First Due: The Open Door Policy—A Double-Edged Sword

The open door policy is lauded as a cornerstone of transparency, trust and open communication. In the fire service, where camaraderie and a strong chain of command are vital, readily accessible leadership seems like a no-brainer. However, although well-intentioned, an open door policy inadvertently can undermine the very structure that it seeks to support, particularly when it becomes the default channel for every grievance, concern and suggestion.

Chain of command
The traditional view of an open door policy in the fire service harkens back to the military, where company commanders assured their troops of a direct line to leadership when they were faced with insurmountable issues. However, there was an unspoken caveat: When a soldier showed up at the door, the soldier better have exhausted all other avenues and arrived with the entire chain of command, a solution in mind and a plan to implement it. This emphasized problem-solving at the lowest possible level and ensured that senior leadership was involved only when truly necessary.

In the modern fire service, the open door policy easily can be misinterpreted. Although accessibility to senior leadership is important, its constant use can circumvent the crucial role of the chain of command. When every firefighter feels empowered to bypass an immediate supervisor or company officer and head straight to the chief’s office, several issues arise.

• Erosion of the chain of command. The chain of command provides structure, ensures clear lines of communication and allows for efficient delegation of authority. When constantly bypassed, the authority and leadership of company officers and supervisors are undermined. This can lead to confusion, resentment and a breakdown in unit cohesion.
• Overburdened leadership. Chief officers have a range of responsibilities, including strategic planning, resource management and community outreach. If their time constantly is consumed by addressing issues that could be resolved at a lower level, their ability to focus on critical tasks is compromised.
• Missed growth opportunities. When firefighters are encouraged to take every problem to the chief, they miss out on opportunities for development. Work-
  ing through issues with immediate supervisors allows them to learn from experienced mentors, problem-solve and build stronger relationships.
• Potential for favoritism. An open door policy, although intended to be equitable, inadvertently can create perceptions of favoritism. Certain individuals’ seemingly privileged access to the chief can breed resentment and mistrust within the ranks.

Strategic use
A more effective approach is to foster a culture in which the chain of command is respected and utilized. This doesn’t mean that the chief’s door is closed but rather that it’s approached strategically. Of course, there always are exceptions, particularly when an issue involves someone who’s within the chain of command itself. In those instances, going directly to a higher authority absolutely is warranted. However, for the majority of situations, the following principles should be promoted:

• Empowerment and accountability. Company officers and supervisors should be empowered to handle the majority of issues and be held accountable for effectively addressing the concerns of their subordinates.
• Focus on solutions. Firefighters should be encouraged to not only identify problems but also to develop potential solutions. This fosters a proactive mindset and demonstrates a commitment to teamwork.
• Chief as a resource. The chief’s role should be to provide guidance, support and resources to company officers, not to micromanage every issue. When a firefighter does approach the chief, a key question is, “Have you discussed this with your supervisor?”
• Transparency and communication. The chief should regularly communicate with company officers and ensure they’re aware of policies and priorities.

Strike a balance
The open door policy, when applied prudently, is valuable for fostering open communication and trust. It’s crucial to strike a balance between accessibility and chain of command integrity. Empowering leaders at all levels and encouraging problem-solving can create a more efficient, cohesive and effective fire service.