Firefighters in the country—career or volunteer, from the busiest urban engine company to the quietest rural station—has had a moment where they thought, “There has to be a better way.” Whether it’s a piece of outdated equipment, a cumbersome standard operating procedure or a need in training, we all have seen areas that could be improved. Too often, those thoughts end with a sigh and a quiet dismissal: “They won’t listen” or “They won’t spend the money.”
The result? Countless good ideas die on the vine before they’re spoken aloud or appropriately considered. Sometimes, it’s because we don’t know how to present our ideas in a way that leadership will understand. Other times, it’s because we don’t do the work to support our proposals. We rely on instinct or anecdote, saying to a chief, “Why don’t we just … ”, and expect immediate buy-in. In today’s fire service, ideas need more than good intentions. They need thoughtfulness, structure, evidence and strategy.
Operational vs. organizational
You can categorize most changes into operational or organizational. Operational changes might include purchasing new tools, changing tactics, developing protocols, changing hose loads or anything that pertains to our service delivery. Organizational changes might be more ambiguous, referring to cultural change, leadership styles, training initiatives, shift schedules, or recruitment and retention campaigns.
When preparing a proposal for an operational change, you should utilize data and evidence as much as possible and remove opinion and anecdotal evidence. Include pricing, specifications, response data and history, NFPA standards, ISO requirements, accreditation requirements and projected outcomes. By preparing a professional, well-prepared and well-researched proposal, your plan more likely will be taken seriously and properly considered.
Organizational changes might require a different approach. A clear problem statement is helpful in defining the need for or purpose of the change. A well-articulated problem statement anchors your proposal in purpose and urgency. It gives leadership a clear reason to care and makes connecting your solution to tangible department goals easier. Organizational change often requires persistence, diplomacy and long-term planning, but when it’s approached with clarity and purpose, it can be just as impactful as any new tool or tactic. This type of change might take years to move from the development and proposal stage to the implementation phase, but don’t let that dissuade you from fighting for meaningful and impactful cultural progress.
Delivery
Knowing your audience and how chiefs and command staff evaluate proposals is essential. For example, as a firefighter, building a training facility out of shipping containers for live burn is a simple and straightforward idea. For a chief, however, many other concerns must be considered: what liability is involved, what laws and regulations must be followed, and what logistical requirements must be addressed. A chief must consider zoning and permitting, compliance with NFPA 1403: Standard on Live Fire Training Evolutions and Environmental Protection Agency guidelines, environmental impact, insurance implications, ongoing maintenance and the cost of outfitting the structure to meet safety standards.
What seems like a great idea on the surface quickly can become a complex project that involves layers of responsibility. Unless those factors are acknowledged and addressed in your proposal, it might be dismissed before it gets a fair look. Understanding leadership’s perspective helps you to tailor your pitch, anticipate questions and, ultimately, bring your idea closer to reality.
How you deliver your message should be determined by the complexity, cost and potential impact of your proposed idea. A minor alteration to a policy or a small purchase that’s relative to your department’s budget might be delivered in an informal conversation or email. However, a proposal that involves significant expense, major policy changes or a change to an established operational procedure should be presented formally. This might include a written proposal, supporting data, a meeting with command staff, and a clear plan for implementation and evaluation.
Choosing the right format not only shows respect for the chain of command but also demonstrates that you took the time to match the delivery to the importance of the decision, which significantly increases your chances of being heard and taken seriously.
Driving change
We often assume that change must originate from our organization’s chief or senior leadership to be successful. This isn’t the case. A firefighter, engineer or company officer can influence meaningful changes with a good idea—and the courage and persistence to advocate for it. Your voice has power, and that power multiplies when it’s backed by preparation, professionalism and purpose.
You never can be too prepared. Use every available resource. Research your idea thoroughly, and don’t hesitate to reach out to other departments—locally or across the country—for input, data or lessons learned.
Be ready for pushback from those who disagree. No idea will receive 100 percent buy-in, but that doesn’t mean that it isn’t worth pursuing. Change can make people uncomfortable. It challenges tradition, routine and the status quo. When that happens, some will resist, and some might criticize. However, if your proposal is grounded in facts, solid research and clear benefits to the department, the value of your idea will eventually rise above the noise.
Stay focused on the mission: life safety, property conservation and incident stabilization. Align your proposal with the department’s core values and goals. Perhaps most importantly, don’t be discouraged if your idea isn’t implemented right away. Sometimes, “no” really means “not right now.” Your effort might plant a seed that grows later. Other times, you’ll get a firm “no.” Accept it, learn from it and move forward. Have a short memory for setbacks—and a long vision for progress—because in the fire service, real change doesn’t always come from the top. Sometimes, it starts with you.
