Raymond Orozco

®	June-July 2004

Personal Observations on Leadership in Today’s Fire Service

By Raymond Orozco

Leadership in the Fire Service should not be a rare quality these days. You must accept that challenge and step up to the plate regardless of rank. Some of our peers who wear a white shirt and fancy collar devices believe that this trait is packaged neatly along with their promotion. Most of us know this is not true. It is a characteristic that is built upon each and every day. Remember, most people in this country go to work and ponder the thought of what to eat for lunch today. We go to work and hope and pray that everyone goes home in the morning. You can make a difference. You cannot afford to be complacent. You must lead by example.

There is one piece of advice I feel will contribute more to making you a better leader than anything else. It does not call for any particular graduate degree, special personality or a certain gift. Anyone can do it, and most of you probably do it already. The fact that you are sharing with others what you have learned, learning from others and being students of the fire service attests to that.

And that advice is that you must care!

How do you know if you care? Well, you must listen to your people. Now, when I say listen, I don’t mean that hollow BS that some chiefs engage in: “Interesting thought; I will get back to you on that. I am late for a meeting.” Or that “career service” shrug of the shoulders or waving of the hands that means they could care less.

Well, I’m not talking about that kind of stuff. I’m talking about listening when they talk, because most firefighters won’t come out and tell you everything they perceive is wrong in your department. They will be a little hesitant. Remember, perception is reality to the brothers. To care, you must listen.

I cannot force you to do this. I can only share my thoughts. You really need to like them. You need to be amused at their humor, you need to be tolerant of their battles, and you especially have to understand that they are as lousy as you let them be and as good as you make them. You have to feel good about spending time with them and being around them.

They are greatest people I have ever had the privilege and pleasure of knowing.

LEADER

Prepares relentlessly, trains and drills his company.
Apolitical
Thinks of ways to make the troops more productive and more focused on the job at hand.
Comfortable with the troops at the kitchen table.
Arrives early, stays late.
Common touch.
Good listener.
Fair.
Available
Humble
Tough; confronts nasty problems.
Does dog work when necessary.
Knows and trusts his people.
Delegates important jobs to the right people.
Prepares for the worst-case scenario on the fireground.
Wants anonymity for himself, publicity and praise for his company and the men and women who make up the department.
Often takes the blame.
Gives credit to others.
Understands the “family” aspect of our job.
The men and women who do the job come first before your career.

NON-LEADER

Watches, TV, plays cards and criticizes the job.
Politician
Thinks of personal rewards and status and looks to outsiders (politicians).
Uncomfortable with the troops in their environment, whether at the kitchen table or on the fireground.
In late, usually leaves on time.
No common ground with the troops.
Good talker.
Fair to the upper ranks; exploits the rest.
Hard to reach from below
Arrogant.
Elusive; the artful dodger.
Above dog work.
Does not know his people and trusts only words and numbers on a page.
Keeps all final decisions; delegates nothing.
Prepares for the best-case scenario on the fireground.
Takes all the glory while the troops do the down-and-dirty work.
Uses the word “I” repeatedly.
Looks for a scapegoat.
Takes credit, complains about the lack of good people in the department.
Considers the department a business.
Career first before the men and women who do the job.

You cannot expect firefighters to be proud if you humiliate them. You cannot expect them to be brave if you abuse and intimidate them. You cannot expect them to be strong if you break them. You cannot ask for respect, obedience and the willingness to enter a burning building, conduct a search on the floor above the fire, perform a high-angle rescue job on a cold rainy night if they have not been treated with respect and dignity which fosters esprit de corps and personal pride. Remember, respect must be earned. It is important that they respect the rank and the person, not just your rank alone.

I urge you to be ever alert to the pitfalls of too much authority. Beware that you do not fall into the crowd of a boss with a big head and a bigger ego. Be honest and speak from your heart. You will be surprised with the power that your message can have.

The line between firmness and harshness, between strong leadership and being a bully, between discipline and chicken, is a fine line. It is difficult to define at times, but those of us who are professionals, who have also accepted a career as leaders, must find that line.

It is because judgment and concern for your people are involved in leadership. Only people — not computers, memos, or reports — can lead. Do not become the cook in charge of a combat unit. Get out and spend time in the firehouse with the troops. I know many of you are very busy. It is important that you make the time and listen. That is part of caring.

In closing, be considerate; treat your people right. Their safety should be paramount in your decision-making, whether you are in a meeting with the budget office or in command on the fireground.

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