When battalion chiefs start a shift, there are a number of items that affect their crews and the people who work for them that they must consider. One important thing that mid- and low-level chief officers must remember is that they have two separate and distinct audiences.
The first group is the people who staff the units that are under their command. A battalion chief of a small city department might have three or four firehouses, each with an engine and ladder company and three people on each apparatus. That’s as many as eight companies and 24 firefighters and officers. In a volunteer company, the first or second assistant chief might oversee two or three companies, with possibly 15–20 people on a response.
The second group that chiefs can expect to deal with are their superiors. In a career department, that might be a deputy chief or shift commander; in a volunteer department, it could be the fire chief or fire commissioners.
Firefighters & company officers
Consider battalion chiefs who work a weekday shift. The first group that these chiefs must concern themselves with is the firefighters and company officers who work under their command. One of the first issues is the number of people on shift. Reduced staffing for any reason results in more difficult work for the smaller crew, an increase in the time that’s required to complete fireground assignments and a general lessening of operational efficiency. The experience and training levels of the crew also can affect operational efficiency.
The next item of importance is the number of companies that are in service and have a regular or appropriate apparatus for the shift. When a ladder truck is out of service, it isn’t appropriate to have three firefighters and an officer respond with their tools and SCBA in a pickup or SUV.
Another aspect of this same issue is that training or administrative activities must be coordinated, so as not to have a severe negative effect on the delivery of services to the response area.
Other on-duty issues that must be addressed are personnel matters in any of the companies, complaints by officers or firefighters about conditions in firehouses and other job-related topics. When your people bring an issue to your attention, you’re obligated to address it. You might be able to resolve the issue, or you might need to pass it up the chain of command, but it must be addressed.
Superiors
The second group that you’re answerable to is the people up the chain of command. For this relationship, you’re the subordinate. Obviously, a respectful and professional demeanor is required, but that doesn’t prevent you from making yourself clear about issues and activities that are important to you or your subordinates.
Don’t confuse the latter with the fact that when you receive an order or directive from a superior, whether you’re in agreement or not, it must be carried out or implemented. Further, because you’re part of both teams, you can count on one group or another being unhappy or downright angry about some decisions.
Another aspect of dealing with superiors is honesty and loyalty. Two issues that muddy the waters with this relationship arise when you disagree with an order or issue or when you have a personal dislike for your supervisor. If you don’t care for your immediate superior officer, that’s a problem, but it’s your problem. If you want to be an effective and professional chief officer, you must rise above your personal feelings and cooperate as if your superior is your favorite boss.
Both groups’ progress
Finally, it’s a good idea to nurture and develop both groups, to produce a highly effective workforce that provides top-notch services to the community that you serve.
