Value of Self-Reflection

When evaluating the gambit of skills needed to be a successful officer, there is one that is perhaps the most valuable and yet hardest to develop.  I am referring to self-reflection, which in itself seems easy to do however, skewed perceptions often leave our true self image twisted and distorted like a fun-house mirror.  In addition, many of us fail to realize that self reflection is not merely what we think of ourselves rather it is the ability to see ourselves in relation to the external world that exists outside our mind.  Without this ability we fail to understand the impact of our actions and truly understand who we are or how we fit within the group.  While self-esteem should remain internally driven, self-reflection needs to look at the bigger picture.

Understanding your strengths and weaknesses, in comparison to your environment, is key to identifying your role.  Not every leader is equipped to handle every situation.  Knowing where you fit and realizing what is within your comfort zone is beneficial to everyone involved.  False confidence by over or under estimating yourself leads to becoming vague rather than definite and decisive.  The vagueness is a defense mechanism so that when challenged the person can skew the decision/answer they gave to fit the new information, thus attempting to appear right.  You will gather more respect and build a better team if you take an honest look at yourself and admit when you have short-comings.  Also, in maintaining integrity, if you cannot be honest with yourself, how can anyone expect you to be honest with them?  I am my worst critic, and over the years have learned to accept outside opinion, relating to aspects of my performance to help balance out my true self-image.  This works both ways.  Whether others see you better or worse, than you see yourself, maintaining balance is key to improving as a leader.

So, now that we have explored the reasons for self-reflection, the question is how to accurately complete a self-survey to see the reflection.  First step is to put yourself in the right state of mind.  Although not a formal process, it is one that requires attention to detail and a look at the bigger picture.  You need to accept that you may not like the answers you come to while maintaining the ultimate goal, of being better, as your focus.  Next, look at your internal perspective.  What are your values?  What are your perceptions?  How comfortable are you with the situation?  What do you excel and struggle with?  What is your level of commitment?  When you have the answers to those questions, it is important to gather external perspectives.  These can come from formal evaluations, personal discussions, or by focusing on the non-verbal ques given off by those around you.  In this stage of the process I like to have a trusted mentor/friend/co-worker who isn’t afraid to tell it to me straight.  I often find myself asking these people questions like…. did I handle _____ appropriately?  What do you think about _____?  The final piece to this puzzle is something we practice our entire lives starting in early child-hood.  This is evaluating cause and effect.  Successful officers are able to see beyond the initial effect.  An example of this concept is spilling a glass of water.  Simple cause and effect would dictate that the glass is empty and there is a mess.  Extended cause and effect would evaluate the placement of the glass, the amount of fluid inside, the conditions that led to the spill, the spill itself, hazards and subsequent actions that might occur from the water, the result of not having water in a glass(thirst, etc.), the added effort and resources needed to clean up the spill, the actions and effort needed to refill the glass, and even ways to prevent the spill from reoccurring.  Self-reflection will help you realize that every action has extended effects.  In the complicated interactions between people the ripple, created by your actions, can effect those who may have no direct contact with you.

Some closing remarks……Always consider that no-one can see your intentions, therefore your actions are what define you to others.  Using self-reflection as a 360 degree understanding, you will become a better leader since it will allow you to see how you influence others.  Everything you do or say is analyzed and translated through the perceptions of others making it necessary to see things from other points-of-view.  Never assume you are the best or worst when compared to others, there is always someone who will prove you wrong.  Maintaining a balanced self-reflection is the key to unlocking your potential as a person and leader.

Regaining Long-Lost Employees

While working on the book I am writing, I approached the subject of the different types of employees we find in our departments.  With a high concentration of Type A personalities, as found in most fire departments, there is one employee in particular that merits some additional attention.  I imagine that we all know someone like the person I am about to describe and each one of them, while similar, will have a broad spectrum of reasons for being that way.  This type of person is known as a disenfranchised employee (DE).  Many business leadership books list the DE as someone who used to care, perhaps was a star employee, and is now hurting the agency.  In the business world this accounts for lack in productivity, poor work environments, and a slew of problems that eat at a company’s bottom line.  In the fire service these people represent a growing number of “burned-out” employees that can put people in danger.

The old school way of thinking would dismiss these people, toss them to the side, with remarks pertaining to their inability to “make it” as a firefighter.  While this seems like the easiest and fastest fix, it fails to understand the merits of the individual and account for the cost associated with their training and experience.  In many cases, the brightest burning stars are the quickest to burnout.  The first question that needs to be asked is “what caused them to change?”  Identifying the personal or professional issues that caused the change is the first step to re-engaging the individual.  Word of caution though, we are not mental health professionals and do not need to act like it.  You do not have to dive into the personal life of your employees the analyze what went wrong.  A simple understanding of their situation will suffice.  Some common personal causes are: divorce, money problems, unhappy home-life, sick or dying family members, or lack of support at home. There is very little that we can do about these types of issues beyond acknowledging the problem and offering an employee assistance program. The more common issues that we can handle revolve around professional causes. Some of these include: lack of acknowledgment, not being validated, failure to progress, constantly being limited or micromanaged, lack of personal accountability within an organization, and having a perception of being mistreated.  While many of these problems are employee specific, there is also something to be said for noticing trends.  When multiple personnel show signs of being DE, there is often a bigger problem within the organization.

The question remains, “How do you re-engage someone who has become a DE?”  On a personal level, they need to have a reason to be connected to the organization.  No one, especially firefighters deal well with feeling like they are not needed.  Employees much like fire need specific components to grow.  I like to think of it as a spark, fuel, and air.  Finding a role that utilizes their specific talents is the fastest way to create a spark.  On its own, the spark is not enough to breathe new life into the employee.  The next component is fuel.  Just like a fire you cannot add too much or too little fuel if you expect growth.  The fuel is a two part formula that includes continuing projects to provide opportunities for success and positive reinforcement with honest feedback.  The final component is one that takes an experienced leader to understand.  Air in its simplest form means that the leader needs to give the DE room to succeed without leaving them feeling abandoned again.    Best case scenario, this career CPR will bring a DE back however, if wide-scale problems are present, individual action will not be enough.

On an organizational level, several DE’s are a sign of poor leadership/management practices.  Drops in morale, lack of advancement opportunities, failure to hold people accountable, and micromanaging supervisors are generally the root of the problem.  The effects are further compounded when the DE is a supervisor.  Our attitude as a leader is highly infectious.  Poor attitudes seem to be even more contagious than positive attitudes making it more difficult for positive attitudes to survive.  The biggest question in this scenario is how do you as a company officer fix DE problems that may stem from higher levels of management?  This is one of those “easier to explain than to do” scenarios.

You have to be persistently positive.  Find ways to give DE’s spark, fuel, and air while pushing for management changes.  Help to reestablish the organizational image.  Throughout an organization’s progression, the failure to pass on core values and pride will lead to senior personnel becoming DE and prevent newer employees from ever truly engaging.  Give credit where credit is due, stop “blanket policy” fixes, and treat people with respect.  No one wants to be a number, they need to be accepted and validated as important members of the group.   Failure to re-engage these employees will further support the perception that employees are numbers as they either leave or are let go and are replaced by newer, less experienced personnel.  This scenario is one that can be more rewarding than a traditional conflict resolution since you are not only fixing a problem but bringing back someone who use to be a strong performer.

I want to close with one of my favorite quotes….. “If you are not apart of the solution, you are apart of the problem.”

 

Are you abusing your position?

 

This subject is one that I never thought would have to be discussed in the fire service however, I have heard more than one complaint in the past few months that would classify as abuse.  Once someone receives their gold badge, there is an inherent responsibility that must be assumed for your crew.  Although you are responsible for their personal safety and professional growth, they are not your slaves.  They are not placed in your care to do the things you no longer want to do, especially if it is of a personal nature.

When it comes to an employee questioning something an officer has told them there is a tendency for  officers use the “because I’m the officer” defense.  This defense is a cop-out and should be backed by policy, procedure, or guideline.  Expecting your firefighter to cook for you, clean up your messes (beyond daily station duties), arrange or checkout your PPE, babysit your kids, or wash your car is an obvious abuse of your position.  Other abuses are less obvious and often justified as “training opportunities” or “character building.”  Making your firefighter do your reports or finding meaningless tasks for them to accomplish is unacceptable.

The arrangement, checkout, or cleaning of PPE is a personal responsibility.  You cannot expect nor make it mandatory for someone else to take care of your Personal Protective Equipment.  Furthermore, if something is missing, broken, or dangerous to use; you cannot punish or get upset at them.  If they put your gear on the truck, it was a courtesy and you are still responsible for it.

When it came time for my crew to learn the report system, in preparation for advancement, the steps for teaching were clear.  Have them watch me do it, help them do it, watch them do it, and eventually let them do it (with spot checking).  If they are able to do it on their own, it is not their responsibility to do your work.  In my case, if someone wanted to do it for practice or because they were good at it, I would help do their work and still follow up with what they did.

Getting a gold badge does not give you a free pass to kick your feet up and relax.  The truth is that the badge is meant to represent that you are capable of doing more than those without the extra bugles.  I prefer to think of line officers as lead firefighters.  With that mindset, it is easier to keep things in perspective and prevents poor management practices.

The final types of abuse can directly or indirectly be the officer’s fault.  Mental, emotional, physical, or sexual abuse/harassment can destroy a department.  If an officer is allowing the abuse/harassment to occur or even worse, participating in the problem, there are serious consequences that can happen.  Beyond embarrassing the department, officer, crew, or employee; the stress can destroy someone’s life.  We are charged with sending everyone home in the same or better condition than they arrived to work in.  This covers all aspects.  Monitor your people and be the professional they need you to be.  Beyond having a happy and productive crew, you will also find that your job becomes easier.

If you are not apart of the solution, you are a part of the problem!

 

 

Reflections of a Chief

Today another good man and chief received the full honors of a Fire Department procession.  He was loved by all, which was evident by the support of the local departments.  For me, it was more personal than professional.

Throughout my career, I have witnessed many horrible things.  From my time in Afghanistan to just working on the streets of Charleston, several visions will continue to haunt me in my sleep.  While most of these were put off until I had the ability to deal with them, I realized after my first encounter with Chief Winn, that they were not something I had to handle alone.

After holding the hand of a dying 16 year old in the back of an ambulance, I returned to my station to find Chief Winn and his associates waiting for me and my crew.  Years of experience had led me to the conclusion that they were the Critical Incident Stress Management team sent to see how we were doing after a tough call.  What I did not know at the time was that they had heard about the call through informal channels and volunteered to show up.  The smallest gesture of giving me someone to talk to has helped more than imaginable.

Many of the tough calls I have been on, including a 76 person mass casualty event in Afghanistan, still bother me from time to time. Even after the mandatory Critical Incident Stress Debriefing, I was bothered by the images of dead people.  The one difference between the 16 year old and all of the other bad calls is that I don’t remember the specific details or the kids face anymore.  While many people can argue as to why, I like to think it was Chief Winn’s intervention that allowed me to process everything and let it go.  In a career that exposes you to many gruesome and sometimes despicable things, eliminating one of the “ghosts” is a huge deal.  Knowing Chief Winn has made me a better and stronger person.  Prior to him touching my life, I always blew off the debriefings and defusing sessions as a necessary thing to be checked off.  The traditional concept of being the “big tough firefighter” stood in the way of seeking the help I needed.  Being a company officer, it is sometimes hard to see the long lasting effects of the decisions we make.  Turning down help for you or your crew is never the smart thing to do.  We are charged with the responsibility of sending our people home the same way or perhaps better than they arrived to work.  This includes mind and body.

For me, saying good bye to Chief Winn was more than a professional gesture that was deserved by his years of service; it was saying thank you for supporting me when I didn’t even know I needed it.  My story is one out of many that attests to the life of a hero and like other heroes, the stories told of someone’s deeds will make them live on in the hearts and minds of others forever!

Thank you for your service and for helping me!

Another life lesson

Today I was reminded that the most emotionally  complex sound is that of a bagpipe at a firefighter’s funeral.  Even the most hardened veteran will feel the swelling of tears.  In the midst of such an occasion it is preferable to focus on the positives.  The fun memories of that person, the good calls you went on, or the fact that so many different departments are there to pay tribute to the choices someone made for their life.  At the funeral today the preacher spoke of sacrifice.  This may not have been a directly related line of duty death but still the concept of sacrifice fit.  Getting up every duty day and putting on the uniform, spending time away from family in order to be there for strangers, giving up weekends and holidays so that others can be safe.  The list is endless when you consider the sacrifices anyone in our career field makes on any given day however, I never considered that service and sacrifice were identical.

By choosing service over self, that is the embodiment of sacrifice.  For any sacrifice to be beneficial, there should be something gained or something learned from it and this case was not lacking in either aspect.  Witnessing this man’s dedication, determination, and work ethic made it easy for anyone to appreciate the qualities that were demonstrated.  Seeing future generations of firefighters that have gained insight to their careers through his knowledge and are now able to project that knowledge to others made this sacrifice and service beneficial.

The portion of the service that rang home for me was how this man’s service had impacted so many around him.  His sons, those that he trained, and even those that he spent time with were all able to identify and pick up something positive from his life.  This made me wonder what people would say at my funeral.  Would I be a passing glimmer that was forgotten as soon as I left, or a bright shining star that made a positive impact on those around me that lasts forever?  With that thought in mind, I challenge everyone to step up and be that shining example.  It is easy to forget through our day-to-day struggles how short life can be and focus on the little things that make life miserable.  If people went to work with the brotherhood/sisterhood mentality that was present today, there would be more hugs and support rather than negativity and bickering that is normally present.  We don’t need the sound of bagpipes to make us better people willing to sacrifice ourselves in order to make the world a better place.

In memory of Chief Hill:  Thank You for your service and sacrifice!

Positive outlooks and attitude will carry you far

“In every person who comes near you, look for what is good and strong; honor that; try to imitate it, and your faults will drop off like dead leaves when their time comes.”. – John Ruskins

Through adversity and turmoil we are forged into the people who look back at us in the mirror.  Learning life lessons and imitating the good things of those around us can only improve who we are.  Drawing inspiration and motivation from others allows for a limitless supply of options.

It is true that even the best people, who are a driving force behind movements, have a bad day.  Surrounding yourself with good people isn’t always possible which leaves two options:  follow everyone else’s ups and downs or change your perception to focus on the good.

Like all advice blogs, this is sometimes easier to point out for others to do rather than do it yourself.  In the end, you have to strive to be a better person and even if you fall short, don’t give up or surrender.

I have often talked to people about controlling the things they can and for most situations the only thing that you have 100 percent control over is how you perceive the world.  This key concept will allow you to become a more balanced leader.

Most valuable assets

If you ask the average officer what they believe is the most expensive asset, many might respond with the training or fire apparatus.  This is far from the truth.  Although harder to place a dollar figure on, loyal employees and those dedicated to the career of firefighting are far more valuable than any piece of equipment, station, or training. When looking at the budget, it is clearly visible that the people cost the agency the most which in most cases makes them seem to be the biggest liability. Understanding the element of human capital and how every dollar spent on their wages becomes transformed into a useful service is sometimes difficult. The biggest thing behind these concepts is that it is not cheaper in the long run to just hire someone new at a lower rate of pay than the person that has left. The countless hours spent molding that person to fit your agency, the money spent out-fitting that person with equipment and gear, and the development of good group dynamics makes this persons value sky-rocket.

Now comes the part where many of you say…. Ok I get it, how does this apply to me as an officer? The way we treat our most valuable assets often directly correlates to their job satisfaction and determines if they stay or not. Do you treat them like you want to be treated? Are you their mentor and guide to lead them through their career and the intricacies of your department? Are you their advocate when things are going good or bad? This ability to stand up for your people, bear the responsibility for their shortcomings, and ability to foster their growth is the key to keeping the good people we need to enhance our career field. Lead, educate, motivate, protect, and restrain are the building blocks necessary to taking care of our most valuable assets. If our trucks aren’t the most expensive asset and they get cared for every single day, imagine how much effort should be placed on keeping our people.

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.

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!