nature of being confined together inside of a steel tube, it was paramount that crew members work and get along with each other. Fluckey required that all of the members of the crew learn all aspects of submarine life. The result was a well-trained, cohesive team that had skill and depth.
A fire company is really no different. Good company officers have confidence in the skills and abilities of members of their crew. They have that confidence because the officers trained their crews to perform when needed.
Critical thinking
Good company officers must have the ability to be a critical thinker. To quickly take in important data, rapidly mentally process that data, scan possible outcomes and then choose the best possible outcome is difficult. Whether quickly planning a torpedo attack on an enemy ship or an incident action plan on a working residential fire, good leaders must possess the ability to critically think. This skill is developed through training and experience.
Creative thinking
Sometimes, performing an assigned duty successfully requires “outside of the box” thinking.
Toward the end of World War II, Japanese ship targets were very few. To continue his mission, Fluckey and his crew came up with the idea of launching rockets off of the submarine at targets that were on shore. Some said that it couldn’t be done, but the USS Barb did it. Now, the practice is commonplace in the navies of the world.
Company officers must possess and encourage creative thinking. When a fire department connection isn’t working, what are workarounds that can be attempted to complete the mission? When a particular rescue presents itself, how can it be safely and successfully accomplished?
Fearlessness
A very thin line exists between pushing the limit and going too far. Fluckey was known as someone who would stick his neck way out to finish an assignment. However, one thing that he was very sure of was the skill and abilities of his boat and crew. That said, several World War II submarine commanders also were well-known for their daring exploits, and they paid for it with the loss of their boat and their crew.
Company officers must understand that being fearless doesn’t mean being reckless. Know your mission, know your job, know your crews and know your enemy.
Humor
A good sense of humor goes a long way in developing relationships between officers and crews. Fluckey was known to have a good sense of humor.
Humor can be used to break tension and to ease fears. No one is made of granite. Everyone needs a break from constant pressure. The fire service is known for pranks and such (in good taste). A good officer knows when and when not to inject humor.
Unflappable
When bullets are flying or depth charges are going off all around you, keeping your head clear and focused on the mission is important.
The officer is the key to the crew. As goes the officer, so goes the crew. When stresses build, the temptation to lose control also rises. Good company officers, through training and experience, can become unflappable. A company officer won’t be faced with navigating a submarine through torpedo wakes that are aimed at you, but you will be faced with equally dangerous scenarios on fire and emergency scenes that will require you to be equally unflappable.
Inspiration
A wonderful story in “Thunder Below!” deals with how Fluckey placed great responsibility on his crew members (including himself) and at the same time showed great confidence in them. He knew that everyone had to work together for everyone to come home alive. Anyone who wasn’t up to the task could be sent elsewhere off of the boat when in port. However, once on patrol, the die was cast.
As the boat was leaving Midway Island on patrol toward Japan, Fluckey, standing on the conning tower in his dress officer uniform in full view of most of the crew, held up the Navy rule manual and threw it overboard. He stated that they wouldn’t need it where they were going. Everyone on board knew that to not work together and do what was right could get all of them killed.
Once under way, Fluckey had a crew member bring him his shorts and flip-flops. He quickly stripped (there wasn’t a woman within a hundred miles) and put on the shorts and flip-flops. This was the signal that everyone on the boat was about to go to work and that everyone was relying on everyone else.
Inspirational leadership is very contagious. People enjoy working for bosses who inspire them to be better. The USS Barb was so successful because all of the crew members did their job all the way. The citizens of your community deserve that kind of commitment.
Compassion
Getting to know and understand the people who work for you is a vital, and sometimes difficult, part of the job of a company officer.
Living in a submarine and living in a fire station have several things in common. One is that it provides many opportunities for officers to get to know their crews and their issues, both good and bad.
A member of Fluckey’s crew had an issue back home about which the commander was asked to give advice. Fluckey offered to personally write a letter for the crew member to deal with the situation. Experiences such as this endear officers to their crew members.
Have compassion for the people who work for you. When people know that you care about them, their actions toward you and your goals might improve.
Enthusiasm and persistence
We selected to pursue a wonderful career. Most people start their career in the fire service with lots of enthusiasm, but keeping the fires of enthusiasm burning can be difficult. Good company officers maintain their enthusiasm and are persistent in achieving their goals.
Fluckey and the crew members of the USS Barb were extremely successful because of the enthusiasm and persistence that they put into all of their missions.
Again, the communities that we serve deserve enthusiastic and persistent firefighters and company officers when they are called to act. Enthusiasm and persistence might mean the difference between success and failure in a very dangerous job.
Celebrate success
In a dangerous business, the pressure to perform—and to survive—is great. When good things happen, it’s important to let your people know that they did a good job.
Fluckey was very good at “splicing the main brace,” in navy parlance: He celebrated successes. Whenever the USS Barb sank a ship, when it was safe to do so, he had the galley make a special cake for the occasion, and the entire crew celebrated. Everyone had a hand in the success of the boat, and he made it a point to make sure that they knew how important they were to the success of the mission.
Everyone likes to get a pat on the back every now and then. When someone deserves recognition, give it to them. The celebration doesn’t have to be elaborate. A little might go a long way. Going the extra mile for your workers also helps to build stronger bonds within the group.
