I am not a huge action-film buff, but recently I had time to watch Transformers: Revenge of the Fallen, on DVD. I expected the special effects and the good-versus-evil plot. I didn't expect a lesson in leadership.
Shia LaBeouf's Sam Witwicky finds himself reluctantly shoved into a leadership role because he is descended from the man who first made contact with the Transformers. In order to save the world from annihilation, Sam must find the ancient Matrix of Leadership.
After what seems like an eternity of battle, Sam and his girlfriend find the matrix in a remote Eqyptian temple, but to their dismay, it disintegrates before their eyes. Sensing it has some latent power, Sam scoops up the dust and attempts to make it back across the battlefield. He is mortally wounded in this attempt, and in a near-death experience, Sam is told by a vision of the ancient Transformer that the Matrix of Leadership cannot be given to anyone — it only can be earned. For his sacrifice on behalf of others, the Matrix of Leadership is restored and Sam is returned to his body so he can rally the Transformers.
You might ask, "What does that have to do with the fire service"? Chiefs and officers are leaders in two ways: by virtue of their position and/or by the respect they've earned. Positional leaders are those who, by title or rank, are heads of the department, but may or may not be actual leaders. I was reminded of that distinction during a visit to another department, when I commented to a colleague that I couldn't believe the individual we'd just met had made it to chief of the department. My colleague responded, "It was just his turn." It astounded me that — with all the issues and complexity of leading a modern fire department — we continue to elevate individuals to the rank of chief because of longevity without some standard qualifications for education, training or experience.
On the other hand "earned" leadership occurs when individuals have prepared over the course of their careers to become officers or chiefs. These individuals have sought opportunities to learn — through training, formal education and experience — how to lead. They garner deeper respect by their actions, primarily by leading by example. They keep themselves refreshed, current and constantly aware of issues and new trends in the fire service. To many firefighters, this type of chief is who they wish to emulate in their careers. The caution here is that such chiefs need to realize that their actions are being monitored constantly by their troops to ensure sure that they walk the walk.
Younger firefighters already disillusioned by their sport or celebrity heroes while growing up actually may take stock in this concept. The Transformers are a true and untainted group of aliens who hold humans in the same respect as each other. The thought that leadership is not given, but rather is earned, is not new. The fact that this concept appeared in a movie designed for an adolescent audience makes it a pretty significant underlying theme.
Every year, FIRE CHIEF names its Fire Chiefs of the Year. The individuals honored are those who have earned the respect of their colleagues and department, not just those who believe it's their turn. The 2009 selections, Randy Bruegman, chief of the Fresno (Calif.) Fire Department and James Seavey, chief of the Cabin John Park (Md.) Volunteer Fire Department, exemplify those individuals who continually have prepared themselves for leadership and earned their rank through dedicated service. The selection process becomes more difficult every year. For example, one of the other nominees, Chief Dan Qualman of South Metro Fire-Rescue in Parker, Colo., has been innovative in collaborative efforts among departments since I first him at the National Fire Academy almost 20 years ago. You can learn more about these distinguished chiefs on the Fire Chief of the Year pages.
Not all of us can be chiefs of the year, but that shouldn't stop us from expanding our vision and using our leadership in new and productive ways. While several chiefs I've known have become city managers, I only know of one who has ever become mayor of a major metropolitan city. This brings me to former Toledo (Ohio) Fire Chief Michael Bell. He served the city for 28 years as a firefighter, with 17 of those as its fire chief. Bell prepared himself for that position and saw the department through some very turbulent times, including when two of his firefighter/medics were ambushed en route to the hospital and shot by a man whose estranged wife was being treated in the back of the medic unit.
During my tenure as Ohio state fire marshal, I got to know Bell as a fire chief, a friend and a gentleman whose word was his bond. I was very pleased when Gov. Ted Strickland appointed Bell as his state fire marshal in 2007. Our approach to that position was virtually the same, and we liked to refer to one another as kindred spirits. I was surprised when Bell announced his intention to run for mayor of Toledo last March, but I knew that he had a great love for his city and felt that if anyone could find a way to help a city through its financial crisis, he could and would.
Bell approached his campaign the same way he approached leadership throughout his fire-service career. He issued a seven-point strategy to revitalize Toledo and its surrounding area:
- Ensure safety;
- Balance the budget;
- Create jobs by developing the regional economy;
- Improve schools;
- Stabilize neighborhoods;
- Encourage health and wellness; and
- Promote cultural diversity and city attractions.
Following his election, WTOL-TV aired the following editorial:
"The election is over. What have we learned?
"Locally, we see an impatient and not very engaged voter base. We don't want any new taxes, and we are intolerant of politicians who seemed to be embroiled in distracting personal issues. And the person chosen to manage Toledo and northwest Ohio out of this economic mess is former Fire Chief Mike Bell.
"By reputation Mr. Bell surrounds himself with smart and competent people and then lets them do their job. That will be refreshing. He is also considered a team builder who doesn't get lost in the details. I can tell you he is a hard guy not to like. I hope Mayor Mike Bell is the answer. He will get a lot of support; he just won't get much time. Budget deficits and people out of work make for short honeymoons."
Bell was sworn in as Toledo's mayor last month. My bet is that with his lifelong preparation, education and training, he will excel and once again earn the respect he successfully achieved as both fire chief and state fire marshal. One way or another, his election has brought us closer to that mythical Matrix of Leadership that progressive chiefs in the fire service are seeking.
Chief Robert R. Rielage, CFO, EFO, MIFireE, is the chief of Wyoming (Ohio) Fire-EMS, a 78-member combination fire department bordering Cincinnati. He previously served as the fire marshal of the state of Ohio. A graduate of the Kennedy School's Program for Senior Executives in State and Local Government at Harvard University, Rielage holds a master's degree in public administration from Norwich University and is the immediate past-president of the Institution of Fire Engineers-USA Branch. He is a member of the FIRE CHIEF Editorial Advisory Board.
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