IT WAS A SUMMER SATURDAY AND THE LAST DAY OF THE TOUR.
I was a new engine officer at an engine-aerial-ambulance house.
Firefighter Doe reported a problem at the 7 am line-up. One of his tires was damaged on his way to work.
Virginia had blue laws – meaning that retail stores would be closed when we got off duty Sunday morning.
Doe could not get his tire fixed until Monday. Starting a family vacation Sunday morning, he wanted to know if it was OK to get his car to the tire shop this morning.
Doe wanted to take the truck company portable radio with him. The aerial would pick him up on the way to a call. The informal leader of the group was filling in as the truck officer and said it was fine with him.
What would you do?
CAULFIELD REQUEST LEVEL
This is the second of five leadership levels described by Hugh Caulfield. The firefighters already checked your credentials and now what to know how you will play the game.
This request clearly violates departmental regulations. You have three choices:
- Permit the activity
- Refuse permission
- Provide a vague response (i.e., “just this once”)
Often a new supervisor does not provide a clear answer, an understandable effort to work within the unique fire station work environment.
Providing a vague response forces the supervisor to play this game on every issue. This saps energy and results in an unhappy and unproductive work group. Allowed to fester, this escalates to confrontation, open warfare or conquest.
WHAT IS IMPORTANT TO YOU
Caulfield says that the fire officer wins the leadership game when the station runs on his or her terms. Only the individual knows the importance of five leadership style elements:
- Compliance with rules and regulations
- Firefighter satisfaction
- Productivity
- Risk
- Leader satisfaction
The first time I read Winning the Fire Service Leadership Game I was surprised at this assertion. Months (or years) of preparing for a promotional exam creates an extreme supervisor behavior.
EXTREME SUPERVISOR VERSUS REAL LIFE
Most promotional exams reward the candidate who demonstrates an extreme supervisor behavior when confronted with issues requiring a company officer action.
Consider this situation: C-shift firefighter who is running 20 minutes late calls the station to get a B-shift firefighter to cover his position at the start of the work day.
The department requires FRD 375, an exchange-of-shift form, to be submtted 24 hours in advance, signed by both company officers and approved by the affected battalion chief.
The fire officer candidate will dock the C-shifter for 20 minutes of leave-without-pay, propose discipline for the C-shifter for not following the exchange-of-shift policy and notify the B-shift battalion chief of the failure of the B-shift firefighter and company officer to comply with the regulation.
That may be the expected response for the promotional exam.
If this is the real life response by the new C-shift company officer at the first occurence, it certainly is not a vague! This may be an over-the-top response that damages the new company officer’s credibility.
On the other hand, this may be a severe but acceptable response in some fire departments.
CONFRONTATION
Vague, fuzzy and inconsistent supervisory responses often lead to the third Caulfield supervisory level: confrontation.
Supervisory responses that do not match the fire station culture, even if it satisfies the department’s operational requirements, will lead to confrontation.
Changing a supervisory response, like denying future requests to take care of personal issues on a Saturday AFTER allowing Doe to go to the tire shop, will lead to confrontation.
Later colums will cover the confrontation, open warfare and conquest levels. Also discuss Caulfield’s benevolent dictator approach.
Michael “FossilMedic” Ward
URBAN COMMANDER is an irregular feature aimed at career staff working in metro-sized fire departments. It will cover topics that were too esoteric, short-term or “sharp” for the Fire Officer: Principles and Practice textbook. Click “Urban Commander” under Categories to get all of the articles.
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