Firefighters, allow members to challenge you safely

It's disgusting. Something about the imperative originally written on the sign shown in the photo — “Never but never” — makes me cringe.

The sign was shown to me by the acting battalion commander, a bright, breezy 25-year-old captain whose confidence and prior experience had earned him the right to act fairly early in his career. Both of our stomachs churned as we discussed officers who have exactly this attitude, who have condescendingly berated us for daring to question their authority.

I think the beauty of having the interim battalion chief close in age to the new generation is that he can see, and often share, the perspective of the younger firefighters.

The times are changing. We no longer have to submit to an authoritarian and abusive relationship with an employer. People of all ages recognize their value and no longer choose cultures inspired by this type of leadership. They literally leave.

Please challenge me

The day the acting BC showed me the sign, he was too afraid to change it or throw it away himself, so I stepped in and improved the wording. I crossed out a line about “Never but never” and wrote “Always”. Now, don't argue with me when a window blows dragon tongues at a two-story residence with exhibits and I ask for a 5-inch power supply, two preconnects and three ladders, but let's absolutely discuss the decision I have taken subsequently. We'll all learn a thing or two, so please challenge me, but do it respectfully, tactfully, well-timed, and with data.

I believe the biggest obstacle police officers face is that they forget the power they hold and that their words can cause harm without them even realizing it.

I remember the power of my words when I receive a warm and fuzzy message “You are the reason I joined the fire department” or “Do you remember [this circumstance]? It really affected me. Sometimes I do, sometimes I don’t. I still feel like a dick if I don’t remember the instance or the person, but then the sad reality sets in: while my words may have so much power to help, they probably also caused harm. Worse yet, people aren’t going to talk to me about those times, for a number of reasons. Do they actually believe I’m going to apologize? Unlikely. “If she believed those things then, she probably believes them now.” Plus, an apology would show vulnerability, which is the least desirable trait for someone a member believes might hurt them again.

Which brings me back to the interim BC.

Trust and respect

I have a theory: if only to protect themselves, officers should think about the repercussions of their actions if a member of their battalion were to become their superior one day. I was this guy's captain when we were both in another department, and then his battalion commander when he was promoted to driver. I moved to a neighboring department as a captain, and when he was transferred some time later, because we used to give each other feedback, our friendship and officer skills only improved. Now, from time to time, I play the role of captain while he plays the role of battalion commander, and we know full well that we support each other in our swapped roles.

It's human nature to want to retaliate when you feel wronged, and either he's very good at hiding it, or I've managed to make him feel respected as a firefighter.

In fact, this is one of my favorite questions when I meet a new crew member: What makes you feel respected? This usually prompts a blank stare. Okay, so what makes you feel disrespected? Easy. They start listing things: interrupting me, asking for advice and not following through, not looking me in the eye, etc.

If I can avoid stepping in poop, I will.

In preparing for the BC test, I had the pleasure of reading The Fire Chief's Handbook back to back several times. I long ago forgot the minimum percentage of hallways recommended for offices and the screen angle recommendations to reduce eye strain, but I will never forget the two things the book notes are essential to have as a leader – trust and respect – and you have to give each of those things to get each of those things. It is so true. People who verbally demand respect because “I am your senior,” “I am your officer,” or “I am your leader” stick out in my mind as total clowns.

In short, I don't recommend constantly challenging authority just to make waves, but if you supervise in some way, you gain a lot by letting people know that you want them to challenge you when 'They think you're wrong. If you make them feel safe and don't take it personally, you gain both their respect and trust in the process.