While the corporate world continues to eliminate layers of management, the fire service is facing the addition of a new management tier between itself and local, state and federal governments. These new emergency managers, who serve as liaisons among police, fire and public services, have master's degrees in emergency management and business administration and come from a variety of backgrounds. But how does this trend affect you and your department?

We definitely have seen significant changes in the fire chiefs of today versus those of 20 — or even 10 — years ago. Most noticeable are the changes in fire chiefs who serve large, metropolitan areas. Blackened bunker gear is no longer a requirement. Instead, today's leaders are expected to display a high degree of professionalism and willingness to tackle challenges.

The view of leadership in managerial roles has changed in the corporate world, too. John P. Kotter is the professor of leadership at the Harvard Business School and author of the book On What Leaders Really Do. Kotter says that if you look closely at the routine actions and responsibilities of a manager or leader, “it does not resemble anything like the ‘able manager’ or ‘visionary leader’ of our dreams.

“In ‘real life,’ effective executives spend a lot of time just talking to other people, including people who are not their subordinates. They engage in the kind of chitchat and joking that cements relationships. And despite the fact that they do all of this in a very casual, often disjointed way, they are remarkably efficient, accomplishing diverse tasks — in short periods of time.”

Anyone can set goals with a strategic plan or to-do list, but the real proof is in the follow-through. Former chairman and ceo Larry Bossidy of Honeywell International co-authored the book, Execution: The Discipline of Getting Things Done, which focuses on closing the gap between “results promised and results delivered.”

According to Bossidy, “The leader must be in charge of getting things done by running the three core processes: picking other leaders, setting the strategic direction and conducting operations. These actions are the substance of execution, and leaders cannot delegate them regardless of the size of the organization.”

An increasing number of universities and colleges are offering master's degrees in emergency management, and these advanced degrees are critical to the fire service. In fact, these two books are required reading for emergency management graduate students at a nearby university. I'm sure similar books, if not the same, are required reading in the Executive Fire Officer Program and the Kennedy School's Program for Senior Executives in State and Local Government at Harvard University. If that's where our future emergency service leaders are being developed, then these books are a good clue as to where the fire service is headed — or should be.

Over the past couple years, the fire service has felt snubbed by the Department of Homeland Security, and that feeling is justified when it comes to a place at the decision-makers' table. It's more than just money and politics; has the fire service's tight brotherhood kept it from playing nice with other agencies? It's time to start working with the police and other public agencies. Play nice and you're welcome to the group; otherwise, out you go. One way to do this is to practice some of the trends from the business world.

The bottom line is that you have three choices facing you as a fire chief, officer or aspiring officer:

1. Expand your skills and become an emergency manager;

2. Become a team leader and player in emergency management; or

3. Stay put until you retire.

Your choice will affect the future of your department, your community and your life. This list may seem crass, but depending on the size and location of your department, these are the exact options you will face sooner or later.

The bar has been raised. It's time to step up, step aside or step away.