BY GERALD A. TRACY
Leadership is A prevalent topic of discussion in military, corporate, and fire service circles today. We don’t often consider those leaders who at every rank and position sustain the spirit, purpose, and responsibilities that foster the mission. If our firefighters from the lower ranks did not assume leadership from the lower ranks, the fire chiefs’ and administrators’ accomplishments, direction, and determination would not be recognized at all! Leadership is not a character trait with which we are born; rather, it is an aspect of character—a spirit, an energy, a passion, a resolve, and a devotion to duty—that is developed and handed down through tradition for generations.
According to the dictionary, leadership is the position or function of a leader, the ability to lead, an act or instance of leading; guidance; direction. As a noun, leadership is obviously all of those things, but I believe leadership is a verb, an action that influences others, providing purpose, direction, and motivation to others to become leaders themselves. Many young firefighters influence and instill spirit in their departments and companies and within their teams.
In my fire service career, I have worked alongside some very outstanding individuals of every rank who have demonstrated these leadership qualities. Many firefighters and officers I considered role models encouraged the spirit and passion that I aspired to emulate.
These individuals displayed integrity and characterized purpose, the rationale supporting our core mission and the reason we serve the public, our department, and what we represent to each other. They provided direction in demonstrating and teaching the techniques for effectively using and deploying our apparatus, tools, and equipment to accomplish our mission. Most of all, they set the standards for performance that would reflect on the company as a whole. They instilled motivation by their personal example. Becoming a member of the team in a company guided by such leaders motivates individuals within the unit and the unit itself to become the very best at what it does.
To aspire to and be influenced by these attributes lays the foundation for and shapes character. Developing character guides us in our performance and determines proper behavior. More than that, it connects knowledge and understanding to action. Character describes a person’s inner strength and provides the courage to do what is right regardless of the circumstances or consequences. It directs our everyday actions in what we must be, know, and do.
Today, society demands that fire departments provide the public with a multitude of services. It is more than just responding to fire calls—we now respond to medical emergencies; vehicle accidents; building collapses; trench, high-angle, and water rescues; confined- space incidents; explosions; hazardous-materials incidents; and chemical releases.
New technology and challenges have changed our world; now we are also engaged in the war against terrorism. Our duties now require the understanding and knowledge to respond and operate when a device containing chemical, radiological, or biological hazards is set off. This is a reality for which we must be prepared to respond. These inevitable acts of horror will require the resources of many agencies. Since we will be coordinating the operations and actions of many teams and individuals, our obligation to assimilate leadership roles, practiced at all ranks, will be profound. Every firefighter must realize this if we are committed to this profession; we must also understand that it requires a team approach to successfully accomplish it. As individuals, we cannot work alone to achieve excellence and enrichment of our abilities; working together as a team or unit motivates us to further develop and pursue progress. Despite the many distractions in life, we all need to focus, and teamwork provides direction. This was the basis for the Firefighter Mentorship program I implemented in my local command to enhance and foster teamwork.
As the battalion training coordinator (BTC), I have appealed to the firefighters of Battalion 49 in the Fire Department of New York to join together in a partnership of training that will raise the bar of excellence, develop character, and promote future leaders within our department. This endeavor involves firefighters mentoring firefighters. It solicits the diverse talents, experience, knowledge, and skills of every firefighter to join a mentorship program designed to get everyone involved in our quest for excellence. Every firefighter is invited to share his experience and express his opinion. It takes advantage of the collective perspective and expertise of all firefighters—from our newest members to our most senior veterans. The goal is to enhance our professionalism. Participating in this program will significantly enhance the everyday duties and operations of our current generation of firefighters and future generations. We need only to realize that collaboration is the key to making the program a success.
In the Firefighter Mentorship program, the working firefighters on each tour of duty are considered a “Mentorship Team.” At the beginning of its tour, the team receives a written problem to analyze and solve. Before the end of the tour, these firefighters must submit their individual solutions and recommendations. The on-duty members analyze the problem as a team, engage in discussion, and finally offer a collective answer or procedure that would solve the problem. The company officer discusses and critiques the information with the team for additional input or clarification after the team has given its response.
In the exercise, the team analyzes the problem, lists possible solutions, and submits these solutions in writing on a “problem sheet” to the officer on duty, who offers his feedback on the solutions with the team. The officer on duty signs and dates the problem sheet, which is submitted to the BTC.
The BTC, after receiving these answers and solutions, collates the accumulated information to formulate and distill the wisdom gleaned from the current knowledge, experience, work tips, safety practices, and performance standards that then are offered back to every firefighter within Battalion 49. Thus, every member benefits from the collective input of each individual’s shared experience. The achievements and success obtained through this program take more than just individual effort—they require teamwork, all members working together. I recommend that the session begin with junior members offering their input first, followed by each member in order of increasing experience and seniority. A series of new problems to review are offered each week; the program is in effect throughout the year. This self-development regimen will ultimately enhance our size-up and performance abilities at fires and emergencies, allowing us to draw on past experience.
Listening is an important aspect in leadership development. Firefighters gain valuable understanding of others’ perspectives by listening to the comments, aspirations, and frustrations of other firefighters. Understanding other points of view improves a firefighter’s ability to motivate and communicate. Listening to the experiences, successes, and failures of other members allows each to gain useful perspectives as well. The Firefighter Mentorship program provides this opportunity. Informal and formal discussions of observations provide opportunities to articulate and formulate personal understanding. Fire-fighters must think about what they see, hear, read, and experience. Firefighters who do not reflect on their experiences will stagnate, continue to live in their existing mental models, and never fully develop their potential. They need to analyze both positive and negative experiences to determine and understand why they succeeded or failed. It is better to learn from the analysis these role models provide instead of just copying their actions.
Self-development increases with time. Because of the immense challenges ahead, we cannot wait until we actually are exposed to the many diverse situations we may encounter. We must review and question our actions and functions beforehand so that we are primed with an information database we can call on for immediate action. The Firefighter Mentorship program provides a forum of thought and discussion that increases our databank of knowledge, since the problem has already been critiqued and a solution provided.
On any given tour of duty, our firefighters may be required to work at different assignments. They are responsible for knowing, understanding, and operating in every function of engine and ladder work at the many diverse emergencies to which we may be called.
Most of our development comes from our actual experience at fires, emergencies, and training exercises and then by practicing what was learned during those activities and receiving feedback following the performance. Dedicated firefighters implement what they have learned and are receptive to honest, candid feedback. Feedback comes through peers, unit critique, supervisors, and self-assessments. It provides developing firefighters with more information to study, analyze, and implement. Self-development is a process during which developing firefighters study, analyze, and apply new information—building on the information database, like priming the pump. Firefighters who participate in the Firefighter Mentorship program will be able to recognize problems and situations and make informed decisions, sometimes under stress.
We cannot muster maximum operational readiness without fully developing our firefighters’ leadership abilities, maximizing their firefighting and emergency operations potential. The program also will prepare them for leadership positions and promotions, as well as for having a positive impact on the department.
LEADERS
Anyone who influences others, motivating them to action or influencing their thinking or decision making, is a leader. It’s not a function only of a position; it is a role. Leaders fit every level in the chain of command. Even at the lowest level, you are a leader of leaders. Influence is used as a means for achieving two ends: operating and improving. Your influence can help accomplish the short-term goals of operating more efficiently and more safely. The long-term goal will be improvement in members’ character, units, and overall development of the department.
A weak leader who has not trained with his members to enhance their operations and performance may feel they cannot operate without him. Such a leader believes he is indispensable and does not trust his fellow members’ judgment and performance. If our members are primed and prepared well, they will be able to take charge and operate on their own initiative.
Leaders can develop members’ initiative by requiring them to present a briefing or a drill on a particular function (position) of duty, the use of a tool, or a procedure. The objective is to have each member become part of the unit so that it operates as a cohesive team. This involves fostering values that encourage learning and promote outstanding performance, communicating expectations, and establishing standards.
Chief officers should recognize and reward displays of character, competence, and courage. Standards and policies should have mechanisms for rewarding superior performance and disciplining transgressions. This will help to create an environment of respect and trust that will encourage members to seize the initiative and act. Trust must be established up and down the chain of command. Having a rank or seniority will not earn respect for leaders; they must work for it.
It is our firefighters, our young leaders, not our superiors, who raise officers to the heights of their profession. Leaders at any level—anyone responsible for supervising people or accomplishing a mission that involves other people—represent the department’s image, past and present. Every aspect of firefighter training and enrichment should focus on developing leadership. Our greatest legacy is how well we’ve trained and prepared our firefighters, our future leaders.
GERALD A. TRACY is a battalion chief with the Fire Department of New York (FDNY). A 26-year veteran, he is assigned to Battalion 49 in Queens and served as unit commander of Squad 18 in Manhattan. Tracy is an instructor for FDNY’s training academy and helped develop the first “Back to Basics” training program for the New York Firefighters Professional Development Program. He has also served as an instructor for the Captain’s Development Program on High Rise Operations in Office Buildings.
