Feature
Teaching An Old Dog New Tricks
We all join the fire department for the love of the job. As rookie firefighters, promotion is often never a Thomas Castellow thought.You hear guys say, “They’ll never get me off the rig,” or “There is too much paperwork involved with being a captain.” But as we become more seasoned, we begin to realize that promotion is not out of the realm of possibilities. We have all had poor leaders and supervisors, and to some extent I feel that “teaching us what not to do” is just as important as it somewhat cements the realization that we can become proficient leaders and supervisors. We have all heard a million times the difference between supervisors, leaders (informal and
formal), etc. I was recently promoted to captain and assigned a completely new realm of responsibility. Not only was I new to the supervisor role and responsibilities (formally) but I was placed in a unique position to supervise a large aircraft firefighting and rescue component. I had held leadership roles previously in a volunteer organization, so I had some familiarity with tactics, personnel issues, etc. It was a great foundation and paved the way for me, but I can assure you people respond differently when it is their paycheck on the line. Emotions run much higher and the consequences of your actions carry much greater weight.True, lives are in your hand in both capacities, but as a career officer you determine changes in peoples lives that they face every day.The possibility of getting seriously injured or killed on this job is always in the back of our minds but making sure
we can pay the bills next Friday or buy more diapers is usually at the front of our minds. As a new officer coming in, it is crucial to get to know the folks under you. I have made it a point to sit down individually with everyone under my supervision and formulate a game plan. This can be followed by company meetings or station meetings.You must let them know that you are invested in them as a leader. As a leader it is up to us to guide the mission and the personnel in the right direction. I passionately believe that we should be “training our replacement” and developing people in their specific field. One of the first things I covered in this meeting were “expectations.” It is imperative that your folks know what they can expect of you and were you stand on certain issues. It does not have to be a long list, but give them a minimum standard from jump street.
This needs to go both ways. After stating your expectations make sure you give them an opportunity to let you know their expectations of you. My list is kind of a Frankenstein of some of the other more popular authors out there.You may recognize some of their insight.They do not have to be only firefighters either and you’ll see some of these names later. Find what works for you and make it your own. My expectations for them included the following headlines: Be Professional, Be honest, Do your Job, and ALWAYS do the right thing. What exactly do these topics mean?
Be Professional The firehouse is a tight knit community. We love to talk shop, talk smack, and to some degree we must be comfortable around each other. After all we do live together and, in some cases, spend more time (it seems like) at work than we do at home. But when the bells drop, when we are at the grocery store, or someone stops by the station asking for directions we need to be professional. Have your shirt tucked in, treat them with respect and treat each other with respect.
Be Honest We all know a hundred dollars could sit on the kitchen table all day and no one would touch it. But what about being true to your word? Be honest with each other, the men under you, and supervisors above you. Let them know that if they are honest with you about a sensitive issue you can be trusted not to repeat it. Don’t try and “trick” them. If they give you their personal phone number, you better not call them for overtime. If you burn that trust, you will never get it back as a supervisor. If you tell them you are going to do something make sure you follow through. If you must, keep notes. My guys know if I do not write it down, I’m going to forget. But I owe it to them and myself to follow through and be trustworthy.
Do Your Job We all know this one can be difficult sometimes. But we are here to do a job and do it efficiently. Establish the expectation of this but also acknowledge that while you do expect 100 percent on calls, your men need down time too. Do not rush the rookie up from the table, he needs his meal too. But let them know you expect 100 percent on training and throughout the shift 110 percent on a call. We could write a book on training and proficiency.The groundwork to this is going to be established before you take the helm. But you may have to significantly revamp training and expectations on calls based on who was in the position before you. Being professional can be tied in to this as well. It is our job to have our sh** together when the public needs us.
Do the Right Thing I saved this one for last because to me it is the most important one. Hands
20 Spring • 2021
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