By Lindsay Judah
Many fire rescue personnel are eager to force entry. It’s a skill firefighters are commonly taught while attending fire academy, and we often practice after being hired, either at a class or conference, on an incident, or at our agency’s training facility. Fire instructors and supervisors continuously remind personnel to “try before you pry” and forcible entry drills are repeated to achieve competence. The concepts of arriving prepared for the task assigned, with the tools necessary to do the job, with the cognitive ability and situational awareness to determine what is needed to force entry at the specific incident, in one’s personal protective equipment, effectively execute, then control the door—all require purposeful action.
The intent of this article is to illustrate that the steps necessary for successful forcible entry, a skill many firefighters find exciting, parallel the steps that can enhance labor and management relationships.
Preparedness
There are many aspects which shape effective labor and management relationships, all requiring continuous development, effort, and intentionality. Oftentimes, these relationships are formed and reinforced through meetings of some sort, so preparing for meetings is essential. Individually, it is best to continually prepare the mind and the body for intellectual stimulation. Limiting distractions, hydrating, and arriving rested can enhance the overall ambience of the room for both scheduled (and sometimes unscheduled) meetings. As shared by the British Journal of Nutrition, cognitive abilities and mood states are positively influenced by water consumption. Additionally, showing up with an engaged and positive attitude can have a tremendous impact on a meeting. One strategy that can be employed is the “power lead,” an optimistic, inspiring beginning to a meeting. This can elicit the documented effect of positive priming, from author Michelle Gielan, with Nano Tools for Leaders® at the University of Pennsylvania.
“Focusing on something good at the beginning of a meeting sets the tone for the ensuing conversation, and research shows that how we begin a conversation is predictive of how well it turns out.”
It is helpful for documentation to be accurate, clear, defined, and organized prior to arriving at meetings. This preserves relationships by valuing the time of all participants, and in some cases can demonstrate how much effort has been allocated to the matters at hand prior to the meeting. Another consideration is ensuring member voices are heard. This is commonly achieved by conducting a member survey. As shared in Political Risk: How Businesses and Organizations Can Anticipate Global Insecurity by C. Rice and A. Zegart: “Surround yourself with those who will tell you the truth.” Having a labor and management relationship foundation built on truth can certainly achieve greater outcomes and improve cohesion.
Try Before You Pry
Ernest Hemingway once said: “The best way to find out if you can trust somebody is to trust them.” Hemingway’s approach is thought-provoking. It declares a need for vulnerability. When human beings gather for various purposes, in the case of negotiations, possibly to establish demands, needs and/or requests, it is important to remain engaged with one another and remember everyone at the table is first a human being. Trust is necessary for success. Chris Voss shared in his book, Never Split the Difference: Negotiating as If Your Life Depended on It: “Make your sole and all-encompassing focus the other person and what they have to say…Human connection is the first goal.”
Fostering relationships and making relational deposits regularly is essential to build trust in relationships. In Stephen Covey’s book, The Seven Habits of Highly Effective People, he shares that prospering relationships result from continual deposits over time. Examples of valuable deposits are attempting to understand the individual, keeping promises, and setting clear expectations. Celebrating successes, friendliness, honoring commitments, and providing words of affirmation can also enrich the deposit “account.” Conversely, blaming, criticizing, intimidating and lack of preparedness can be attributed to withdrawals.
In the book What Happened To You?: Conversations on Trauma, Resilience, and Healing by Dr. B. D. Perry and O. Winfrey, Oprah shares this insight on connectedness: “When you’re able to really see another person, that’s true compassion, and extending yourself in compassion to another human being changes the nature of our relationships, our communities, and our world.” Establishing and fostering relationships with partners in the labor and management dynamic is beneficial to all.
I recently spoke with a Florida fire chief about his experience collaborating with the agency’s union. He shared that his goal during their last negotiation was to spend the most time on topics needing further discussion. He asked the union if they’d bring their items to the table, and he would do the same from the management perspective. This initial approach cleared nearly 70% of their discussion topics in the first 10 minutes of the meeting. The fire chief shared that this was an effective way to eliminate distractions, as well as lessen time, costs, and potentially unnecessary frustration associated with negotiations. This also set the tone for the ensuing conversation because it was obvious to both labor and management that similar goals were present. Note: Power lead opportunities.
The concept of “try before you pry” comes into play here because, ultimately, we want to achieve the most for those we serve and our members who provide many services. Fundamentally, compromise where necessary and allowable and cause the least amount of damage. Damage either to property in one case, or possibly irreparable damage to relationships in this example, can come at great expense. This can cause hardship, strain, and loss of earned relational equity, potentially leading to a lack of progress, or achieving desired outcomes. As shared by Jen Shirkani, in Ego vs. EQ: How Top Leaders Beat 8 Ego Traps with Emotional Intelligence:
“When stakes are high and employees dare to share with you, they deserve respect and appreciation. When you make others feel seen, heard, and valued you will unleash performance in them like you never thought possible.”
Purposeful Action
In Great by Choice: Uncertainty, Chaos and Luck – Why Some Thrive Despite Them All, J. Collins and M. Hansen shared: “SMaC stands for Specific, Methodical, and Consistent. The more uncertain, fast-changing, and unforgiving your environment, the more SMaC you need to be.” Some labor and management encounters can catch others by surprise. However, many progressive initiatives can be achieved with collaboration, data, information sharing, and intentionality. Personnel development, training opportunities, as well as participation in community activities and attending council meetings can enhance engagement, workforce satisfaction, and (bigger picture) understanding. Policy development and revision can help provide clarity and expectation for all personnel, ensuring residents and visitors are served fully.
Dennis Compton, retired Mesa (AZ) fire chief and assistant chief from Phoenix, recently shared his experience with the Relationships by Objective (RBO) model utilized by the Phoenix (AZ) Fire Department (PFD), which has been exercised for over 30 years. The information below is an excerpt from the Phoenix Fire Department Professional Standards Guide describing the RBO process and how it brings United Phoenix Firefighters Local 493 and PFD management together in an open and honest environment.
“The RBO process is based on the principle that those who are closest to the actual services we provide should be allowed equitable input into the system. The process allows room for differing opinions without inviting disrespect or unhealthy politics. By participating in the RBO process, Department members of every rank and position are vested in and part of the outcome. This ensures that the Phoenix Fire Department remains a fair, efficient and effective department.
Labor and Management are not always in initial agreement on each issue. The value of their working relationship however is the ability to find solutions on those issues on which they disagree. We will never sacrifice a relationship for an outcome. The RBO process works because both Labor and Management are respectful, offer value to the process and remain open to hearing a different point of view. Both are committed to ensure that the Phoenix Fire Department remains safe, progressive, and professional.
The RBO process only works if we get involved. Our experts are the people doing the work each day. Our supervisors communicate information up and down the Chain of Command. We are advocates for all members when we involve ourselves in the RBO process.”
This is just one example of a fire agency that has a long-standing, proven approach toward effective labor and management relationships. It’s possible a similar approach could be successful in other organizations throughout the fire service. Though the exact model may need modification to fit well in another community, the ultimate takeaway is to continue learning and applying where applicable–embrace a growth mindset and prepare. As clarified in a brief quote in Five Alarm Leadership: From the Firehouse to the Fireground by R. Lasky and J. Salka: “Never halt the learning process, for when you do, you begin to feel the sting of mediocrity.” Per Merriam-Webster, mediocrity is defined as the quality or state of being mediocre—such as adequate, indifferent, or ordinary. None of these words accurately reflect those who are seeking excellence in performance and/or providing exceptional services to the community—words that are commonly referenced in fire rescue mission statements across the country.
Dignity and respect are important regarding labor and management relationships. Human beings are on the receiving end of decisions made, and this origin should be valued. In some instances, an organization’s efficacy and reputation can be harmed by toxic relationships. This can have a long-lasting impact, possibly making it difficult to attract talented people for vacancies from firefighter to fire chief.
In Braving the Wilderness: The Quest for True Belonging and the Courage to Stand Alone by B. Brown, she shares:
“People are hard to hate closeup. Move in… Challenging people on their beliefs will involve conflict. It is important to be open-minded and listen with a desire to hear the other person’s perspective. One of the most uncomfortable things to say in conflict is “tell me more”.”
A Florida example of purposeful action, Chris Bowles, battalion chief and officer for Hillsborough County Fire Fighters Local 2294, recently shared a Minutes Matter video providing information related to a local master plan, response times and emergency services. Community engagement can benefit all stakeholders.
A national example of purposeful action is the continued collaboration between the International Association of Fire Chiefs (IAFC), the International Association of Fire Fighters (IAFF), and the United States Fire Administration (USFA). A recent example includes the 2022 U.S. Fire Administrator’s Summit on Fire Prevention and Control: A National Roundtable. At this summit, General President Edward Kelly (IAFF) stated: “We ask the federal government to establish a comprehensive firefighter cancer strategy that invests in research, provides access to cancer screening for all firefighters, and reduces and eliminates PFAS exposure.” Separately, the IAFF and the Metropolitan Fire Chiefs Association disseminated a joint statement regarding PFAS in Fire Fighter Turnout Gear. The statement exhibits unity in message and mission,
“The IAFF and Metro Chiefs stand shoulder to shoulder in our combined efforts to rid occupational cancer from the fire service. The time has long passed for occupational cancer to be accepted as “part of the job.” You can do your part, and we urge you to take these steps to reduce your exposure. We must raise our collective voices and diligently work toward a day when firefighting gear will not be a source of fire fighter illness.”
Efforts related to decreasing and understanding the firefighter cancer epidemic are far-reaching. The National Firefighter Registry is now available and includes those who have left the profession, retirees, inspectors, investigators, instructors, volunteers and wildland.
Control the Door
Some aspects of the fire service industry, like forcible entry, can be more exhilarating than others, such as fostering healthy relationships. Yet many skillsets in our industry have similar foundational approaches. Preparation and development for any skill we want to excel at requires effort, intentionality, and grace (for ourselves and others). In Aristotle’s words: “Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution.”
It is important to remain guided by ethos and principles and ensure the community members are protected, and personnel are supported in their work. This goes for both labor and management. Ego, misdirection, ulterior motives, and unchecked biases can deteriorate vital efforts, which may have a grave impact on those receiving our services. If you or someone you know has caused or suffered from ineffective labor and management relationships, maybe there’s an opportunity to turn over a new leaf, realign intentions, and unite. As shared by many: “There’s a reason the windshield is much bigger than the rear-view mirror. Where you’re headed is much more important than what you’ve left behind.” Overall success has a greater likelihood through coordinated collaboration and unity.
#WeExistForThem #Relationships
Lindsay Judah, DPA, CFO, CTO currently serves as a consultant and previously served as a district chief in Florida. She’s also an adjunct professor and alumna of Valdosta State University, teaching courses in Organizational Leadership and Public Administration. Her doctoral research focused on implementing innovation in the fire service, specifically UAV programs. She is an Everyone Goes Home® Advocate, serves on the Awards and Scholarship Committee for the Florida City County Management Association, and participated on the IFSTA Validation Committee for Chief Officer 5th ed.
The opinions expressed in this article are those of the author and do not represent any organization.
References
Brown, B.(2019).Braving the Wilderness: The Quest for True Belonging and the Courage to Stand Alone. Random House.
Collins, J. & Hansen, M. (2011). Great by Choice: Uncertainty, Chaos, and Luck – Why Some Thrive Despite Them All. HarperCollins Publishers.
Covey, S. (2020). The Seven Habits of Highly Effective People. Simon & Schuster
Gielan, M. (2018). Nano Tools for Leaders®. University of Pennsylvania.
Howes, C. (2012). Hot Zone: Memoir of a Professional Firefighter. McFarland & Co. Inc. Publishers.
Lasky, R. & Salka, J. (2013). Five Alarm Leadership: From the Firehouse to the Fireground. PennWell Corp.
Perry, B. & Winfrey, O. (2021). What Happened To You?: Conversations on Trauma, Resilience, and Healing. Flatiron Books: An Oprah Book.
Rice, C. & Zegart, A. (2019). Political Risk: How Businesses and Organizations Can Anticipate Global Insecurity. Twelve
Shirkani, J. (2013). Ego vs. EQ: How Top Leaders Beat 8 Ego Traps with Emotional Intelligence. Routledge.
Voss, C. (2016). Never Split the Difference: Negotiating as If Your Life Depended on It. Harper Business.
This commentary reflects the views of the author and not necessarily the views of Fire Engineering.
