By Thomas N. Warren
A Google search of the phrase, “It’s lonely at the top,” doesn’t tell us much about who the first person who said these words or provide any context about why its author was so alone in his success. Randy Newman and Bon Jovi are just two of many musical artists who have brought some emotional context to this phrase, helping us to understand why success and loneliness sometimes go hand in hand. There are also many articles written about corporate CEOs and how they deal with the isolation that often surrounds their success. In many cases, today’s fire chiefs fall into this category, as well.
Success in the fire service does not come easily, requiring long hours of study and many years of practical experience. Promotions to lieutenant, captain, and battalion chief are necessary to provide the legitimacy and validation required for anyone who is seeking to command a fire department organization. Continuing professional development is now mandatory, with a bachelor’s degree at a minimum and a master’s degree preferred. In addition, completion of the Executive Fire Officers Program at the National Fire Academy is beneficial. The basis for success in the fire service has evolved into a complex combination of real-world emergency experience coupled with extensive academic achievement. To attain this level of achievement requires many years of hard work and personal discipline.
The accomplished fire chief must work in an environment unlike anything previously experienced in his career and surmount many obstacles. The daily struggle that a chief must endure to be successful includes issues like dealing with the impact of the national economic downturn, local tightening of budgets, professional regulations/standards, equipment costs, personnel costs, political realities, and labor organizations reacting to all these events. It is truly a balancing act to keep your perspective and move the organization forward. In many cases, all the experience and academic training does not prepare the chief for this challenge. As the late Congressman Tip O’Neill declared many years ago, “All politics is local.” These words ring true when managing today’s modern fire department, because it will require as much local political skill as academic achievement to be successful, since each community has its own financial problems and agendas to wrestle with. But remember–you wanted this job.
THE BIG ISSUES
Although not much can be done about the national economic troubles, the nation’s economic issues will have a direct impact on a community’s budget. When taxpayers find themselves in personal financial trouble it will be reflected in the revenue stream that a community relies on for public services. Loss of a job, downsizing, furlough days, salary reductions, upside-down mortgages, family illness, inflation, and many other personal calamities will directly impact a taxpayer’s ability to pay their taxes to the community.
In the last four years, personal financial struggles have become common in every neighborhood, and there is little cause for optimism looking toward the future. This directly affects a community’s ability to provide services. The fire chief finds himself competing with every municipal department for the same limited funds, and will be challenged to provide the same level of services with less funding and staff. He will have to make some very difficult decisions, none of which will really provide the same level of service, despite whatever promises are made. Firefighters may lose vacation time, work longer shifts, or the department may brownout or close companies. The chief will be caught in the middle between the firefighters, the labor organization, the local governing body, the taxpayers, and, perhaps worst of all, the chief’s own conscience.
The taxpayers will in most cases accept the recommendations of the local governing body and require the chief to make changes to the fire department, because without these changes (reductions) in service delivery, their taxes will go up. It is unfortunate, but most taxpayers feel that they will never need the fire department anyway. The only sacred service is often emergency medical services. Fire suppression, fire prevention, apparatus purchases, training programs, staffing levels, and even new hires will see significant changes. The fulfillment of the department’s five- and 10-year strategic plans will be pushed off into the future, thereby losing the momentum required for their success. The chief will have to make do and try to supplement the fire department with grant funding, if available.
Personnel issues are another lightning rod for the fire chief. Maintaining discipline and morale is paramount for an effective organization. The responsibility for discipline and morale falls directly on the chief. When a firefighter does not meet the standards of the organization, it’s the chief who will have to impose the proper discipline. The local labor organization will have to be part of the process, and if the offense is severe enough, local law enforcement will become involved. The chief must confirm that the offense has been committed and the response is proportionate to the offense. Inevitably, the fire chief will be viewed unfavorably by some whenever discipline is enforced.
Whenever a chief tries to develop and institute any progressive programs or correct existing departmental problems, there will be challenges. In most fire departments across the country, anything beyond the status quo will be opposed. The chief must engage the labor organization when developing any progressive programs or problem-solving measures and guard against any labor organization member or firefighter efforts to thwart them.
Contract negotiations and grievances are always difficult for everyone involved. Whether the chief is directly involved in presenting the municipality’s arguments, he will have to provide expert testimony at one point or another either directly or indirectly. These events are often high-stakes events and the labor organization will take whatever measures it feels are necessary to promote its cause. The labor organization is responsible to represent its members, but often it uses extreme tactics. The chief may be targeted individually or as part of the municipality; either way, the chief will face some uncomfortable times.
Political influence from all directions can be the most insidious thing a chief must deal with. Mayors, city councils, boards of fire wardens, labor organizations, and stakeholders in the community may attempt to influence a chief for anything, including promotions, appointments, or variances in fire codes and regulations. A fire chief must always remain vigilant and remember that everyone associated with a fire department has a role to play but also boundaries to keep.
DAILY CHALLENGES
These are some of the more critical issues that a chief must face, but there are also many daily challenges to be met. Why would anyone want to cap off a fire-service career this way? Remember, you wanted this job because you have vision and passion for the mission of the fire service. A chief can still succeed despite the minefield that lies before him.
Henry Ford is credited with the first assembly line, and his management style led his company to many successes and a long life that continues today. He would always take time to walk among the workers on the assembly line and engage them in conversation. He would discuss their personal lives as well as invite suggestions to improve production. A chief can do the same thing by making time to visit the firefighters in the stations and have a cup of coffee with them. The fire chief should remain visible, accessible, and professional to the firefighters, go to a few emergency calls, witness their struggles firsthand, and ask their opinions.
A modern fire chief should always be seeking input, and often the best input can be found outside the fire department. Fire chief’s associations can provide a vast source of information for the chief. In most cases, someone else has faced the problem you are facing before you and the lessons learned can be invaluable. Other often-overlooked sources of information are industrial organizations and private sector management teams. It is not a bad idea to look for financial and budgetary assistance from the banking community. These management teams are often very eager to help a chief looking for solutions.
Keep your relationships within the fire department organization and on the outside professional. Your personal management style must be professional and focused, and must demonstrate your passion, vision, and commitment to the fire service. Professionals in the private sector and officials in the public sector can immediately recognize these traits, opening the door of success for you. Remember that the respect you receive as a professional is directly related to the respect you demonstrate to others and will always carry the day.
Never neglect your health; take time to do the things you enjoy, such as playing golf, fishing, bicycling, etc. Exercise and free time are just as important as the mission of the fire department. Embrace your personal and family relationships. Your support network is vital to your well-being and will support you during good times and bad. You have to achieve a balance that cannot be found in any textbook. It may take some time to figure out how to achieve this balance, but it is imperative that you do so and continue to maintain it.
Finally, remember to keep everything in perspective. A scorched-earth approach will never succeed and the damage it will cause may never be repaired. Achieve all that you can and do not beat yourself up about the things that you cannot change.
THOMAS N. WARREN has more than 40 years of experience in the fire service in both career and volunteer departments. He recently retired as assistant chief of department of the Providence (RI) Fire Department after 33 years of service. He has a bachelor’s degree in fire science from Providence College, an associate degree in business administration from the Community College of Rhode Island, and a certificate in occupational safety and health from Roger Williams University.
MORE TOM WARREN
- The Modern Fire Service: A Look Around
- Meaningful Fire Service Health and Safety Is Within Our Grasp
- The Latest Danger Facing Today’s Firefighter: Social Media
- Selecting Future Fire Service Leaders
- NFPA 1582: The Standard for You and Your Family
