A poster in my office says something to this effect: “There are a heck of a lot of things they forgot to tell me about this outfit when I hired on!” How true! Even after more than two decades as chief, I still encounter “new” problems and issues that must be addressed properly. Of course, few of these problems have anything to do with firefighting, but they do include mostly items that qualify under the figurative phrase of “putting out fires.”
Most of what I and other chiefs do is an art form, necessitating that our actions change with the circumstances and situations as they present themselves. The reason for this is that virtually all of the issues requiring attention are “people” problems. Our organizations are much more complex than they were in the past. Our personnel are much more diverse relative to age, sex, race, culture, religion, socioeconomic background, and even work history. The range of issues is too large to list. Their potential solutions are too many to have in an answer book and too complicated to have pat answers that can be used all the time. They might involve one-time, big-ticket issues (that sometimes can be career makers and breakers) or routine day-to-day items (which can be referred to as fun and games every day).
We can prepare for resolving these issues and develop some tactics to use when faced with such situations. The preparation strategy is constant and began a long time ago. It must continue. It includes education and training as well as continuing education. A college degree is beneficial, especially the higher you go. Things you learn in college pay off all the time. Training keeps you current with the latest developments in our ever-changing world. We can acquire this knowledge through a variety of means-seminars, workshops, and professional journals, for example.
Networking/interpersonal relations are another excellent way to prepare yourself for the challenges of problem solving. You do not need to handle everything yourself. Others out there have experience that can be helpful to you, and they might even serve as a sounding board to help you evaluate your circumstances and offer some options. Some of these people are experts and have different perspectives, or possibly even legal advice, to offer. Human resource managers, attorneys, and your bosses (city managers, supervisors, and so on) all bring an element of expertise. They most likely deal with these issues more frequently and may have more insight into potential legal issues. Building strong relationships before you need assistance makes it easier to gain access to these valuable resources when you need them.
The best approach to solving problems is to do all you can to prevent them. This is the same philosophy we apply to fire. A problem that did not occur does not create issues requiring action. It is better to prevent problems. Some simple strategies for preventing some problems that commonly arise include hiring and promoting good people (a topic for another time), training and educating your employees, having good policies and procedures in place and making sure that they are communicated to all, and consistently operating within these guidelines. In addition, building good relations with all department members will always help. Good relations enable you to discuss issues before they become too big, get others to want to work with you, and garner support when action is needed.
ADDRESSING THE ISSUE
When an issue arises, what should you do? First, recognize the problem and its root cause. Remember, other than for true emergencies, you have time to gather facts and make decisions. Very few things require an instant response.
Next, identify those involved. Who is directly involved in the issue, and who has information you will need? Do not jump to conclusions. Always give your people their day in court and an opportunity to explain their side of the story.
Next, decide who needs to be involved in resolving this issue. Contact your resources, the ones that are needed. Get their opinions and advice. You may not have all the answers yourself, and you might not even know all the questions to ask. Take advantage of the network that you, hopefully, have been building. Further, if there is any chance that this issue will come to involve further action (grievance, arbitration, court, for example), it is good to get your support lined up early. It is easier to backtrack before you are too deep in the process, and you can also save yourself potential embarrassment.
Once you have the facts and all the advice, it is just a matter of establishing options. All of the choices have potential consequences. Evaluate them. Look at your rules, regulations, policies, procedures, and any labor agreements. With all this information, make your decision. Most of the time, it will require action, but do not forget that sometimes inaction will take care of a problem. Occasionally, time will solve the problem. Even when you are going to take action, know when to do it. Timing is everything.
Not every problem is yours. Use your personnel and your organizational structure to handle issues at the most appropriate level. There will be enough issues requiring your attention; you do not need to do the work of others. This practice may be difficult to implement, but once you establish the ground rules and your personnel realize that they cannot delegate “upward,” many issues you used to handle will now become someone else’s, and at the appropriate level in the organization.
PREPARING YOUR PERSONNEL
To use your personnel and avoid creating additional problems that necessitate your attention, there are a few things you should do.
• Prepare your personnel. Get them leadership and management training.
• Help them with their interpersonal skills. Personnel need to understand the importance of having good interpersonal skills and the need to continually improve them.
• Encourage higher education. Basically, do what you can to help them obtain the skills set they need to do their job.
• Make sure they understand the rules, regulations, policies, procedures, and labor agreements as well as any applicable codes, ordinances, and laws.
• Let them know that although you are asking them to handle certain situations, they still need to keep you informed.
The real world presents some interesting challenges. That is what can be expected when you become the chief. You need to prepare yourself and continue to pursue education and training to help you.
Now, let’s apply some of this advice to a real-world matter.
CASE PROBLEM 5006: FIRE TRUCK REPAIR
You are the fire chief. As part of your annual preventive maintenance program, you have your aerial trucks inspected. After the inspection, your apparatus coordinator informs you that the report indicates some serious deficiencies that require immediate repair for safety reasons. The company authorized to do the repairs estimates the cost to be around $40,000. Because of the amount of money involved, the City Council needs to approve the expenditure. You receive the authorization.
While the truck is in for repairs, your apparatus coordinator informs you that he has received a call from the repair company advising that two additional repairs would be needed at an estimated cost of $10,000.
When asked why they were not identified during the inspection and subsequent quote for doing the work, they said one item was hidden and missed during the inspection and the other was caused by an accident.
You do not recall the accident, but a short investigation reveals that the apparatus was damaged by your in-house mechanics while moving the apparatus to their shop. It was not reported at the time of the accident.
Once again, the amount of the repairs exceeds the City Council’s authorization. Both items need repair regardless of the circumstances.
How would you proceed?
DISCUSSION AND SUGGESTED OPTIONS FOR ACTION
On the surface, this situation seems very straightforward. It is relatively simple but can have a few potential hidden issues. First, you must get approval to spend the money. Obviously, the truck must get repaired, and you will ultimately get authorization. But, depending on your relationship with the City Council, you may be subject to public scrutiny during the process. Having a good relationship with your governing body will help with the approval process.
The other important part of this is to prepare a detailed report explaining everything that has happened. Be conscious of purchasing policies, and suggest a source for the funds. You may want to consult with your finance department to make sure they are onboard, and they might even suggest that source. One thing you don’t want to happen is to have your finance people speak contrary to (or from a position of not being aware of) your recommendation. Try to anticipate questions and provide answers.
Of course, your presence will be necessary to answer any follow-up questions during any approval process. You might even expect a few queries, as the elected officials may feel the need to make sure that everything is aboveboard and legitimate. Again, previous relationships are extremely important. If there are contentious relationships with the department, you might expect more scrutiny, as this event could provide an opponent with an opportunity to place the department and you in the “hot seat.”
The second issue involves the damage done to the vehicle without your knowledge. Do you have policies in place that require that you be notified if there is an accident? If so, who was responsible to make that contact? Did the mechanics not report the incident? Are they your employees or with another city department? The answers to these questions will determine your next course of action. You need to know if members under your control were involved. If so, you must consider corrective action. Follow your rules, regulations, and procedures.
If the mechanics work for another department, consider what action you might take. Do you handle it directly with them or involve their supervisor? There may be a need for corrective discipline, but it may not be your call. Again, as with many of these situations, pre-established relationships play a big role. Good relationships allow you to handle the circumstances much more easily. Strained relationships can get worse. If the mechanics do not believe they were treated fairly, that can affect future performance. Regardless, something must be done to prevent a repeat occurrence.
This is a snapshot of the incident. It is not just a fire department issue; it involves others outside the control of your supervision. This emphasizes the need to maintain good working relationships with others with whom you interact and who provide service to the fire department. You can be sure that you will face many issues that affect others outside the boundaries of your organization. Continue to build your network before issues arise. It makes it easier to deal with them when they occur. Obviously, things can change on a case-by-case basis. The thing to remember is that you need to really investigate the incident and make sure that all bases are covered. What sometimes seems like a simple event often has the potential for hidden problems. Take the time up front to handle it correctly. ■
If you have any issues you would like to submit for discussion, please send them to me at Rmarinucci@co.farmington-hills.mi.us/. Do not include names or departments.
