The reasons for taking these positions include the ability to make a difference at a much more universal level for the community and the organization, and the ability to mentor more than just the members of an individual company or battalion.
The fire service is a great career choice for those of us who are adrenaline junkies. We enjoy the opportunity to be part of the exciting events that make up the emergency calls to which we respond. Our reward is the knowledge that we make a difference in people’s lives. When we arrive on scene, we get to see the results of our intervention very quickly, sometimes immediately. The medical condition of our patients improves or it doesn’t; their pain is eased or it worsens; they live or they die; the fire is suppressed or it gets larger; disasters are mitigated or they are not.
But how does that system of response/reward work when you accept a staff position? For those in the upper echelon — from the myriad chief officers to the chief of the department — the opportunity for instant reward for work accomplished is much less likely to occur. This results in a feeling that what we do each day is not rewarded or valued. Add to this the tough relations that chiefs have with elected and appointed officials, the firefighters union, the volunteer association, and the media, and you have a situation that makes it tougher to convince good people to apply for these positions.
But the rewards that department leaders, or those working at staff level, are worth all of the tough things they face in their jobs. The rewards at this level are much more intrinsic to the job itself. The reasons for taking these positions include the ability to make a difference at a much more universal level for the community and the organization, and the ability to mentor more than just the members of an individual company or battalion.
I hear chiefs lament all the time that it’s difficult to recruit for their staff positions. But look at what our people hear from us: that we wish we still were working shifts; that we don’t like dealing with personnel issues; that we don’t like dealing with the city council; and that we don’t make as much money as our battalion chiefs/captains/firefighters. Stop whining already.
These are the challenges that we should embrace in order to help our people see the opportunities that exist for them to make a difference. These are very tough times in which to be a leader, but good leaders recognize that it is times like these that give us the greatest opportunity to shine, to use all of our skills and abilities, to pit ourselves against the tide and, ultimately, to excel. Most importantly, we have an opportunity to show our upcoming leaders what it takes to take the reins and give them the chance to show their skills and reap the rewards of a job well done.
Remember that how you respond to the challenges of your role in the organization always is being scrutinized by those that you want to step into your shoes someday. Use this time wisely to show them the way.
Al H. Gillespie is the president and chairman of the board of the International Association of Fire Chiefs. He also is fire chief of the North Las Vegas (Nev.) Fire Department.
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