“We create many of our own problems and frustrations in the fire service because of our own perceptions, attitudes, and behaviors,” Deputy Chief Jason Hoevelmann (Sullivan (MO) Fire Protection District) told students at Thursday’s class, “A Firefighter’s Own Worst Enemy.”
We all have our own perceptions about what makes a “good” firefighter, fire officer and organization,
What does it mean to be a progressive firefighter, company officer, and chief?
The firefighter must examine his expectations of the job and whether they are realistic; be loyal to the organization first, superior officers next, and then to himself; and do the right thing every time. He should master and maintain the basic firefighter skills, and stay engaged in the profession through trade journals, web sites, blogs, and classes. He should not just be a La-Z-Boy firefighter.
The company officer should have excelled as a firefighter and have mastered basics. He must make his expectations clear to his people–the firefighters. The officer should be loyal to his superior officers and the organization. He doesn’t have to like their decisions but must carry them out.
Regarding issues, he should communicate and encourage discussion; questions keep us on our toes and lend credibility. He should use his crew’s skills and knowledge and not just rely on himself.
Officers should see mistakes as learning experiences, not always as disciplinary opportunities. He must understand and accept that he is a coach and mentor.
A progressive officer prepares his people to make decisions when he is absent. When safety is not an issue, he must allow them to fail without intervention. If firefighters are not allowed to grow and gain experience, they will not have that experience to draw on when they need it most—when the officer is not there. Also, an officer cannot improve his crew if he is not continually improving himself.
The chief officer should lead his people, not just manage them. Subordinate officers are individuals with different characteristics.
As a role model, he should act like one, clearly stating expectations, and expect loyalty and give it in return. Encourage and provide opportunities for his personnel to advance. Be open to new ideas and different opinions, and always be fair and honest.
Progression is an attitude. You can maintain the status quo and remain in your comfort zone because it has worked for years and there is no reason to change. With no infusion of fresh water, the water sits and stagnates. Once stagnation starts, the life of the organization is reduced to microscopic organisms. That body of water is not one that we would want to swim in or drink from.
However, if we can continue to mature and evolve while encouraging our newest employees, our organization will be more like a spring-fed creek—full of vibrant life.
Jason Hoevelmann wrote the article, “Lessons Learned Basis for Code Development” (Fire Prevention Bureau) (Fire Engineering, January, 2011).
a-firefighters-own-worst-enemy
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