Stepping Up: The Enabler

By Ron Hiraki

The enabler: A firefighter of any position or rank who allows or even facilitates an action or idea to continue or even grow. The enabler may do this consciously or unconsciously. The enabler tolerates or permits things or people to remain the way they are. The enabler can also encourage someone to continue doing things because of what the enabler does or does not do. The person, and the enabler, may not be doing or causing real or direct damage, but their actions or ideas may not be effective, or contribute value to the organization, or improve service.

When most people see something that is truly wrong, they will speak up, and stop or report that action. Enablers seem to “stand pat” or even take a “half-step back” and allow the status quo, or allow things to just flow. Their philosophy may be to go along to get along. Consider these examples.

The New Training Chief

A new training chief was appointed and reported to the deputy chief of support services. After 10 months on the job, the training chief asked the deputy chief of operations if they could meet to discuss training and operations. Knowing how important the interface between training and operations is, the deputy chief of operations made time to meet with the training chief. After two hours of questions, answers, and discussion; the deputy chief of operations said, “I like taking about these things with you, but you should be discussing these with YOUR boss.” The training chief replied, “For the past 10 months I have asked him for his input, direction, and even permission; but he would just say he didn’t know, or ‘I guess so.”

The deputy chief of operations recognized that as the subordinate, it was challenging for the training chief to press his boss for input, direction, and decisions. The training chief said it was a lot easier to get the information he needed to do his job from the deputy chief of operations. In this example, the training chief was enabling the deputy chief of support services to continue his marginal performance; and dumping another load of work and responsibility on the deputy chief of operations.

The Battalion Chief

The battalion chief was showing a fire chief from a neighboring department the new mobile data terminals (MDTs) in the paramedic units. The firefighters on duty demonstrated some of the features and answered some questions for the visiting fire chief. The lieutenant on duty had said little, but towards the end of the demonstration he addressed the visiting fire chief and said, “We need those MDTs in the engines as well. Tell our fire chief how important they are. He doesn’t listen to me!”

The battalion chief and visiting fire chief thanked the members on duty, and left the fire station. As soon as they got in the car, the battalion chief apologized to the visiting fire chief for the lieutenant’s comment and behavior. The visiting fire chief stated that he was a bit surprised by the lieutenant’s comment and would leave internal matters to the battalion chief. The battalion chief never had a follow-up discussion with the lieutenant. Here, the battalion chief was enabling the lieutenant to continue his poor behavior. Firefighters who witnessed the lieutenant’s behavior were led to believe it was okay because they did not think the battalion chief corrected it.

The Assistant Chief

The assistant chief had responsibilities that took him into fire stations on a regular basis. The assistant chief was a pleasant person, and many members knew him personally. He was not highly respected by members, but he could use his rank and budget authority to “get things done.” Members would frequently stop the assistant chief and make suggestions for new supplies and equipment, changes of procedure, or new training programs. As the members would talk, the assistant chief would occasionally nod, smile, and use a variety of his favorite phrases such as the following.

  • “I don’t know.”
  • “Uh-huh.”
  • “Really?”
  • “I have to look into that.”
  • “I see.”

On one occasion, two firefighters were suggesting a new training program. Because of the assistant chief’s mannerisms and his unwillingness to state a definitive position, the two firefighters thought he was in favor of their suggestion. They spent many hours researching and writing a training plan, only to find that it could not be approved. In this example, the assistant chief enabled the two firefighters to take “false” action. The firefighters felt betrayed and lost motivation.

The Lieutenant and Firefighters

A firefighter had 15 years in the fire department. He was known as a great firefighter and had a fair amount of experience. Additionally, he was well liked by people. At fires he was a “hard charger” and his aggressiveness made the whole company look good. However, he was not fond of EMS calls and often “hung back,” letting other people do the messy work. Around the station, he was less than enthusiastic about maintenance and paperwork. The lieutenant and firefighters grumbled about him, but figured having him around and happy was good for the company’s image. Was this “trade off” fair? Was this “trade off” appropriate? The lieutenant and firefighters were enabling this Firefighter to continue his “pick-and-choose” behavior.  

Be fair. Realize that we all make mistakes or forget to address issues in a timely manner. The difference is that the enabler has a pattern or routine of permitting, or even encouraging, issues to continue. Addressing the issues may be a job for the supervisor, but even subordinates or peers can have a respectful discussion with the person causing an issue. Many people express a desire to have problems solved at the lowest level.

Enablers may try to justify their lack of action by saying one or more of the following.

  • I don’t believe in micro managing.
  • I empower my people.
  • I like to pick and choose my battles.
  • I don’t have time for those “little things.”
  • It just easier and faster if I work around “him.”
  • Cut “her” some slack, she’ll come around.

If you have an issue, take a moment to think about it and the person. Sometimes it may be appropriate to get a second opinion or advice from another firefighter or fire officer. Consider what would be the most appropriate way to address the issue with the person. It could be action that you take or that you pass along to someone else. Don’t allow these issues to fester. Don’t be an enabler. Eventually it will diminish you own reputation. Step up and help other people be effective and contribute to the value of the organization.

Stepping Up: Ron HirakiRon Hiraki began his career as a firefighter in the Seattle (WA) Fire Department, working in a variety of operational and administrative positions leading to his final assignment as assistant chief of employee development. Completing his career as an assistant chief for a small combination fire department, Hiraki has nearly 30 years of fire service experience in urban and suburban settings. He holds a Master of Science degree in human resources development, and is a consultant to number of public safety agencies for their selection and performance evaluation programs.

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