The Ravages of Retention
I would like to focus on an issue that I feel is overlooked when it comes to retention in smaller departments: the fact that retention issues result in very early promotions. When you lose experienced, seasoned veterans for whatever reason, you end up promoting the young. This poses a large risk to the community and to fellow members.
When the young are promoted early, they are robbed of their backseat years, which we all know are the best years of their career. They miss out on having the old crusty firefighters showing them the ropes. They miss out on knowing and believing wholeheartedly that their officer has seen enough that he will give the orders and they will be safe. They miss out on the “I’m the nozzleman today” and, when the shift ends, they don’t have to take home worry or responsibilities.
The young men and women who are promoted early have the burden of taking as many classes as soon as they can so they don’t feel incompetent as officers when they only have three years on the job.
If the members haven’t left for pay or other reasons, they usually respond in one of three ways:
- Most will look to the not-so-distant future and say, “I want to enjoy my youth in the fire service riding the back seat” and will leave the department.
- Some may be power-hungry individuals who want to stay for the wrong reasons.
- A select few will rise to the occasion, adapt and overcome, and excel early in their careers.
This issue doesn’t just affect the very young either. Captains and chiefs are now promoted with as little as six to 14 years on the job. The problems then compound because these officers gain much experience at a young age and inevitably retire at the minimum years to use their skills at a much more lucrative department. All of this causes a downward spiral of chaos where you lose your top and bottom in a constant revolving door, leaving average seniority at critical levels.
Another issue with promoting chiefs at a young age is robbing them of their time on shift. Moving to days is a very difficult transition in a small career department. You lose the 24-hour escape with your best friends, doing a job you absolutely love. You miss the venting sessions in the weight room after the chiefs are gone. The brotherhood just isn’t quite the same when you aren’t going in with the crew and in the thick of every call with each other. You find yourself longing for the “good old days” when you should still be in your “good old days.” Burnout becomes a factor very quickly not because of the work but because you are constantly reminded of what you could still have. You can become apathetic and bitter, especially toward the people you feel are responsible for the position your department is in.
I was promoted to captain with only 10 years on, then promoted to assistant chief three years later. I was the only one on the department who met the requirements to test, so it wasn’t my competitive spirit that allowed me to jump past my other brothers and sisters; it was that most of the firefighters I started with left the department. On my promotion, a captain was promoted with only six years on the department. The union actually had to sign a memorandum of understanding with the city to lower the years to be promoted to captain. The years will continue to drop for small career departments across the nation if a resolution is not found soon.
My goal of writing this letter isn’t just to vent but to start the conversation of being proactive in the fire service rather than reactive. We all know that the numbers for applicants are down across the nation and at record lows. Typically, true change never starts to happen in the fire service until the large departments start to struggle. This usually means the smaller departments have been dealing with the situation for years and it’s just now hitting the top. Pay is obviously a large contributing factor, but if the issues are left unchecked, it won’t just be lack of pay; it will be lack of leadership, because no one will be left with enough years to lead.
We are already seeing both volunteer and career departments closing the doors or browning out stations due to lack of staffing. Firefighters are working record hours of overtime, creating burnout and unsafe working conditions, which contribute to the retention issues even more.
I understand that this problem is multifaceted and cannot be fixed overnight, but the wheels of change need to start moving sooner rather than later. The solution will need to come from the top. I know that our most influential leaders could help with new grants/modifications to grants (SAFER), new hiring processes, nationwide recruitment drives, etc. There are so many brilliant minds in the fire service that I am sure could come up with different and more effective strategies to help resolve this dire situation.
Cody Rogers
Assistant Chief
Taylorville (IL) Fire Department
The Cost of High Performance
High performance comes with a sense of accomplishment and determination to complete any assignments you are tasked with. Within higher ranks, you are entrusted to make decisions that affect the lives of every member in the organization. This could be in the form of policy writing and revision, implementation of new practices and schedules, budgeting, and training. In a sense, you are the thoroughbred workhorse that gets the job done. With each accomplished task comes words of encouragement and thanks: “Great job!” “We couldn’t have done this without you.” “Thank you for all your hard work.” “Keep it up!” In some cases, you are even told that a promotion is on the horizon.
Then it happens: the prestigious opportunity to advance your career by going for the promotion! The chief sits down with you and the tension is so high you can barely stand it, anxiously waiting to hear the words you have worked tirelessly for. “Hey, (insert name here), we are going to go in a different direction.” “To be honest, it’s easier to replace (insert name here) than it is you. You do too good of a job.” Here comes the flood of every emotion and yet you have to find a way to be respectful and professional when all you want to do is point out the things you have accomplished; list the sacrifices you have made; and, possibly, even point out the negative things about the person who was chosen over you—as if one last plea will alter the decision made and you will have victory!
You choke back those feelings, count to 10, and take a few deep breaths. “Chief, I’m not happy, but I support the decision and I will continue to get things done.” After the initial shock, there is some conversation about future plans and the vision that ensues, but you don’t actually hear any of it because you are frozen in time 15 minutes prior.
As the days pass, you find yourself irritable, and the drive you had has shifted to neutral. You are confused and hurt by a decision made that directly affects you and your family. You feel like you let down your family and your peers.
Let’s rewind the tape for a second. We discussed what high performance was, but we didn’t describe a high performer. For the chiefs reading this, the high performers are the ones who will complete any task they are given no matter the circumstances. They are innately humble despite their accomplishments and accolades. They yearn to be challenged and do not accept defeat. They are the grinders—the workhorses, if you will.
I attended a memorial service for a mentor and friend recently. Something was said that I will never forget: “If you are going to keep a stable of stallions, you have to let them run.”
To the chiefs making decisions like the one described above: Don’t just hit the easy button. It IS NOT a compliment to tell someone he is too good at the job to promote. Be completely honest about every aspect of your decision, even if you think it will hurt. The more transparent you are about it, the more you will be respected for showing your thought processes and emotions. And, most importantly, if you have told someone that the promotion is his but things have since changed, tell him as soon as there is even a chance that you will change your mind. Delaying will only add to the hurt and disappointment. It could even lead to a huge lack of trust.
To the high performer: Facing adversity IS high performance. Things won’t always go your way. Sometimes it’s the right decision and sometimes it isn’t. Don’t lose your drive, as it will eventually consume you and you will be spoken of as, “He used to be so passionate and driven; what happened?” You have earned that reputation; that’s the easy part. Keeping it against all odds will be the hard part. Have empathy for those who have to make such hard decisions. Most of the time it isn’t malicious. Look at their faces when that difficult conversation is happening, and you will see the pain and agony they are going through. They need an advocate and friend at that time. I know this sounds crazy to empathize with the person holding you back, but being a high performer means putting others first every time, even when it hurts. Keep grinding and stay humble. You are right where you are supposed to be. Those stable gates will open, and you will be an even better leader for having persevered. And remember, when you are in a position to make that difficult choice, let them run! Take that chance and trust that your high performers will give you everything no matter what capacity it is in.
Chris Tennyson
Battalion Chief of Training
Summerville (SC) Fire-Rescue
10 Equipment Checks You Should Be Doing
It’s easy to get complacent. Daily equipment checks can get interrupted by many things, and the next thing you know, it’s suppertime. Everything looks OK; why wouldn’t it? Pull the equipment out and check it; don’t take it for granted. Our job is an endless series of details: Batteries charged? Tanks full? SCBA ready? and so on. Here’s a list of items that could be overlooked until you need them.
- Clean the nozzles. Exposed to road grime/spray and the elements, these vital tools get dirty just sitting in the hosebed. Pull them off; soak them in hot, soapy water; exercise the bail; twist the nozzle back/forth in the water; clean out all the accumulated grit; if equipped with spinning teeth, inspect and ensure it moves freely.
- Check the toolbox. People often “borrow” a tool for a quick fix here and there, and somehow it never finds its way back to the toolbox, You don’t notice until you are on the scene and need it.
- Check the seating assignment hand tools, ax, halligan, pike poles, etc. The tool being present does not ensure it is operational. Physically and visually inspect the tool for loose parts and rust; remove burrs; keep clean and painted as needed. And, contrary to some, axes are supposed to be sharp; keep a good edge on the ax using a metal file. Sharp axes are safer and work faster and with less effort.
- Connect all the extension cords and any electrical adapters to make sure they all work.
- Make sure you have fresh fuel for the small engines, generators, and power saws. Fuels stored more than 30 days should be rotated.
- Check the air pressure on the apparatus tires and make sure it is correct.
- Pull the dipsticks and ensure lubrication levels are correct in the engines of apparatus.
- Check your personal kit: spare dry gloves and hood, EMS gloves, and eye protection; 10 to 12 feet of pocket rope/webbing in good order and not molded and tangled up; hearing protection; and a pair of work gloves when not engaged in firefighting work.
- Retrain on tools; keep proficient and get better. Then train someone else.
10. Learn something new; be a student of your trade and a master in its execution.
Steve Shupert
Rescue Team Manager
US&R Ohio Task Force #1
