THE MODERN CHIEF: RENAISSANCE MAN
MANAGEMENT
More and more, fire service managers are readjusting their thinking about what it takes to he an effective leader.
Fire chiefs are strategists, both on the fireground and at the station. They must think strategically about the future of their departments. They need a broad range of knowledge and experience to coordinate resources and personnel toward accomplishment of department goals and objectives. Gone are the days when the most important skills required of fire chiefs were commanding fires and conducting meetings. Those skills are still important, but they must be placed in proper perspective along with the many other demands placed on the fire chief.
The demands on the chief are many and unyielding. The chief is called on to assume a wide variety of roles. Such roles as manager, incident commander, and meeting chairperson come readily to mind, but also consider the functions a fire chief fulfills situationally, quite often unexpectedly: counselor, investigator, marketer, budget director, lobbyist, planner, trainer, enforcer, analyst…the list goes on.
The demands, the pressures, the influences, and the frustrations are much the same for volunteer and career chiefs. They are experienced by new and veteran chiefs alike. New chiefs, particularly those who may have viewed the position through rose-colored glasses or those who want to wear the helmet but not the boots, can be overwhelmed by the demands; yet even the veteran chiefs encounter situations for which they find themselves ill-prepared.
A current tendency among fire service theorists is to draw comparisons between the management of fire departments and the management of small, private enterprises. The comparison has merit and may help the fire chief to put his job in the proper perspective. Like the small business owner, the fire chief must wear many hats and have broad vision if the business—the fire business—is to function effectively and realize its potential. True, some responsibilities—training and investigation, for example—can be delegated with successful results, but the fire chief still must have some working knowledge of the delegated role or responsibility to provide managerial direction.
THROUGH THE RANKS
In one way or another a chief officer progresses through the ranks, starting out as a firefighter and most likely serving as a company officer or subordinate officer before assuming the position of fire chief. Specialized training and education are received first in the area of fire suppression at the level of firefighter. Much of this training is in-house. As the individual progresses toward upper-level departmental positions, the focus changes. At the company officer level the orientation includes a strong focus on personnel management. Once upperlevel officer positions are attained the strategic and planning areas of fire protection are of major importance. Fire suppression is still an initiative, but the broad perspective of fire department management limits involvement in this area.
THE MODERN CHIEF: RENAISSANCE MAN
For those aspiring to upper-level chief positions or who have already arrived, it is best to view the position as one that requires a generalist type of background. A broad range of education and experience must be sought in preparation for the position. With the exception of education in areas that improve management techniques and strategic-level thinking, considerable expertise in one area is unnecessary. The broad education required for chief officer positions must be sought from outside the fire service environment, since most training programs tend to focus on operations, tactics, and incident management.
Take counseling, for example. The effects of problems in members’ private lives may become evident during fire department activities. For managers it is best not to become too involved in an employee’s (member’s) personal life, but the chief officer may have to confront the individual and deal with the problem if the subordinate’s behavior is counterproductive to the department. The behavior is usually an attempt to vent frustration or display a need for help, and often the problems are familyoriented or involve drugs and alcohol. Chiefs are not in the position to serve as marriage counselors or as rehabilitators of those suffering a chemical addiction; however, they should have the knowledge and ability to defuse the problem and guide the affected party to a professional who’s trained to handle the problem. The chiefs ability to that end could be instrumental in retaining a good employee and in maintaining a productive work environment.
Budget administration is another area in which officers will have to look outside the fire service for education. Though it may appear to run counter to the mission of the fire service, nearly all we do is affected directly or indirectly by money. Finances are justified through budgetary processes, and the chief of department usually has control over their administration. A chief without good business and financial management skills places the department at a significant disadvantage. The fire department is one public service organization among many competing for increased financial latitude. The fire chief must know how to market the department to the public and be competitive within the system that’s distributing public dollars.
THE WELL-EDUCATED FIRE OFFICER
In many departments a minimum of an associate’s degree, usually in fire science or fire administration, is a prerequisite for many officer positions. Upper-level officer positions frequently are filled with those holding bachelor’s and even master’s degrees. Both volunteer and career departments are served by many capable chiefs with degrees in business administration or education. The contents of these degree programs parallel many of the requirements of today’s chief officers. Indeed, a college education of any kind, because of the horizon-broadening, multidisciplinary requirements of degree programs, serves to prepare a well-rounded chief officer.
A college degree may be a recommended venture for the prospective chief or serve to enhance the capabilities of one already in the position, but degrees may not be a practicality for many individuals. For volunteer chiefs, many of whom make a considerable sacrifice in satisfying the requirement of the position, a college degree most likely is an unreasonable pursuit, however well it might enhance their capabilities. But there are many other avenues to take that will provide chiefs with professional assistance.
THE MODERN CHIEF: RENAISSANCE MAN
Local business clubs and community colleges often sponsor seminars dealing with topics ranging from personnel problems to time management. Audiocassette and videocassette educational programs also may be useful. A visit to the business or psychology section of the local bookstore or library will reveal an abundance of information that may be helpful. Membership in such professional organizations as the International Association of Fire Chiefs, the National Fire Protection Association, and the International Society of Fire Service Instructors opens many new doors to chief officers. Don’t overlook local business management groups or organizations such as the American Management Association, which brings together managers from all occupations and caters educational programs to suit their needs.
Much of what is gained from organizational membership is in the area of awareness. As leaders of their departments, fire chiefs must be aware of what is happening in the world — technically, legislatively, politically, and economically—that will have an impact on the fulfillment of the fire department’s mission. A fast-paced, rapidly changing society challenges the fire chief to keep pace and respond to that world. That means being dynamic, far-seeing, and capable of formulating long-term strategies for proactive responses to changing situations and then communicating those strategies to internal and external influences on the department. That means being able to deal with city hall, unions, pension boards, political and special interest groups, and civil service commissions, among others. Each group requires a different approach and different skills to be dealt with effectively.
The chiefs greatest asset is his mind. Fire chiefs must be thinking, inquiring, broad-minded individuals capable of applying objective rationale to decision making. Educating themselves and seeking assistance in answer to the many situations that arise are two important steps to successful assumption of the chiefs responsibilities. Yet nothing replaces experience as the teacher. It is experience that provides depth, perspective, and wisdom to the chief officer.
THE EFFECTIVE LEADER
Effective chief officers will change leadership styles as often as they change leadership roles. The days of the benevolent, autocratic fire chief are gone. Today’s society is outwardly rebellious toward strict authoritarians. The authoritarian style is necessary for such occasions as fire incidents, but today’s leaders must know when it is best to reach decisions by consensus, when an expert’s opinion must be relied on for direction, and when democratic decision making is the most effective route. The chief may maintain an overall “theme” of leadership style—a particular adaptation of skills to a local environment— but the style must be flexible and adaptable. Being able to shift the gears of leadership style to produce the best results is the hallmark of effective leadership.
No one is ever completely prepared for the duties of fire chief. It takes time to learn the ropes. Even with education, broad experience, and a strong network of contacts for assistance, challenges will arise that stretch the chiefs abilities to the limit. But as the chief switches hats and shifts gears, he calls on all the skills and help at his disposal to respond professionally, with due regard for the sanctity of the department in all situations. More than anything else in the chiefs favor is the desire for excellence and dedication to the department and its members, and it is that which will put the chief over the top—overcoming the obstacles, reducing the stress, and providing the department and the community with professional, competent direction *
