Selection and Training of Line Officers in the Volunteer Fire Service
FEATURES
MANAGEMENT
Many volunteer firefighters want to wear the helmet of the line officer—one that signifies responsibility and authority. In many cases, however, their departments haven’t a system that clears a path for upward mobility. There’s a lot of leadership material that’s being kept down by the system—and that hurts the department, its members, and the community.
Perhaps you’re already an executive officer in your department and would like to improve your command structure. What type of selection process should be used? What training should your officers receive? What kind of requirements should be established? What does it take to be a good fire service leader?
Knowledge, skill, courage, and dedication are qualities of an effective fire service leader. The effective officer also displays responsibility, flexibility, common sense, and tact. He has confidence in himself and his personnel, and is able to delegate when necessary. Above all, he’s a good manager of people and has earned the respect of his firefighters.
These are necessary qualities of the fire service officer when called upon to direct an emergency scene where lives are at stake and splitsecond decisions under very stressful conditions are required. How are these qualities developed? How is a new officer transformed into an experienced leader? I invite you to take a long look at the selection and training process used by your volunteer fire department.
The selection process— election or appointment?
Should officers in the volunteer fire service be elected or appointed? Both methods are used, and each has disadvantages.
The election must not be permitted to become a popularity contest. The voters must be aware of the importance of their votes. The way they vote will impact not only the fire company, but the lives and property of the people of the community as well.
A firefighter shouldn’t be elected as officer simply because he has served for many years in the department. Longevity itself does not guarantee a sufficient level of proficiency. Nor should an officer be elected because he’s a “nice guy.” Many nice guys lack the assertiveness to make decisions on the fireground.
People may be reluctant to elect someone who’ll “make them work” or require discipline. One may withhold a vote simply because he’s jealous of another. All too often, poor candidates are elected and good ones passed over for these very reasons.
In some departments, officers are appointed. Usually, the chief is elected and he, in turn, appoints his assistant chiefs, captains, and lieutenants. This method does not guarantee that politics will be removed from the process or that qualified candidates will be chosen. In the ideal situation, people will be picked based on their qualifications and abilities. In the real world, however, the chief may pick his friends or those who elected him.
For the appointment system to work, the chief must choose his officers carefully. He must pick people who can help his program and his department. Good officers will be a positive reflection on the chief, while incompetents can make him look foolish. The chief mustn’t be afraid to select those who have strong opinions or who will “rock the boat.” Such officers are necessary for the organization to progress. Those who are highly motivated should be given the opportunity to contribute to the department.
Requirements
To avoid many of the pitfalls of any selection process, requirements should be adopted and adhered to. Officer training, whether required before or after election or appointment, must be initiated.
The requirements should include state-level training combined with an in-company officer’s course. It’s important to train according to state and national standards, but it’s just as important to be familiar with local philosophies and procedures.
A minimum number of years in the fire company should also be required. A portion of the requirements may be waived if the firefighter has comparable experience as a member of another fire department or has received training elsewhere. Attendance at a percentage of company drills during the year preceding the election should also be a prerequisite.
Here’s an example of what the requirements might be for chief and assistant chiefs: five years of service in the fire company and a minimum of 150 hours of state-certified training, including 16 hours of outside-the-company training (not necessarily state-certified) during the past calendar year; attendance at at least 75% of company drills and training sessions during the last year, as well as attendance at 25% of the fire calls; qualification as an operator of all company apparatus.
Requirements for captains and lieutenants can be similar, but with a reduced requirement for years in the company and for training.
If a vacancy arises, stick to the requirements when appointing a successor. Don’t neglect the standards that you’ve set! This would be unfair to those who followed the rules. Better to leave the position vacant than to cheat the system, the department as a whole, the department members, and the community.
Training and testing
Whenever training is required — before or after one receives the position—it must be done correctly and thoroughly. Any line officer may be called upon to assume command at the scene of an emergency. It’s adequate training and testing that’ll pull the new officer through.
Training should begin with a solid officer’s course. This course could be taught at company level or could be a recognized state or national program. If done at company level, care must be taken to assure competency of the instructor; he’s got to be an experienced fire officer who can get the message across to his students. Nothing is more frustrating than studying under a poor instructor who’s unskilled in the methodology of teaching. If such a teacher is not present in your company, perhaps an officer or instructor from a neighboring company can help.
Theoretical knowledge is necessary and mustn’t be neglected. A good officership text should be selected, purchased for each officer, and used for training and reference. The information should not be a rehash of fundamentals theory; rather, it should explore advanced topics of firefighting.
The new officer must have a thorough understanding of the company’s operating procedures, then study strategy and tactics. New officers should be trained in the concepts of incident command and how their company is expected to operate within it. Instruction on modern management principles and organizational skills should be part of the curriculum. Training in fire prevention and modern fire systems is also quite important, and should be given a thorough examination.
An excellent teaching tool is the practical scenario, in which new officers are called upon to explain how they would handle a variety of emergency situations. This builds on the theoretical knowledge and develops leadership qualities.
The use of role-playing will enhance the practical scenario. Taking this a step further, the new officer will get valuable field experience by directing initial placement, laying of lines, mutual aid, and fire attack at an actual fire, while under supervision. The officers must learn to take decisive action.
Officers must know the capabilities and personalities of their firefighters. This is critical when it comes time to pick someone for an assignment, or when a mistake must be corrected. They must learn how to tell someone —tactfully—that they are doing something wrong and how to offer suggestions for correction in a positive way.
Officers must be familiar with the latest concepts in the fire service, keeping abreast of the latest fire-suppression techniques and innovations. They must also know their equipment —what it is, where it is, how it works, and what it’s used for.
Officer training shouldn’t neglect mutual-aid training. The new officer must know what’s available from nearby departments and be familiar with their equipment and even their level of training. It would be quite embarrassing to call for an aerial ladder or tanker from a company that doesn’t have such equipment; more importantly, it would waste precious time in an emergency situation. It may be necessary to ignore a nearby company in favor of one that will have the equipment or expertise required. Young officers should be given a prominent role in drills with mutual-aid companies.
Testing should reinforce the training process and, of course, measure whether or not the required knowledge is being absorbed. Written and oral exams are both useful. Be aware, however, that some people aren’t good test takers.
The practical exam is used to see how the officer can “put it all together” on the fireground, and should be given on the drill field. It’s a very useful way to assess an officer’s ability to “think on his feet” and work under stress.
All tests should be pertinent and to-the-point.
Responsibilities
Once the initial training period is over, each officer should be given a specific responsibility within the department. Several positions should be made available. Positions such as training officer, equipment officer, safety officer, fire prevention officer, apparatus maintenance officer, and preplanning officer should be assigned on a rotating basis. By rotating annually or semi-annually, each officer will become proficient in all fire department operations.
The new officer should be given a set of goals and objectives and be permitted to work toward them within the constraints of the budget. She should be given the opportunity to select the most appropriate method for accomplishing her objectives.
Although constructive criticism may and even should be offered, the new officer shouldn’t be put under the microscope. Each officer should understand, however, that he’ll be held accountable. This develops responsibility. The chief should, from time to time, critique performance, offer suggestions, and be a source of positive reinforcement.
As the chief prepares to delegate, he must remember to analyze the job and give complete instructions. He must delegate the necessary authority as well as the task, although he, like any manager, maintains the final responsibility.
The entire company must be made aware that full authority has been granted. This is important, as members may be reluctant to follow orders from new officers who were firefighters themselves only a short time ago.
I’ve observed chiefs who’ve given young officers much responsibility and authority and have encouraged them to make decisions. These firefighters have developed into fine officers who are able to take charge of a fireground.
I’ve also seen chiefs who’ve given officers little leeway, and haven’t allowed them to make any decisions. Officers in this system were hesitant to take action and were unsure of themselves. There’s little room for this type of chief or officer in the modern fire service. Remember, the chief may not always be there. What will happen when this type of officer arrives at a scene and must take command? Will he be able to issue the necessary orders? Or will he be like a lost duckling who doesn’t have his mother to follow?
Officers shouldn’t be made inflexible by having to follow a rigid set of standard operating procedures. They should be given discretion to stray from SOPs (except for safety SOPs) when the need arises. Since no two fire operations are alike, SOPs should be used only as a guide. Remember, get your officers to think, and allow them to be flexible!
Practical application on the fireground
The training process continues by allowing the new officer to apply his knowledge at the emergency scene.
A fire officer’s responsibilities begin before the apparatus has left the station. He must be sure his crew is in full protective gear, seated, and buckled in. He must be sure of the location and the nature of the call. While en route, he must assure that safe driving practices are adhered to. Upon arrival, he’s responsible for apparatus positioning, personnel assignments, and correct selection of equipment (the proper size of attack lines, for example).
While en route, after assuring the safety of his personnel, an officer must begin the process of sizeup. A few moments must be used to plan the response. He should listen to reports on the radio and think about what equipment will be needed upon arrival. Will 1 ¾”, 2½”, or master streams be needed? What’s the best access to the fire? Is there a life hazard involved? Will building construction make forcible entry or ventilation difficult? He must think of crew assignments with respect to personnel availability. Is mutual aid necessary? Will there be an adequate water supply?
Size-up is especially important with a potential hazardous materials incident. Officers should stay away unless they know what they are dealing with and know that it can be handled with the resources available.
The chief officer must make certain that the new staff members can control mutual aid companies, many of which will want to “do their own thing.” The new officers must be taught to stage these companies at a distance until needed and to give them specific tasks when they’re called in. It’s better to keep personnel in reserve at first, so that weary crews can be relieved later. We have a tendency in the volunteer fire service to “burn people out” before the work is done.
The importance of teamwork and of following the chain of command should be made clear to the new officer: a command post should be set up by the first arriving officer; senior officers take command as they arrive; sectors should be designated and officers given responsibility for each sector. The chief can’t be everywhere at once. He must rely on his officers for much of his information about the developing emergency.
Officers must maintain control of their firefighters. They must be able to account for everyone under their direction. Teams should be organized into workable units of five or less. The new officer should always keep in mind the concepts of unity of command (one person in charge) and span of control (how many people an officer can adequately supervise).
New officers should be encouraged to think and be allowed to make decisions and exercise their new authority on the fireground. Certainly, some mistakes will be made, but in most cases they can be corrected, and the officer will learn from them. Experienced officers should encourage new ones to “come out of their shell” and be decisive. They must become leaders and should not shy away from the responsibility.
Obviously, communications are critical on the fireground. They’re a major factor in the coordination and safety of operations. A chief officer can’t know and see everything without help. This is especially true at the scene of a busy and rapidly changing emergency. Every fire company should purchase good portable radios for their officers. It is an investment that will surely pay off.
A helmet, like a portable radio, is an important part of an officer’s equipment. A distinctive color of helmet signifies an accomplishment and instills pride in the officer. At the scene of an emergency, it’s a symbol of responsibility and authority. A helmet of distinctive color with insignia of rank should be included as part of the officer’s protective ensemble. A chief who says that the helmet “doesn’t make the man” may be stating a fact, but he is missing the point. While a helmet doesn’t guarantee an effective leader, it does reinforce the feeling of pride and responsibility that an officer should feel toward his personnel.
Follow-up training
Your new officers have been selected, trained, given their responsibilities, and have gotten their feet wet on the fireground. Has training ended? Certainly not! Learning is a continuous process. A program of follow-up training and critique must be initiated and used throughout the year. Keep officers up-to-date and correct their mistakes so that they’re not repeated.
A critique should be held after all emergency calls. Problems should be identified then and ideas for corrections offered. The officers should be given time to suggest alternatives for the future.
It’s important that the critique not become a “witch hunt.” A chief, like any good manager of people, must never embarrass an officer in front of others. Firefighters will lose confidence in their officers and the officers will lose confidence in themselves. Praise in public, criticize in private!
The critique should address many of the tactical errors that new officers make. Common mistakes include failure to size up, to provide for a water supply, to call for help in time, or to position the apparatus properly. Another major oversight is the failure to lead a coordinated team effort, as when entering a structure with attack lines before ventilation operations are underway. The executive officer must make sure that new officers order the proper lines into operation, lead aggressive attacks, and account for all of their people. Above all, the new officers must maintain control of the operation and have a keen interest in safety.
Line officers meetings are a must. They’re another excellent tool to supplement training. These meetings may be held weekly, biweekly, or at least monthly. Updates of new construction in the area, traffic problems, fire protection systems, and even changes in tactics may be discussed. It’s an excellent chance for the chief to use his officers in a “brainstorming session,” to get them to suggest new ideas and ways of doing things. In this way, a continuous flow of fresh ideas will be assured.
A chief who utilizes the knowledge of his officers will do much to alleviate any weaknesses he might have. For example, a chief who specializes in engine company operations may not be expert in truck company operations. Perhaps an officer will suggest remedial work for the company in laddering, rope, search and rescue, ventilation, etc. If the chief is smart, he will listen and allow the officer (in combination with the training officer) to develop a training program or suggest a purchase of new equipment.
Finally, the ongoing follow-up should be used as motivation for officers. They should commit themselves to the department, accept responsibility for their mistakes, and not blame individual firefighters. They should be taught to pay attention to their personnel through good “active” listening, and to develop empathy for them. Get them to take a genuine interest in their firefighters.
Do you want to improve the of1 ficer selection and training JL/ process in your volunteer fire service organization? Begin by talking to all members of your department. Invite their comments and suggestions. Show them how requirements can be set and the role of politics reduced. Initiate discussions about improving the training for officers. Go to other fire companies and see how they do things. Not only will your organization benefit, but the entire community, whose lives and property you protect, will benefit as well. Since we’re in the business of community protection, effective officership is not just a worthy goal, it’s an absolute necessity!
