Station Pride Articles

My 15 Fire Department New Year’s Resolutions

As firefighters, we have all had associates that we have looked up to. These are the type of individuals about whom you say, “I want to be like him/her when I get older, get promoted, or advance my career.” We look up to those individuals that have taken the time to work with us, show us the ropes, responsibilities, and prepare us for our job and our future. There are no better teachers in the fire service than the seasoned veterans who take time out of their days to educate and train us on the way the job was, is, and should be in the future. So this coming year, instead of just sitting in the dayroom complaining of all the things I would fix if I were in charge, I am making 15 New Year’s resolutions for my fire department. These are things that I can spearhead to address our issues while imparting camaraderie, fostering a team concept, and promoting an actual desire to be a part of a world-class fire department.

#1. – Squashing the “us against them” mentality:

This is the management against firefighter mentality that exists in virtually every fire department. How do we resolve this? We stop letting anger fester. The complaining while sitting in the day room, during dinner, or at roll call is counterproductive. As the adage states, “Misery loves company,” we are only defeating ourselves. We need to ensure we don’t talk bad about ourselves outside the department. Stop airing our dirty laundry. The community will judge you by your actions, the words you speak, and your perceived appearance. Instead, be proud to be here. You are now a member of the best fire department in the world; yours. This organization is built on the shoulders of the people before you. Leave the legacy that you would want to return to. Have a sense of ownership. While you are here, this is your family, your firehouse, your job, and a stepping stone to your future. I am going to represent my department in a positive light. I want to leave a good impression.

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#2. – Creating a conduit to admitting wrong-doings:

Whether it is up or down the chain of command, whether it is a captain or a chief, this is a big issue; never admitting you’re wrong. So as a leader, don’t fall into that trap. Admit your mistakes, take ownership, and move on. Be a leader. A leader is a person who has integrity, vision, honesty, trustworthy, has a drive, and a commitment to achieve that vision. They have the skills to make it happen. As a leader, first and foremost, lead by example. Don’t expect your crews to do things you wouldn’t do. Instill trust in your crewmembers. Your crew will realize that you have their best interest at heart and they will be more likely to follow you into hazardous situations once you have gained their trust. This also applies to vehicle checks, station cleaning, morning stretching and planning the day. Be present and involved. You must not be afraid to make a decision. Whether it is the right one or the wrong one, you must be able to decide and justify it, if questioned. A decisive officer instills trust and leadership with the crews. I am going to do a better job of making informed decisions. When I am wrong, I will admit it, correct it, and grow from it.

#3. – Redesigning indecisiveness:

Taking too long to make decisions is considered a huge barrier to effective leadership. Just remember, as a leader, people generally would rather you make a bad decision than no decision. The low hanging fruit is easy to harvest. The regular business day decisions set the tone for the ones you make during emergency situations. Even if you don’t make the right decision, you can make the decision right. Plenty of talented people, even the chief, go to exhaustive lengths not to appear dumb. Let it go. We have the right to change our minds; you are not admitting defeat. You are simply reassessing the situation and processing new information. Similar to a hazmat call where the offensive tactics aren’t mitigating the situation. We retreat, call an audible and deploy defensive operations. I am not dumb. I don’t know everything. I am learning. (See? It wasn’t hard to admit.)

#4. Creating a vision and purpose:

Capt. Chris Storz and Engineer Mike Gygax watch as firefighter Jeno Inzerillo, left to right, uses the chainsaw to vent the roof at the old Station 84 on Francisco Drive. Firefighters are using the old building as a training facility until it’s demolished, likely later this year. Village Life photo by Noel Stack.

A lack of vision and purpose make effective leadership impossible. Make a daily schedule. We don’t have to adhere to it by the minute, but it gives guidelines for a typical day in the firehouse. Just to figure out a general schedule for each shift. It could be a list of times for training, cleaning, others tasks, down-time, meals, breaks, free-time. This visual tool will bolster the dissemination of information to everyone. They do this in grade school to keep the students on task and promote punctuality. In a broader sense, we need to define our personal goals. To accomplish this, we can start by writing a list of goals you want to complete. It could be of any type; personal, work-related, relationship, educational, or financial. Make it broad or specific. Share it with your supervisor. The department defines expectations of you as an employee; provide them with your expectations. Leadership won’t know what you want if we don’t tell them. It also helps write a performance review. We could define our purpose and share our vision with the entire department.

#5. Constructing a foundation of discipline:

Trying to be a buddy instead of a boss makes it difficult to be a formal leader. A huge morale killer in the fire service: having to drag around dead weight firefighters that no one wants to step up and discipline. If the captain or the chief does discipline, but it is inconsistent or not standardized between the shifts/personnel creates a barrier to effective leadership. The purpose of discipline should be to enforce the rules and standards that are valued by management, provide feedback, reaffirm expectations, and promote fairness through consistency. It doesn’t have to be negative/involve punishment or be confrontational. We can discipline ourselves. Set clear, achievable goals and a reasonable timeline to help yourself meet your job expectations. Additionally, always offer support and guidance to coworkers. After all, we are a family. One of my failures is deploying congruent discipline to all of my subordinates. I will remedy this with clear, concise, obtainable objectives.

 

#6. Fostering accountability:

Leaders need to take ownership for their actions and decisions both up and down the chain of command. Hold everyone accountable. We are the best fire department in our town/city/county/state/country. We set the bar. We should be the organization that other departments want to emulate. We have the opportunity to be a great place to work, but it starts with trust, motivating your crew, and taking ownership. As a driver, backstep firefighter, or riding the seat; it is your job and responsibility to keep your office, apparatus, and office space clean. Learn what motivates your personnel and use those techniques to instill a sense of pride and ownership in the work we do. Polish your shoes, the chrome on the rig, and that badge on your chest. I am working towards leading by example, a good example.

#7. Organizing our standardized operating procedures:

The departments SOP’s must be readily available. Show me the SOP’s and make me read them. Read them out loud to me. Make me sign that I understand and have read them. Hold me accountable. Hold everyone accountable. Set the rules and make me follow them. NO EXCEPTIONS. Foster a consistent team. You set the tone. Complacency kills. Keeping a positive attitude during your whole shift will instill a sense of purpose and pride in the job that they do every day. Encourage people to remain positive and do things to cultivate that pride, ownership, and positivity. Put in the same effort that you want from people. Accolades and “Atta-boys” go a long way in recognition. It doesn’t have to be coins, award ceremonies, or bonuses. Just acknowledge the type of behavior you want to retain and inspire. I am going to stop focusing on the negative.

#8. Developing effective communication skills:

Ineffective communication hurts the public, your crew, and also the department. A leader that doesn’t listen isn’t approachable. One that is inaccessible will create barriers. If they don’t know how to articulate themselves, or they are socially withdrawn, the results can be devastating. Having effective communication skills is vital when it comes to leadership. Communications is more than just being able to speak and write. Communicating effectively means you keep your crews informed, when possible, of daily events that will affect them and the way they perform their regular duties. Nobody likes surprises. Make sure that you keep the lines of communication open. Open communication between you and your crews gains respect. I am going to do better by practicing my public speaking, mentoring more firefighters, and calling my mother more often.

#9. Be receptive and take input on ideas:

Another barrier to effective leadership in the fire service is acting like you have all the answers, you know everything, you don’t need input from anybody, and there’s no humility. People find it very difficult to buy into missions and visions they didn’t help create, so get input! It is our department too, let us be a part of it. Tap into experience. This administration perpetuates the notion that no firefighter is different than the other. However, we all have different experience levels and training. Tap into that, it is a free resource and gives people a purpose. Let me teach; let me share; let me impart my experience on another coworker. It builds bonds, trust, and opens an avenue for potential leaders that can rise. Don’t forget the words “please” and “thank you” when asking personnel to complete a task (outside incident operations). These phrases will take you a long way in respect and motivation of your staff. I will be humble, share my thoughts and ideas, and continue to foster an efficient team.

#10. Cultivating trust:

Now, I want you to think about this one for a minute because this is huge. Do you know what the most effective way is to build and maintain a high level of trust? Do what you say you’re going to do when you said you would do it and how you said it would get done. Let your words mean something. If people can’t depend on you, they won’t trust you. I read a great quote once, “Trust is a lot like fine China; once broken, it can be repaired, but it’s never quite the same.” It ties into the lack of personal morality. This actually causes followers to be very reluctant about standing behind a leader. If you demonstrate a lack of personal integrity, you will have a huge uphill battle winning the trust of your followers again. A simple way to exude honor is pride in appearance. Perception is everything. YOU ARE THE EXAMPLE. Dress the part. Practice decorum. The statement still holds true, “You never get a second chance to make a first impression.” I believe one way I can nurture trust in my co-workers and my leadership is to solicit advice, counsel, and train with them.

#11. Sponsor effective training:

Train with your crew. Training is a vital part of what we do, now more than ever. Convey the importance of training with your crews. Make each shift a training day. If there is no formal training scheduled on a particular shift, take the crew out for driver’s training. Get the rope bag out and brush up on your knots or learn some new ones. Practice buddy breathing with your self-contained breathing apparatus. Practice a rapid intervention scenario. Practice putting up ladders behind the firehouse. Pre-plan a building that you’re not familiar with, discuss the layout, construction type, and the potential risks and hazards. Would a rescue be a concern, and if so, where and how would you deal with it if it happened? What are the exposures? Where is the nearest water supply and is it enough to sustain a prolonged fire attack? Would this be an offensive or a defensive incident? What hazardous materials do you need to address? The more you train with your personnel, the more comfortable you will be with them, and they will trust you as their officer. Remember, this profession is a team effort. Freelancing will get you killed. This comes back to complacency. I am going to lead more training, developing new training modules, and sign up for more classes.

#12. Encourage time spent with the troops:

Staff officers are sometimes viewed as out-of-touch with what’s actually going on in the station. This can create an obstacle and should be addressed immediately. Be a good listener. Be open to what your crew has to say. Take time to be a good listener. If one of your crewmembers needs or wants to discuss something with you, make a chance to do so. Save what you’re working on your computer, put your cell phone on vibrate, and assign another crewmember to answer the phone to take messages for you. Such behavior shows your personnel that you honestly care about your crew and what they have to say. This behavior also instills respect from your personnel. Being a good listener is probably one of the most important ways to inspire trust and respect in your personnel. We must not forget that we are under the watchful eye of the entire community. We must hold ourselves to a higher regard than the other departments. If leadership is embarrassed to acknowledge us, then the community will follow suit. All due to the examples that the leadership sets. Don’t ostracize our department and co-workers. Don’t ignore us. Every day should be an open house at the fire department. I have an open door policy, I eat meals with the staff, I offer greetings and handshakes, and you should too.

#13. Inspire free thinking leaders:

This applies to informal leaders who are attempting to share ideas. One of the obstructions to effective leadership in the fire service is there is not enough freedom for free-thinking leaders. Informal leaders are squashed, and supervisory or positional leaders are very threatened by them. There is a fear of retaliation. Regardless of their position, whether it was a firefighter, lieutenant, captain, or command staff, they aren’t free reigned enough to put their ideas out there or say what’s wrong, or what needs to be fixed because they’re afraid they will be retaliated against. People need to feel safe coming forward with their ideas, suggestions, and input. And if you’re the one coming forward, you need to do it with respect and humility. As a formal leader, don’t use your positional power to try to keep people in line. Use your positive influence, your vision, and your role model example. Be a supervisor. A supervisor is the team leader, overseer, coach, facilitator, and a manager in a position of trust. It is your job to make sure that work is completed safely, effectively, and promptly. I am going to hold a meeting with my staff to solicit ideas, concerns, and comments to take to the Chief. They work for me; it is my duty to work for them.

#14. Provide mentors in the fire service:

When people are thrown into positions, they’re expected just to figure it out, and it’s frustrating. It’s not just rookie firefighters who need mentoring. Officers & veteran firefighters need it as well. Everyone needs good mentoring and good role modeling to look to in the fire service for good leadership. As a mentor, don’t be afraid to relinquish some of your information, your duties, and your valuable knowledge to the personnel who will be following in your footsteps some day. That is how the next generation will learn your position. Yes, I said YOUR position. None of us are permanent fixtures in the fire service. I have worked with officers who are afraid that if their secrets get out, someone will advance in front of them, or worse yet, take all their glory. Remember, firefighting is a team effort. Not one single person can do this profession alone. A good officer is also a good teacher. Lead by example. This year, I am going to mentor more firefighters and I am going to seek out a professional mentor for myself.

#15. Nurture respect:

We should not be condescending. Rather, we should be approachable, friendly, and inviting. The city/municipality/town judges us regularly; not by the leadership, uniforms, or effectiveness to extinguish fires, but rather by that one asshole that runs his/her mouth at the bar, public gatherings, or on social media. Respect is earned! It doesn’t come with a uniform, position, or title. Remember that a leader must lead from the front. An officer should strive to better himself/herself every day. It is your responsibility to motivate and keep your people heading in the right direction. It is also your responsibility to keep yourself motivated, educated, and up with the newest trends, management, and leadership skills, as well as equipment in the fire service. Never coast along because it only hurts those who want to do a good job. Morale will suffer if you don’t care. Motivate your crew. As a driver, back step firefighter, or riding the seat; it is your job and responsibility to keep your crew motivated. Keeping a positive attitude within your whole shift will instill a sense of purpose and pride in the job that they do every day. Learn what motivates your personnel and use those techniques to instill a sense of pride and ownership in the work we do. I am spending 2017 making my crew, department, and myself better. I want to work for a world-class fire department, so with these 15 resolutions, I am creating it; a world-class department that I have always wanted to work for.

About Todd D. Lewis (2 Articles)
Todd D. Lewis is a Fire & Life Safety Officer with 2 decades of fire service and leadership experience with a thorough understanding of fire protection and skills in the full range of emergency services from civilian, contract, and military organizations. Todd is certified as a Fire Officer IV, Fire Inspector III, Fire Instructor III, Fire Investigator II, Fire & Life Safety Educator, Health & Safety Officer, Virginia EMT, and earned a BS in Occupational Health & Safety from Columbia Southern University. He is a PADI Master Scuba Diver Trainer, PADI Master Underwater Criminal Investigator, and a Certified Public Safety Diver.

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