Today’s fire service necessitates that officers not only be well versed and skilled on the fireground, but also in dealing with the various aspects that are presented day to day inside the station. Realizing the root of issues in the firehouse is the first step that a company or chief officer can take in providing the leadership necessary to navigate the obstacles now faced.
It is estimated that more than 60 percent of problems encountered by individuals in leadership positions are a direct result of poor or faulty communication. Communication is the single most important factor that can make a difference in the behavior and morale of an organization’s members.
Gen. Patton's Leadership
An example of the importance of communication and how effective it can be is illustrated by General George S. Patton. During World War II, Patton took command of an army that was tired and demoralized. With that army, he marched across North Africa and Europe into Nazi Germany. Along the way his troops liberated more people and destroyed more enemy forces than any other military unit during the war while sustaining minimal casualties.
Patton believed that the number one job of a leader is to be a motivator of people. Communication was seen as an integral part of his command. He believed the most important ingredient to motivating people was to let them know the goals, purpose and objectives of the group. Objectives need to be defined and made very clear to each member while portraying that everyone has the same stake in attaining them.
Patton believed as a commander that his people were his business. His officers were to focus on the mission and getting their people to focus on it. Patton personally took part in training, disciplining and preparing his soldiers for combat. It was also very common for Patton to visit with his troops on the front lines to keep them informed of operations and to monitor the execution of his orders. Patton believed that 95% of leadership was centered on follow through of directives and orders. They were meaningless if they were not carried out both properly and successfully. By being physically available, he also felt that he was creating a bond with the people under his command. By creating this bond, he believed that the soldiers would identify with him. Through solid communication practices, Patton was able to be successful in helping the allied forces reach their objectives.
So in today’s world, why do problems with communication exist where the number of mediums to communicate has become overwhelming? Email, voicemail, text messages and social media outlets to send information between individuals are only a few, but this is not good enough. This clearly tells us that the real problem is not the quantity of communications, but the quality. Quality communication must be a two-way process that includes both sending a message as well as receiving it. Today’s communication media that are commonly used have de-personalized this process.
One way of overcoming the pitfalls of poor communication with members who report directly to a leader is to conduct regularly scheduled one-on-one meetings. Yes, the last thing that we need in our busy schedules are more meetings, but if conducted properly, one-on-one meetings will actually save us and our members time and possible aggravation in the long run. The private sector has utilized these meetings successfully for years and they can be easily used by the fire service as well.
One-on-One Meetings
A suggested format for the meeting is that it should only consume 30 minutes—10 minutes for the subordinate, 10 minutes for the supervisor and 10 minutes to discuss development. These meetings should be held in a place that affords some privacy, but do not necessarily have to be behind closed doors. A couple of chairs and a cup of coffee on the apparatus floor can provide an acceptable, relaxed atmosphere.
Four specific goals of these meetings are:
1. To build trust and eliminate confusion—People need to know what is expected of them and how they are to meet those expectations. Knowing what is expected is part of a motivational environment. Communication will need to be very clear and simple in regards to priorities and objectives so that people understand what is expected of them. Definitive plans will produce definitive results. Without fully understanding, people will formulate their own objectives or follow someone else that seems to have a vision or purpose. This may or may not be in the same interests of the organization. Leaders need to tell it like it is, always using the absolute truth and known facts. Using "fluff" in expressing priorities and goals should be avoided at all costs. Truth that is not necessarily nice is better than having to explain lies that could be detrimental to a project later.
2. To share information—Leaders need to keep people informed. The context of what things are supposed to mean and why decisions are put into place needs to be made clear to people. Without this, people will again speculate to give their own meaning to issues not fully understood. When communication is not open, the "grapevine" and "rumor mill" will become prevalent causing problems that will be very difficult to repair later. Having information is considered to be a source of power. If people are not kept informed, they will make their own speculations. True power will need to come from the dissemination of information and empowerment of members of the organization.
3. To provide feedback—Feedback enables people to evaluate their progress and make changes that are necessary to reach goals. It needs to be honest, objective and timely. Recognition has to be given when possible. People need to know that they are important. Proper feedback can help members avoid working countless hours on something incorrectly or not aligning with the objective of the organization. It can never be assumed that expectations are obvious or understood. Ongoing feedback mechanisms help to improve employee performance and leads to less surprise when annual performance evaluations take place.
4. Provide an avenue for input—One of the greatest attributes to a successful leader is that they have the ability to listen. It allows them to understand the needs of the people under them. This also allows members to feel that they have some sort of control over their environment. Allowing others to have a chance to be heard will ensure that the best solutions to problems facing an organization are brought forward and considered.
The focus of the one-on-one meeting needs to be on the subordinate. If there is trouble breaking the ice and getting started, some effective questions that can be asked are:
- What is the progress on a particular project that the member is working on?
- Is there any help that you need from me to complete the project?
- What is going on with your shift/crew?
- What issues do you foresee that the organization needs to be ahead of?
Things for you as a manager to consider accomplishing from the meeting:
- What items do I need to check on progress?
- What do I need to make certain that I emphasize?
- What additional task can I delegate that would legitimately add to the growth and development of the member?
- What feedback do I need to provide to adjust the course of the project or the member’s behavior?
- What praise/positive feedback can I provide to the member?
Good, meaningful communication starts with an awareness of its purpose, desired outcome, audience and issues that are relevant. What leaders expect from their people and how they treat them determines how these people will perform. Solid communication of goals by a leader will lead to confident and independent workers. Communication must be open to allow the best thoughts and ideas to be brought forward in overcoming an organization’s obstacles. By exhibiting supportive behavior, leaders can enable people and the organization to reach their full potential. All of these items can be accomplished with regular one-on-one type meetings.
Are you ready to handle your next challenge in the firehouse?
JEFFREY PINDELSKI, CFO, is the deputy chief of operations for the Downers Grove, IL, Fire Department and is a 25-year plus student of the fire service. Pindelski has achieved a Master’s degree in Public Safety Administration from Lewis University, a graduate certificate in Managerial Leadership and a Bachelor’s degree from Western Illinois University. He is the co-author of the text R.I.C.O.—Rapid Intervention Company Operations and is a revising author of the third edition of the Firefighter’s Handbook. He has had over 50 articles published in trade journals on various fire service related topics and serves as a contributing editor to Firehouse.com. Chief Pindelski was a recipient of the State of Illinois Firefighting Medal of Valor in 1998.
