HANDLING PROBLEMS WOULD be much easier if they occurred one at a time and then left you with enough time to take care of one issue before the next one arises. Of course, this is not likely to be the case. Depending on various factors, such as the size of the department, the size of the community, and the types of services provided (EMS or special rescue, for example), you more than likely will be challenged to multitask and work on more than one issue at a time.
First and foremost, you need a system to evaluate the problems that arise. You will need to know the severity of the problem, its impact on your organization, and any time constraints you may have to propose the “fix.” Let’s assume that things will happen randomly and will not be convenient for your schedule. Prioritize so that your energies are used where they are most needed.
A few months ago, an old college buddy named Jim Grigsby (we are both old now!) contacted me. Through the magic of the Internet, he found me and wanted to reconnect. In our discussions, he told me that he had written a book on problem solving. It is titled Don’t Tick Off the Gaters! Managing Problems Before They Manage You. One part of the book talks about multiple problems. To use his analogy regarding “gators,” he says that when you are in the presence of multiple “gators,” you don’t always need to worry about the biggest one but the hungriest one. I take this to mean that you need to address the most pressing issue, not necessarily the one that requires the most work on your part.
THE PROBLEMS
Let’s move on to the problem or, in this case, the problems. In a matter of an hour, three issues reach your in-box. Actually, the problems are delivered in person by three different people. They all want you to know what is going on and believe that there are circumstances that require a solution. The problems are as follows.
- The human resources director informs you that one of your members has a suspended driver’s license. This information was discovered through a subscription service. Your department requires a license as a condition of employment.
- One of your members had an unprofessional contact with a few members of another city department. Another member brought this fact to your attention; he heard it through one of his friends in the other department. No formal information was received, only that the other department is upset at the behavior of one of your members.
- One of your members had the police respond to a domestic dispute involving that member. The member, to his credit, called to give you a “heads-up,” believing that you would find out eventually.
THE ACTIONS
All of these issues do not need to be solved at once, but you must initiate action. Some of these matters necessitate your direct involvement; someone else can handle the others. This is where your system comes into play. First, determine the most serious offense. Most of the time, this is obvious; but on occasion, there can be some hidden “gators” waiting. Consider the following:
- What is the potential impact on the community?
- What is the potential impact on the department?
- What is the potential impact on the individual involved?
- Are there any legal or labor agreement issues?
- What due process is required?
- Are there any time constraints?
You may add to this list if you have specifics that help you to quickly evaluate the circumstances. Regardless, you will have a framework with which to begin-one that offers you a logical process.
In the three instances listed above, one affects service. That is the case of the suspended license. In this case, the individual needs to be immediately suspended. Depending on the legalities of your jurisdiction and any labor agreements, you will need to determine if the suspension is paid or unpaid or if the option of a desk or nondriving assignment is possible. The community and the department are obviously affected; quick action is needed. The individual issues can then be addressed.
You have a violation of department and city policy. You place potential liability on your organization. You may also have additional violations of your rules if the individual involved has the onus of reporting this problem. Remember, you found out from someone other than the person who should be telling you-the violator. You will also need to investigate the cause of the suspension; some causes may be more severe than others. Ultimately, the individual will serve the suspension and then either return to work or be terminated. If he returns, a reprimand will be in order. Regardless, there is a need for quick action in response to the suspended license, and you will have more time to investigate the case and determine what else needs to be done.
Determining which of the next two cases to resolve may be more of an art form. Depending on local or state laws, the case of the domestic dispute may be a private issue until it is resolved in the courts. At this point, it is an accusation that may or may not end up in court. Often, incidents such as these go nowhere. If there is nothing to indicate urgency on your part, you may put this one at the bottom of your pile. You can investigate later and take the appropriate action based on your findings. The good news is that your member told you first, which is always a good practice. If your rules and regulations don’t require this, consider an amendment.
Based on the above, you should address the interdepartment issue. Even though it was not formally brought to you, these are the types of things that can fester and create future, more serious problems. You probably promote the concept of the fire department’s being part of the city’s team. Your boss probably requires it. You want cooperation when working together. Issues such as these can sometimes compromise relationships that are important to the delivery of service. All of your members need to be respectful of other city employees, even if there is a disagreement. Depending on the size of your organization, the indiscretion of an individual can “paint the entire department with a broad brush.” A proactive reaction on your part can lessen the problem and make it a nonissue. It can also reinforce the need for professionalism at all times by all members.
Seldom do you have the luxury of scheduling your problems. They come when they come. Sometimes they are independent and come at a time when you can focus solely on the one problem. More than likely, you will have a steady stream and will need a method for picking out the immediate concerns and those that can wait until you have more time.
RICHARD MARINUCCI has been chief of the Farmington Hills (MI) Fire Department since 1984. He was president of the International Association of Fire Chiefs in 1997-98 and chair of the Commission on Chief Fire Officer Designation. In 1999, he served as senior advisor to Director James Lee Witt of FEMA and acting chief operating officer of the United States Fire Administration for seven months as part of a loan program between the City of Farmington Hills and FEMA. He received the Outstanding Public Service Award from the director for his efforts. Marinucci has three B.S. degrees: in secondary education from Western Michigan University, in fire science from Madonna College, and in fire administration from the University of Cincinnati. He was the first graduate of the Open Learning Fire Service Program at the University of Cincinnati (summa cum laude) and was named a Distinguished Alumnus in 1995.
