Stepping Up: Between a Rock and a Hard Place

By Ron Hiraki

A chief officer, a company officer, or an acting officer who thinks about initiating corrective action is in a “hard place.” He may want to get out of that hard place by avoiding action, but that just causes more problems; “rocks” of dissension, disappointment, and poor performance by one or more team members soon start raining down. Now, that officer is between a rock (or many rocks) and a hard place.

The need for initiating corrective action is inevitable. People are not perfect, and people make mistakes. Occasionally, people act incorrectly because they do not share the values of the team or they act out of emotion. Leaders in the fire department have to correct fellow firefighters, team members, and maybe even friends. Even when corrective action is initiated in a professional manner, subordinates may be embarrassed or angry, sometimes for a long time.

Despite the modern term “corrective action,” the age-old challenge of delivering negative criticism, a statement of wrong doing, and appropriate consequences remains “hard.” No one enjoys receiving corrective action such as counseling, oral admonishment, or written reprimand. It is hard on him, and hard on the deliverer of the corrective action.

When these difficult situations arise, some leaders try to justify avoiding what is unpleasantly hard. They say things like the following:

• “I don’t agree with that rule or practice.”
• “I know it was just a one-time thing.”
• “Let’s see if it happens again.”
• “If I discipline him, it will make him madder, and he’ll act out even more.”
• “I can be a greater influence if I stay on his good side by not initiating discipline.”

Yes, it is difficult to initiate discipline, but doing nothing is worse. Delaying and avoiding problems does not solve them; they will surface again if they are not addressed. How will the person needing correction know the impact of his behavior on another? The only answer is to make him aware of his error or shortcoming. If you have upset them in discussing the problem, you will have good reason for doing so. If you try to avoid this “hard place,” you risk allowing problems to continue and grow, for no good reason…and then rocks start to fall on you.

Taking no action is disrespectful to other members of the team and to other members of the wider fire department. If members follow the standards of behavior and performance, do their job, and act professionally, then they see someone else “get away” with something or perform below acceptable levels, they may have questions about safety, the value of standard procedures, fairness, or your leadership abilities. If you are just avoiding the hard place, you won’t have good answers for them; you will invite rocks that damage your reputation and your team’s effectiveness and cohesion. A leader is paid and expected to take action. Do the job you agreed to do when you accepted the promotion or took on the responsibility of being an acting officer.

When you are in a hard place, follow your department’s procedure and the collective bargaining agreement, gather the facts, make a determination (or recommendation) and, if warranted, perform the corrective action. Seeing the positive aspects of corrective action may be difficult, but consider the following.

1. It’s the right thing to do. Even if “it” is painful, unpleasant, or you personally don’t agree with a rule or practice, it’s the right thing to do. Identifying, documenting, and correcting poor behaviors that affect other team members, the public, and the fire department is sometimes necessary. Ask yourself: Would you want everyone behaving like this person? Does this person project the image of your fire department that you want people to see?
2. Nip it in the bud. Chief officers frequently hear company officers and firefighters say, “Let us resolve this at the lowest level.” That would be great. The key word is “resolve.” If you don’t, the chief will have to get involved. If the issue is not resolved appropriately, the resolution process drags on, and it lands on a chief’s desk.
3. Consistency. If every officer resolved issues, there would be consistency in the fire department and fewer problems to address. This does not always happen. A common response from a person in need of correction is, “No other officer has told me that. Why is this the first time I’m hearing it?” Be consistent in your expectations of work behaviors with your crew or shift. Your subordinates will know what to expect from you, and they will feel as if they are treated equally and fairly. Failing to do so may cause another rock to fall. Other officers and firefighters will view you as the one who allows people to slide and then pass the problems on to others.
4. Leadership. People look to you, and people look at you. What you do or don’t do attracts attention and invites questions. Demonstrating clear leadership is easier to defend than justifying or hiding your problems. Your reputation suffers if you won’t do the difficult work. As a leader within the department, make sure you are concerned with all of the relationships and the whole team, and make sure you have good reasons for what you do.
5. Help your teammates. Resolving the problem now may save the person needing correction from doing the same behavior again; it will certainly save the person from further trouble. In some cases, you could save the person’s life or the lives of others. You have an obligation to the person, other team members, the fire department, and especially to the public.

Although corrective action is a function of fire officers addressing the person in need of correction and can be important to any coach, leader, or mentor, technical or procedural issues are easier to address (e.g., checking the fuel level in equipment, signing reports). Relationship or interpersonal issues (e.g., thinking of other people, teasing) are harder to address, but are also important to the team.

There are numerous books and articles about having these kinds of talks with a person in need of correction. Find one or look in one of the company or chief officer textbooks. If you have to implement correction action, remember the following important points:

• Take a breath. Put your emotions aside. Don’t talk to the person if you are angry or emotionally charged.
• Get the book out. Get out your fire department’s standard operating procedures or collective bargaining agreement. Review it, and carefully follow the procedures.
• Don’t make judgmental assumptions. Proceed based on what you saw or know, then be prepared to ask questions and make changes based on what you find out.
• Plan your approach. What will you say and how will you say it? Ask questions. Give the person a chance to explain or vent.
• Anticipate the person’s reaction. Plan your response, and be ready to justify and articulate your actions.
• Own your own decision. Be confident in your decision. In talking to the person, don’t say, “I’m only doing this because the chief expects me to do so.” Or “The fire department made me do this.”
• It’s an important matter. Take the time that the issue deserves and be professional, clear, and concise.

Step up to the responsibility of being in the hard place. Don’t let the rocks fall on you or your reputation.

Ron 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 has a master’s of science in human resources development and is a consultant to number of public safety agencies for their selection and performance evaluation programs.