By Adam K. Thiel
Mike Ward’s two-part article in188金宝搏是正规吗titled, “Teaching the Fire Force Twentysomethings” (Part 1, July 1994; Part 2, September 1994) called attention to the fact that different generations don’t always see things the same way and the implications of this for fire service leaders. Nine years later, many of those “twentysomethings” have either been promoted or are actively working toward career advancement. In some cases, they’re actually charged with leading those who instructed them in recruit school or trained them during those first years in the field! This situation will likely become more prevalent as many departments nationwide experience a wave of retirements.
我经常通过年轻军官或firefigh问道ters seeking promotion how to effectively lead when one has less seniority than most of one’s “subordinates.” Recognizing that individual departments have different cultures, traditions, and work rules that can meaningfully affect how one goes about it, I usually offer the following lessons based on my experience with some really good (and bad) teachers-in blue shirts and white. These lessons should hold in both career and volunteer departments, and if you think you’re old enough that they don’t apply to you, you’d better read on.
Lesson 1: Listen more than you talk.
Enough said.
Lesson 2: Remember where you came from.
我们都知道军官,舞会后的那一天oted, suddenly consider themselves the department, station, and shift experts on all things fire-rescue. Unfortunately, this is often followed by blatant condescension or even “hazing” of new recruits, probationary members, and firefighters at lower ranks. Don’t forget, it wasn’t long ago that YOU were just starting out, and if you received such treatment, you probably didn’t like it. Also, consider that some of these folks remember YOU as a rookie, and they probably have some pretty good stories about your mistakes while you learned the ropes.
Lesson 3: R-E-S-P-E-C-T.
It can only be E-A-R-N-E-D through your A-C-T-I-O-N-S. You cannot earn respect by merely wearing a different color helmet or having a fancy title; and you will never earn the respect of your crew unless you give respect in equal measure. Nothing is worse than an officer who, shortly after his promotional ceremony, starts looking down on everyone who is not wearing a white shirt, gold badge, or whatever token symbolizes “authority.”
Lesson 4: “That badge only covers a small part of your chest; it doesn’t cover your a–!”
This quote, from a wise firefighter with whom I once had the pleasure of working, pretty much sums up Lessons 2 and 3. If you’re not leading with mutual respect and consideration for others, you’ll never achieve the level of trust required to build a high-performing team-and you’re going to feel pretty lonely when “it” hits the fan.
Lesson 5: Education is not a substitute for experience.
This is a trap into which one can easily fall. I don’t mean to say that education is not important (quite the contrary; see Lesson 6), but education and experience are complementary–neither can substitute for the other one. There isn’t a training course, professional certification, or degree program in the world that can replace experience; this maxim holds true not just for technical fire-rescue competencies but also for leadership ability and management skills.
Lesson 6: Experience is not a substitute for education.
One frequently hears “Nothing replaces experience” from members who are firmly rooted to the couch. Well, to a point they’re right (remember Lesson 5). However, five, 10, 15, or even 20 years on the sofa, interrupted by the daily flurry of housework and those infrequent “working” emergency incidents, hardly constitutes meaningful experience. Continuing education is vital for maximizing our experiences; keeping up with the changing environment; and, most importantly, staying alive! Education doesn’t have to be overly difficult or time-consuming-read the trade magazines, look at the Web sites, go outside and have a drill, or take a course-you might even find that you like it!
Lesson 7: Not all mentors wear white shirts.
We hear a lot about “mentoring” these days. As a new fire officer, one of the best things you can do is find a mentor or two. Good mentors can serve as a sounding board, confidante (everyone needs to vent occasionally), and trainer. They’re not difficult to find; potential mentors are everywhere if you don’t limit your search to those at higher ranks. Chief officers are ideal career counselors and management coaches but, for a young fire-rescue officer, some of the best mentors are senior firefighters who have seen many new officers come and go–some good leaders, some bad.
Lesson 8: They’re not “old,” they’re “seasoned.”
Sometimes it can be frustrating for a young, energetic fire-rescue officer to look over his shoulder and see the “old folks” still gathering their tools and equipment off the rig. Ever stop to think that maybe they know something you don’t? Slow down, take the time to do a good size-up, and most of the time those “seasoned” firefighters with whom you’re fortunate enough to work will be right where you need them. That said, never assume they know what you’re thinking. Work hard to ensure effective communication among members of your team.
Lesson 9: If you don’t know, ASK; if you do know, CONFIRM.
Fortunately, as a newly minted officer, you often have access to members who have “been there and done that.” It’s up to you whether you leverage their experience by asking for their advice (at appropriate times) and by listening to their responses when you give orders. Asking for help when you’re unsure is not a sign of weakness; it’s a hallmark of good leadership. Similarly, by making verbal confirmation of orders part of your regular communication style, you’ll promote positive team interaction and help prevent anyone (including yourself) from missing critical details.
Lesson 10: Lead by example.
This is perhaps the easiest leadership lesson to remember but the hardest one to live. We’ve all heard the extreme example of the battalion chief who drove around from station to station in dirty coveralls, meting out discipline for violations of the department’s uniform policy. How much respect and trust did he build? At the other end of the spectrum is the company officer who knows his job, does it well, and actively helps others improve their own work. As a fire-rescue officer, you’d better “walk the walk” and not just “talk the talk.” Lead from the front-learn it, show it, and do it.
Lesson 11: It’s a journey…not a destination.
Always keep in mind that promotion to the officer ranks is the BEGINNING of your learning experience, not the end.
Thanks to all those who helped me learn these lessons, and those from whom I continue to learn. They are too many to name, but they know who they are.
ADAM K. THIEL is executive director of the Virginia Department of Fire Programs-Virginia’s state agency with responsibility for fire-rescue training; fire incident data collection and analysis; public fire and life safety education; fire-related technical assistance and policy advice; and grants administration. Previously, he was a career lieutenant with the Fairfax County (VA) Fire and Rescue Department, assigned as the company officer on a specialized heavy rescue/hazardous materials unit. A nationally registered paramedic, he has a master’s degree in public administration and is pursuing doctoral study in public policy.
