Are we developing the next generation of Leadership?

Many Departments focus on succession planning training; offer classes and have programs designed to develop the next generations of Fire Ground commanders.  These programs are invaluable; however, with declining budgets and many fringe benefits being cut some agencies are seeing these go away.

What can we do in house or even at the company level to train and develop the next generation?  Two quotes that I have always held on to and tried to live are:

“Teach your job to the person below you and learn the job of the one above you.”

And:

“There is no success without a successor.”

Are we developing true leadership?  I am not referring to an individual who can command a fire scene or a company officer who is really good at being first due to the big one; I’m referring to Leadership qualities not associated with decision making on scene.  There are so many qualities of a good leader that I don’t have the time this morning or the space in this post to delve into it- But one of the most important qualities of a good leader is passing on those characteristics and qualities (good ones) to the next generation.  This is often overlooked, or leaders feel that setting a good example is enough.  Others feel knowledge is power and sharing will diminish their power.  ( I believe these individuals to not be true leaders at all, but that’s another subject) What about a proactive approach?  I challenge you to teach your leadership qualities to your subordinates and teach them why your leadership style has developed the way it has.  Do they know what leaderships truly is?  If you educate them on leadership I guarantee you that will challenge you to be even better.   Sit with them, share why you think some aspects are more important than others.  Share your strengths and your weaknesses.  Then they will begin to develop their own leadership style and hopefully will take your passion for leadership with them.  Sharing your weaknesses will not take away your clout; trust me, you don’t have them fooled.  They know your not perfect.

Don’t get me wrong, I don’t believe in “white board” training only, nor do I tend toward the “touchy feely” but I believe this process in leadership development is lacking.  Someday you will promote, and those below you will promote into a leadership role?  Have you done your job to prepare them?

Leadership Competencies

Some people look at leadership as something obtained through years of experience.  The truth is that just being around leaders or acting as a leader is not enough to make you a great leader.  One thing I see a huge problem with is most people don’t have a clear picture of the competencies that need to be fostered and built upon to become a good leader.  There are many models and lists however like many leadership subjects, the military has had centuries to perfect the type of leadership we use in the fire service.  With that in mind I compiled a list of leadership competencies that are required of military leaders in all of the branches of the military.

Exercising Sound Judgment

• Developing and applying broad knowledge and expertise in a disciplined manner, when addressing complex issues
• Identifying interrelationships among issues
• Taking all critical information into account when making decisions

 

Adapting

• Maintain composure in stressful situations
• Work constructively and resourcefully under pressure
• Demonstrate flexibility and resilience
• Seek and accept constructive criticism
• Balance change and continuity

Inspiring Trust

• Establishing open, candid, and trusting relationships
• Treat all individuals fairly and with respect
• Maintain high standards of integrity
• Place mission success over personal gain
• Demonstrate loyalty to the unit, the mission, and the chain-of-command

Leading Courageously

• Display both moral and physical courage
• Maintain and project confidence in all situations
• Project credibility and poise even when challenged
• Show a willingness to take risks and act independently
• Take personal responsibility and accountability for actions
• Maintain focus, intensity and persistence, even under adversity

Demonstrating Tenacity

• Take persistent, repeated action to overcome an obstacle
• Keep with a difficult task even after meeting rejection
• Be resilient

Leading by Example

• Manage and publicly demonstrate personal and professional priorities that are consistent with Core Values and Competencies
• Show subordinates that actions and words support one another
• Embrace and demonstrate qualities of excellent followership

Assessing Self

• Develop a personal leadership development plan that motivates me to pursue further improvement
• Base this development on an increased awareness of personal strengths and weaknesses, values, performance, preferences, and styles
• Understand how these impact my decisions and relationships with others
• Continually learn

These competencies are a place to start focusing on and may require many different skills and traits to be able to become proficient in them.  The key to becoming a good leader revolves around being willing and able to constantly improve yourself to be someone that others want to emulate.

Leading by Example

The phrase “lead by example” is over used whereas the concept behind the phrase is just the opposite.  Many officers demonstrate the skills and values needed to be an officer however once that goal is obtained, they plateau off and become complacent.  The focus on training those under us, should reinforce our own skills but often turns into a session of telling rather than doing.  One of the easiest ways to overcome this is to remove the rank title and evaluate what we truly are as officers.  We are Lead Firefighters.  This means we are just as responsible to upkeep our health and firefighting skills with the added responsibility of knowing what to do.

One thing I love to do with brand new or probationary firefighters is challenge them to a bunker drill.  The winner doesn’t have to do the daily details like sweeping, mopping, scrubbing toilets, etc.  This is not my responsibility normally so it basically gives them the chance to avoid doing something they should be doing anyway.  Many ask why I would be willing to challenge them without having the chance to gain anything by winning.  The truth is, by you winning you have obtained three things:  demonstrated you have maintained the basic skills, demonstrated the ability to do something they should do, and shown them that you weren’t afraid to do the work you ask of them.  In all of the times I have completed this challenge, I have never lost on the first round which is also another positive outcome.  Through friendly competition, I improved the performance of the firefighters under me which helps the entire team.  Beyond that simple exercise, putting on the gear anytime you ask your crew to, goes a long way towards building respect. The basic concept behind leadership by example isn’t for you to do everything with/for your crew but rather to be willing and able to do what you ask them to do.  If I am swamped with reports, I won’t be outside washing the truck or sweeping the floors however, if I am caught up with my work, I am willing to go out and help those under me.

The next portion of leadership by example comes from how you project yourself.  Do you follow the rules?  Do you wear your uniform properly?  The point is, are you the kind of employee you want your people to be?  As a figurehead, the people under you and around you are looking at how you behave, how you handle problems, and how you treat the leaders above you.  If you are setting the wrong example, those under you are faced with a difficult choice.  Do they follow you or do they put you in the category of a leader that has taught them what not to do?  That choice is up to you!

The Importance of Educating Officers

In a career that has long valued experience, the transitional shift has made it necessary for that experience to be backed by higher education.  Let’s face it, the days of only worrying about putting the wet stuff on the red stuff is over.  We are now expected to handle medical emergencies, hazardous materials, and technical rescues.  Plus we are needed to portray a level of professional confidence when putting information out to the public.  I fully support moving the experienced people into leadership positions however, the times demand more than a high school diploma or GED.

There are several complaints that are heard when the subject of needing a college degree arise in a department.  Most revolve around being unable to finance the expenses created by going to college while others refuse to accept that college education will benefit their career.  The one excuse that bugs the crap out of me is “I won’t be compensated if I do get a degree.”  Everything doesn’t have a price.  In a perfect world, the addition of a college degree would add a monetary bonus however; making yourself more marketable and adding self-worth outweighs any dollar amount.  No matter what the excuse, it is difficult to understand how a group of people who are able to adapt to any situation and overcome any obstacle just lay down and give up before even trying.  Look up scholarships, seek out federal grants, get a second job, etc….. the paths to obtain an education are endless.

As someone who waited ten years to return to school, I had many fears and battled the obstacles however, in the end the piece of paper I received was only a token for the journey.  The real reward was facing my fears and overcoming a difficult task.  The review of subjects I hadn’t looked at since ninth grade added to my understanding of certain principles I use at the firehouse everyday.  In addition, the reinforcement of my writing skills has allowed me to write better reports and performance reviews.  Most of the degree programs will give you tools to help make better decisions in life and on the fireground.  The truth about education is that it needs to be a daily addition to everyone’s life, not just leaders or officers.  We harp on exercising our bodies and maintaining a ready status, the same goes for exercising our minds.  Education is the key to the future of the fire service, as a leader you need to set the example and encourage others to better themselves.

Leadership / Followership Lessons

Every leadership class should begin with a review of followership principles.  Most of us don’t instantly become leaders and through the years develop bad habits that make us ineffective followers.  As a leader, we depend on followers to substantiate our position and in some ways are at the mercy of the very people we supervise.  Failure to recognize this fact can lead to false perceptions of power.

What does it mean to be a good follower?  To evaluate the answer to that question, it is necessary to review the traits of being a follower.

Loyalty—This implies commitment not only to the leader and the leader’s vision but also to the principles of sound leadership.

Understanding—The ability to articulate and integrate into one’s daily life the vision and principles espoused by one’s leader.

Candor—The courage to speak one’s mind clearly, succinctly, and authentically to one’s leader and fellow followers but gracefully and in private.

Listening—This demands attention and care and must be coupled with observing the subtle nuances of a leader’s speech and behavior if maximum clarity of understanding is to be achieved.

Predictability—Being accountable for one’s own behavior in such a way that one’s leader knows who can be counted on when the need arises.

Creativity—Having a beginner’s mind that allows one to discover or help discover novel solutions to the problems of leadership as they arise.

Effectiveness—Getting things done in a manner that helps accomplish the intent of the action.

Efficiency—Getting things done in the most expedient and cost-effective manner without compromising either the quality or principles of sound leadership.

Insightfulness—The ability to ask relevant, probing questions and foster innovative ways of seeing and thinking about ordinary things; the ability to advance new perspectives, which set the tenor of the success that follows.

Integrity—Allows a leader to know a person can be trusted to accurately represent the leader’s vision and/or principles with the highest standards of integrity.

Persistence—The tenacity to attack a problem with gusto and stay with it until it is either solved or all conceivable possibilities have been exhausted.

Practicality—Being grounded enough to face a problem head on and come up with thoughtful, positive suggestions about how to resolve it, even when the possibility of success seems bleak.

Communicative—The personal commitment to keep one’s leader abreast of important developments before they come as surprising news from others who might put the leader in the awkward position of having to play catch-up from a position of disadvantage.

Complementary—The willingness to lend a hand in such a way that one’s thoughts and actions complement–rather than compete with–those of one’s leader in achieving a particular end.

Cheerfulness—The choice and determination to maintain an even-tempered disposition come what may; hence the ability to smile in the face of adversity and make things a little brighter for everyone.

Next time you think you are having problems with those under you, or better yet, looking to be proactive in your approach to eliminating problems, it is best to look at the example you are setting.  Embodying the traits of a good follower often lead to developing the traits needed to be a good leader.

Owning Your Mistakes

Every great leader has something in common with the rest of the people inhabiting the planet…. They make mistakes.  This concept isn’t new, complicated, or even difficult to grasp however; many leaders find it difficult to admit when they are wrong.  The simple fact is that everyone makes mistakes and failing to own your mistakes only infringes on your personal integrity and ability to stand out as a successful leader.

With the established principle that everyone makes mistakes, the most successful leaders have one thing in common.  They did not let their mistakes define them.  As a fire officer, it is sometimes difficult to admit you don’t have the answers and yield to someone who does but it is a leadership and life skill you must develop.  Failure to admit fault, learn from it, and prevent the recurrence of the action or decision that led to the mistake will undermine the confidence in your ability to lead.  The singular event that is becoming more prevalent in today’s fire service is that the firefighter asking the question or viewing the questionable decisions already knows the answer and is just testing the competency of the people above them.  To a new or unsure officer, this may seem like a personal attack however, take the opportunity to build a stronger team.  At the moment you are tested, admit you don’t know or that you made a mistake.  This is the fastest way to recovery!  In addition, begin to look for solutions or resources that may provide the answers.  The end result is that you have maintained your integrity, admitted to being human, and found the answer or solution to prevent it from occurring again.  Ultimately, when you are able to jump of the pedestal that being a leader puts you on, it will prevent people from knocking you down just for the pleasure of seeing you fall.

Accountability…it’s more than a word on the fireground.

Every professional magazine or book harps on the word accountability, however typically only one form of the word is identified.  Accountability on the fireground is ensuring you know where the people are so that as a fire service leader you are able to properly maintain the scene.  In regards to the words other uses, many times it is left in the dictionary and never used like it should be.

Beyond the fireground accountability is more encompassing of the work we do on a day-to-day basis.  It involves using cause and effect to truly look at what your people are doing and how efficiently they are completing their tasks.  It should be in place to protect the taxpayers trust that we responsibly use the money obtained from their hard-earned paychecks.  Ultimately, it means that every single person has someone to answer to for the things they have done, both good and bad.

Generally speaking this word comes up when it revolves around big-ticket items.  If someone does an exceptional job maintaining or damages a fire apparatus, all levels of management step up and say something.  Why doesn’t that same attitude apply to the other aspects?  When we put on the uniform, we are accepting a lot of responsibility.  Even the lowest ranking member is accepting the responsibility to maintain a positive image of the department. To prove that point, look at any media agency to find a story about a firefighter, former firefighter, volunteer firefighter, or retired firefighter.  I don’t read about John Smith, a plumber for Acme plumbing did ____ however, once affiliated with the fire service, it is a life long tag.

In addition to the responsibility to maintain a positive image, many firefighters are responsible for large sums of taxpayer money in the form of tools and equipment.  As the company officer are you using the tools to properly ensure the accountability of that equipment?  Are you using itemized checklists, maintenance schedules, inventory lists (more accurate than an engineers memory), calendars to track sick days and call-outs, or other tangible means to track how accountable your people are?  Moving beyond the leadership side towards a managerial side, the use of documentation is a control program to hold people accountable.  Don’t rely on memory or other fallible methods to track performance.  That leads to inconclusive or inadequate evaluations which by-the-way is another accountability tool.  One of the best pieces of advice I ever received was to keep a personal journal of events that occur.  Just like a station log book, if you have an evaluation to do or a question about when something was put into effect, turning back the pages can answer many of our questions.

Basically, as you progress through the ranks, you will need to utilize the tools of the trade to ensure you are holding your people accountable and like many passionate books/articles mention, don’t forget to apply that word to the fireground as well.

Remembering Where you Came From

When I look back to the day I received my first badge, there was nothing better in the world at that moment.  I had just completed some of the most physically and mentally demanding training of my life and was able to call myself apart of the brotherhood.  What happens to that desire and love?  Like all things that are worth preserving, it takes work to maintain that feeling.  For some departments the rising through the ranks is a renewal of those passions as each new badge or collar brass are pinned on but for many, the ceremony and tradition of the metal insignia being pinned is a faded thing of the past.  Many high-profile fire service enthusiasts have written testaments and books pertaining to the need for pride and traditions however, at the end of the day many of those words go unheard.

With consideration that your happiness is not reliant on the management’s decision to implement a badge pinning ceremony, there are many things you can do to foster that “probationary firefighter feeling” again.  I’m not suggesting looking through your old scrapbook or Facebook pictures to find that day but rather reflect back on where you were, how far you’ve come, and how many people you’ve touched over the years.  Even the slowest department exists to help others.  Examining your progression through the ranks and seeing how much you have grown as a person and firefighter will often be enough to remind you of that first moment you were considered a firefighter.

In addition to remembering the “warm and fuzzy” moments, looking back on how you were brought up through the fire service can remind us of things we really liked about certain leaders or particular things we told ourselves “when I get to that position I’ll never do….”  I personally believe that there is something to learn from every single person.  I don’t want to spend my entire, short existence on this world trying every possible idea when others have tried them and already found out results.  The universal truth is that you do not have enough time or lives to be able to not learn from others.  In order to move forward and be progressive, sometimes it is necessary to look back at those benchmarks of our lives to gain a new perspective and reignite that fire we felt the first time we put on that badge!

Conflict Resolution and Your Role

One skill that cannot be taught through traditional means is conflict resolution.  With the amount of personalities (many high-strung and passionate) that are in the fire service, conflict is inevitable.  Many leaders seek to limit and avoid conflict however, the one constant about a conflict is that it takes being passionate or defensive about the position to have a conflict.  This reality leaves an opportunity for the leader that knows how to capitalize on the passion behind the conflict to reach a mutually beneficial solution.

Some of the benefits to a properly handled conflict include:

Increased understanding through mutual exploration of both sides of the problem

Increased group cohesion by maintaining lines of respect that reinforce the ability to work together

Improved self-assessment by making individuals use critical thinking to look at their own perceptions

Although there are positive outcomes to a properly handled resolution, the hazards of an improperly handled resolution make it intimidating for new supervisors to attempt.  The good news about failing at a conflict resolution is that there will always be another chance to try it again.  A word of caution though, every failed attempt makes it a bigger challenge to get both parties back to the middle in order to make it a positive experience.

In order to prevent the damaging results of a failed attempt, supervisors need to understand certain aspects of the conflict resolution theories.

Excerpt taken from MindTools.com:

In the 1970s Kenneth Thomas and Ralph Kilmann identified five main styles of dealing with conflict that vary in their degrees of cooperativeness and assertiveness. They argued that people typically have a preferred conflict resolution style. However they also noted that different styles were most useful in different situations. They developed the Thomas-Kilmann Conflict Mode Instrument (TKI) which helps you to identify which style you tend towards when conflict arises.

Thomas and Kilmann’s styles are:

Competitive: People who tend towards a competitive style take a firm stand, and know what they want. They usually operate from a position of power, drawn from things like position, rank, expertise, or persuasive ability. This style can be useful when there is an emergency and a decision needs to be make fast; when the decision is unpopular; or when defending against someone who is trying to exploit the situation selfishly. However it can leave people feeling bruised, unsatisfied and resentful when used in less urgent situations.

Collaborative: People tending towards a collaborative style try to meet the needs of all people involved. These people can be highly assertive but unlike the competitor, they cooperate effectively and acknowledge that everyone is important. This style is useful when a you need to bring together a variety of viewpoints to get the best solution; when there have been previous conflicts in the group; or when the situation is too important for a simple trade-off.

Compromising: People who prefer a compromising style try to find a solution that will at least partially satisfy everyone. Everyone is expected to give up something, and the compromiser him- or herself also expects to relinquish something. Compromise is useful when the cost of conflict is higher than the cost of losing ground, when equal strength opponents are at a standstill and when there is a deadline looming.

Accommodating: This style indicates a willingness to meet the needs of others at the expense of the person’s own needs. The accommodator often knows when to give in to others, but can be persuaded to surrender a position even when it is not warranted. This person is not assertive but is highly cooperative. Accommodation is appropriate when the issues matter more to the other party, when peace is more valuable than winning, or when you want to be in a position to collect on this “favor” you gave. However people may not return favors, and overall this approach is unlikely to give the best outcomes.

Avoiding: People tending towards this style seek to evade the conflict entirely. This style is typified by delegating controversial decisions, accepting default decisions, and not wanting to hurt anyone’s feelings. It can be appropriate when victory is impossible, when the controversy is trivial, or when someone else is in a better position to solve the problem. However in many situations this is a weak and ineffective approach to take.

The second theory is commonly referred to as the “Interest-Based Relational (IBR) Approach”. This type of conflict resolution respects individual differences while helping people avoid becoming too entrenched in a fixed position.

In resolving conflict using this approach, you follow these rules:

• Make sure that good relationships are the first priority: As far as possible, make sure that you treat the other calmly and that you try to build mutual respect. Do your best to be courteous to one-another and remain constructive under pressure.
• Keep people and problems separate: Recognize that in many cases the other person is not just “being difficult” – real and valid differences can lie behind conflicting positions. By separating the problem from the person, real issues can be debated without damaging working relationships.
• Pay attention to the interests that are being presented: By listening carefully you’ll most-likely understand why the person is adopting his or her position.
• Listen first; talk second: To solve a problem effectively you have to understand where the other person is coming from before defending your own position.
• Set out the “Facts”: Agree and establish the objective, observable elements that will have an impact on the decision.
• Explore options together: Be open to the idea that a third position may exist, and that you can get to this idea jointly.

Although understanding the theories is an important aspect, the best thing a fire officer can do is be the mediator and action player to make things happen. Much like fighting fire, early detection and mitigation prevents minor conflicts from expanding beyond control and destroying everything in its path.  Ultimately, look for opportunities to capitalize on the passion behind the conflict and turn a negative situation into a positive force.

 

Improvement Cycles and Their Application

In the business world there is a life cycle for every product or service that is provided.  Some things are instantly outdated whereas other things take some time to reach the end of the cycle.  This curve is visible as you look at the various products and services.  It drives the creative processes and requires innovation to keep on the cutting edge of competition.  When applying this concept to the fire service, there are many similarities in the life cycle process and the bottom line is that the services we provided in the past are no longer sufficient to meet the new demands of our customers (taxpayers).

The traditional model uses five stages with the last stage being the point where companies reinvest their effort and resources into starting over again.  The intro stage is when the product or service is introduced, customers don’t know about the product and without marketing this is where many things fail.  The growth stage is self-explanatory… customers recognize a product or service and it becomes popular.  The maturity stage is where the product or service has reached its overall potential.  The decline is where the customer stops appreciating the product or service and it becomes outdated.  The harvest stage is where the company continues to reap the benefits of the product or service as it is phased out.

How does this apply to the fire service?  It is simple…. we are in the same cycle with one exception.  Our career field cannot just sit back and reap the benefits of outdated services.  Our reputation is built on the services we once provided and without a renewal phase, our service is doomed to fail.  The way I see this cycle, we cannot wait until our reputation has run out before we look for ways to improve our services.  Creating comprehensive fire prevention programs, becoming active in the community and looking for ways to consolidate our services is how we will continue to stay on the top of our community.  Take a lesson from Phoenix Fire Department and treat our community like we would treat our families.  Look outside of the traditional box to find better, more efficient ways, or new ways to serve the public.  Adapt to the current economy and work within the boundaries that we are given but remember what makes our service the best….. our resourcefulness and love of the job!