Beyond the Fireground

Brotherhood: Did You Ever Think About It as Bro-T-Her-Hood?

by Carl Wolfe

My broader consideration of the fire service “brotherhood” began some time ago when I attended an IAFF event and met the association’s general president. That meeting prompted an appreciative laugh from my local president. He thought it was great that a person of color was seamlessly shaking hands and addressing fellow members as “brother” and being called “brother” back by the different races of this great service. Years went by, but this was still in my head.

I relocated to Texas in 2007, and I found that the “brotherhood” still was there.

Today, veteran members complain of the lack of skills of the new members. I started to think that the millennials, Gen X-ers, Gen Y-ers and Boomers aren’t the issue. I realized that I grew up in the inner city and didn’t have the same exposure to the tools that I would work with in the fire service that others had and vice versa.

Breaking up the word “brotherhood” has opened new thoughts for me in the areas of member recruiting, mentoring, training and retention. Furthermore, it can lead to worthwhile conversations at the kitchen table and in the apparatus bay and meeting room. It can open the door to those difficult but needed discussions among members (peer support).

I believe that this is the greatest job in the world. Of course, this view is widespread, but many might not possess my level of interest and enthusiasm, and that’s OK. Personally, I want to take the time to learn about my fellow firefighters as we live in and pass on the brotherhood.

Three Take-Aways

1. In the process of recruiting into the “brotherhood,” don’t pre-label people.

2. When it comes to training to perform, remember, they aren’t you.

3. An important element of retaining and maintaining the brotherhood is getting to know your people.

Lessons Learned from a Firefighter Line-of-Duty Death: Company Officer Edition

by Ian Bennett

When a firefighter dies in the line of duty, fire departments respond with support to ensure that the family of the fallen is taken care of and that the firefighter is honored appropriately. Afterward, it’s common for members to assist each other through the healing process. However, members who hold certain positions within the organization can become isolated through the grieving and recovery phases because of a range of emotional, personal, political, social, legal and relational aspects that are unique to their stature. Only someone who experienced such a circumstance truly can relate to these situations.

To address the need to support these individuals in their healing and recovery and to ensure that no one must “walk alone” after an LODD, the National Fallen Firefighters Foundation (NFFF) developed several uniformed outreach program initiatives, including the Company Officer-to-Company Officer Network.

Much can be learned when a firefighter dies in the line of duty, from the technical aspects to the effects on personnel. This presentation’s look at an LODD incident and its inclusion of personnel who share the story of the aftermath of an LODD provide lessons learned and relate the importance of peer support programs.

Three takeaways

1. The NFFF has numerous programs that assist personnel and departments after an LODD.

2. Significant effects on personnel after an LODD directly relate to individuals’ position within the department.

3. The NFFF developed uniformed peer support programs to assist fire chiefs, incident commanders and company officers after an LODD.

Transparency, Integrity, Consistency: The ‘TIC’ for Leadership

by Moses Jefferies IV

For new and aspiring company officers, gaining trust is critical, and building crew cohesion is vital for a team to function at a high level. For those who don’t have history with new crews or who find themselves suddenly in a position managing former peers, the ability to influence and lead heavily depends on reputation.

Sometimes, the tools to formally manage and lead are neglected until promotion time. This can leave a new officer or an officer candidate at a loss. This can include feeling slightly unprepared to make the transition to the front right seat.

In his presentation, Moses Jefferies IV chronicles his leadership journey in the Nashville, TN, Fire Department, from a young company officer to district chief. Jefferies operates with the belief that before you seek to lead, particularly in a formal capacity, you owe it to yourself to assess your ability to influence others toward the mission of your department. Furthermore, as a leader, the values that guide you must align with those of the organization.

Throughout his career, Jefferies was exposed to great leaders—and some not so great. Those who were the most impactful on him instilled a sense of stewardship and an overarching sense of duty in leading. This left him with the desire to influence the members of his department to be active participants in its success by being mission-driven and value-focused.

Three takeaways

1. If you want to influence constructive behavior in those who you lead, you must have a set of personal core values that lead you. These values must align with those of your department. Remember, you are the agent of progress.

2. Understand that asking your members for trust comes with a heavy expectation on you. You were given the responsibility to lead, so always assess your effectiveness and look to address areas where you fall short. Your people are watching you.

3. Leadership isn’t about being liked, and that’s OK. Sometimes, the transition to leadership means that people expect you to look the other way when rules get bent (particularly friends). Leadership means protecting the people who you’re responsible for—sometimes from themselves.