Power can be described in the negative or positive sense. We use coercive power on the fire-ground when giving orders, and we use leadership power to influence our peers. Chief officers are expected to have power, and must be able to minimize coercive power to achieve the goals of the organization. One tool used by successful leaders is the power of networking.

Networking is defined as “proactively seeking friendships and acquaintances in various businesses and organizations.” It allows for the sharing of information and adaptation of successes to our own organizations, and encompasses the “one for all, and all for one” approach.

While traveling recently I read an article in Inc. magazine by Tahl Raz, “The 10 Secrets of a Master Networker.” The article jumped out to me as a way to use a business approach to networking in the fire service.

More than a buzz word

“Networking” became a business community cliché during the 1980s and '90s. In recent years the buzz word found its foray into the fire service.

However, many managers who claimed to be excellent networkers were more interested in how they appeared to their colleagues than in improving their business. It's easy to “network” with the big shots, but networking with the people who really count is much more difficult.

Don't network just to network

We need to remember that networking is based on credibility and need. For example, joining the Rotary Club “just to network” is not the intent of the organization. Rotary Clubs share successes and guide their members into positive thinking. Our respective communities have excellent networking individuals, and we can use them in our goals.

Take names

Most of us have a problem remembering names. If you're not using a handheld computer, take the plunge; it can assist in helping you remember the important networkers. Also note the individual's relationship along with his or her contact information. You should develop a standard format for your contact list because while you can't remember everyone's name, you surely can remember their company and/or relationship. The search option on your PDA can then find the relationship, avoiding the “senior moment” memory loss. Some master networkers need two PDAs just to carry all their contacts.

These devices also help you stay in touch, and it doesn't hurt to call someone and say hello without an ulterior motive. PDAs are an excellent tool for remembering birthdays and other personal events. People like to be remembered by friends and associates. As Woody Allen stated, “80% of success is just showing up.”

Build it before you need it

As a young man, I remember one of my mentors stating, “It's better to have than to need.” Futuristic thinking and “what if” scenarios help us in long-term positioning. The networking list must be maintained and expanded regularly as a normal course of business.

Find anchor tenants. Feed them

Just as in a shopping mall, the anchor tenants are the draw. Sometimes we have to “feed” them a bit more than others, but anchors are just that — strong and reliable contacts who will help you over a long period. Our inner circles of peers are our anchor points. A great example of anchoring is to be active in local, state and national organizations. Try to attend national conferences. When you're there, don't just kick the tires, talk to people! Many of us have learned very valuable information by building relationships with our corporate partners versus treating them as “vendors.”

Never eat alone

Fire chiefs generally are amiable individuals, so we can build our networking by being honest and approachable. An easy way to do this is to get involved in community organizations. Fire chiefs usually are, so if you aren't, then now is the time to start. Don't be afraid to talk to a stranger. A lunch with a potential or current networker can develop into long-term relationships, but don't overdo it by constantly looking just for a “free lunch.”

Make somebody's day

Knowing people is a start, but networking allows you to build on that. Even if you have more friends and acquaintances than you can handle, networking still can help you to build greater long-term stability, enhance your reputation and help others in the process.

Be interesting

Like mom always said, you get more flies with honey than you do with vinegar. The same holds true for networking when you develop your personality to be outgoing and friendly. A smile goes a long way, and conversations must be upbeat. Pay attention to the tone of your voice, as it can be interpreted as positive or negative. It's a natural and positive experience to be knowledgeable in many subjects, not just the fire service. There are many periodicals about subject matter that is interesting to many people, so don't be afraid to subscribe and use your downtime to broaden your horizons. Intelligence varies with each individual, but being nice and active listening is universal.

Manage the gatekeeper — artfully

The gatekeeper is administrative support staff. Are you the kind of fire chief who has all calls screened, or do you give your inner circle your direct contact information? We know that our staff can make or break us, so clear guidance in this portion of networking is vital.

Do you demonstrate that you know the individual you are attempting to contact when going through his or her gatekeeper? You can't be too straightforward, and sometimes a simple phrase like, “I'm a friend of Chief Brown, and I need his help on something,” can help immensely.

Always ask

I know, we hate to ask for directions! But is it really that bad? Doesn't a simple outward approach help us to hone our communications skills? There's a difference between being bold and being abrasive, so we must balance our zeal for communicating with others by being continually positive. Asking others for help and offering to return favors when they need help lets them know that you're willing to share.

Don't keep score

Networking is never about simply getting what you want. It's about getting what you want and ensuring others get what they want. We need to work toward win-win situations. We also need to recognize when not to ask others for help. Tallying your successes against those of others will work against you if you don't balance the need to keep in contact with others. Prevent people from feeling like you call only for help, but be mindful that some others don't understand the power of networking.

The chief fire executive's job is not easy, and most of us need networking help. Today's information flow is vast and fast. We can't remember everything, and yet all of us remember and use information that can be shared with others.

As my flight ended, I knew that I had once again learned something from outside of the fire service. The networker I didn't know reached out and helped me, and I sent a thank you note to Raz. I just may have to contact him again to ask for help, or better yet, he may need to ask me something about our great service.

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Fred Windisch is 31-year veteran of the volunteer fire service who will soon return to the position of chief of the Ponderosa Volunteer Fire Department, Houston, which he held until 2000. He currently serves on the IAFC Board of Directors representing the Volunteer and Combination Officers Section. Windisch is the former Harris County CEO/fire marshal and is retired from Shell Oil Co.