IHAVE SPENT A NUMBER OF enjoyable years as an officer in the Grand Island (NY) Fire Company and have always embraced the positions I have held. I subscribed to a few clear goals while serving as an officer: Never hold the organization back, look ahead to what is coming next, and encourage growth and development of members and new recruits. I have also focused on identifying the future leaders of our department. We will not be there forever. Of course, we all have read stories of a fire company that had the same chief for 34 years, but this is not the usual case. So how do we identify those members joining our organizations who will grow to serve in vital officer positions and which ones will simply enjoy doing the good work of the line firefighter? This answer is never cut-and-dried; however, there are a few key guides and personality traits that indicate early on that a new member may become a vital asset and hardworking officer down the road.
Previous leadership experience. If a person transfers to your organization from another department where that person served as a board member or an EMS captain, that individual will probably seek those positions in your organization. But, I don’t mean previous emergency service experience. If your new member has served as a scoutmaster, a school board member, or a union officer in a full-time day job, that person has already displayed the leadership qualities the volunteer fire service needs. If that person is a “step-up” individual in private or work life, with some time and training, he will be a “step-up” individual around the fire station.
Visionary. Anyone who can look to the future of your organization in an organized and viable fashion may be a potential future officer. Very early on, individuals will show their true colors as to how they value the fire service and what it stands for. This does not mean you should ignore the taxpayers or cast aside your budget limitations. But, any new member who recognizes that equipment needs replacing, buildings need repairs or updating, and firefighter training and fitness are valuable has a competent vision for the future of your department and for the fire service as a whole.
Thirst for knowledge. Volunteer firefighter recruits generally go in one of two directions once they join the department. Some clear the application process, participate in some initial and required basic firefighter training, and involve themselves in the dayroom roundtable. That roundtable generally consists of other average performers who have comments about everything that is wrong in the department, its members, and your local municipal government. Although such members are generally willing to do the job for which they signed on, they never quite rise to the training challenge.
The members who will eventually rise to be your department’s future leaders are always polite and friendly around the dayroom roundtable and are also focused on becoming the best trained and experienced firefighting and EMS providers possible during those first few years. There is plenty of time to navigate the complex world of firehouse politics, but the members who spend their initial years learning all they can about their business are the ones who will lead in the future.
Offers practical ideas. A potential future leader can brainstorm ideas for your fire company; but, more importantly, that person can identify which of the ideas will work. Many years ago, at a general meeting for my fire company, which serves a half-suburban/half-rural area, we discussed selling a retired medium-duty rescue. A then-promising young firefighter/paramedic stood up and proposed that we keep the rig and convert it to an “urban assault vehicle” with armor plate and bulletproof glass. For a community that had enjoyed harmony and little, if any, civil unrest for many years, this seemed out of place. Silence fell over the meeting. Since he alone felt this proposal was vital, it was apparent that he did not realize that this idea was impractical. At that moment, his future as a potential leader was on shaky ground.
Willing to take on responsibility. Someone willing to accept responsibility is demonstrating strong leadership skills. A responsible member is willing to take charge of projects, activities, or tasks other members might avoid. Also, if something does not come out right, this person is the first to accept responsibility for the failure and doesn’t throw others “under the bus” to avoid accountability. Newer members who accept tasks and complete them on time and as requested display tremendous “completion” ability. A good way to gauge this is to assign members some small tasks; as they complete the tasks properly, give them some additional responsibilities. When they complete those properly and on time, they are well on the way to becoming a vital part of your team.
Mental toughness. It is lonely at the top. Anyone who may demonstrate leadership qualities in the future generally is able to shake off minor setbacks and accept a certain level of criticism. I do not mean we need somebody who is tough as nails or as cold as a reptile, but any future leader must be able to listen to and accept all views on any issue and not be beaten down over a few difficult issues or tasks. Along this same theme, a future leader should not overreact when confronted with a different set of ideas or opinions.
Peer and family respect. Potential leaders must maintain a proper balance among home, work, and the fire company. There are many people who dive in with a “gung ho” intensity. Often, these people flare up quickly and burn out early; they are not ready for the long haul. Newer members who have the support of family and work and can seem to balance all commitments in a stable manner most likely will be successful fire department leaders. Respect and support from fellow members are also important. When your firefighters genuinely want a fellow member to succeed, that person will have a much easier term as an officer than those who win elections by the skin of their teeth. But remember, elections should not be popularity contests. If the members elect somebody because that person is popular or lax about enforcing the rules or training requirements, that is not an endorsement of that newly elected officer’s leadership skills or firematic abilities. Peer respect means electing an individual and wanting that person to succeed as an officer and your fire company to be successful even if it means that things night be a bit harder on the members as a whole regarding training, response, and other commitments.
The above provides a starting point for assessing your newer members’ skills to determine their potential as future leaders in your volunteer fire company. Many communities commit a great deal of time and training dollars to potential future officers. Any tool (such as the indicators above) for determining whether the time and dollars invested would bring a return in the form of a solid officer candidate for your fire company is welcome.
MICHAEL P. DALLESSANDRO is a 22-year veteran of the volunteer fire service and a life member and member of the board of directors of the Grand Island (NY) Fire Company. He is an experienced conference speaker and a trainer for the fire service and the public transportation industry, a certified commercial vehicle driver trainer, and a public school administrator.
