Fire chiefs are under constant pressure to promote efficiency and productivity in the work environment, and such can only be accomplished from a position of leadership. Not surprisingly, understanding the principles of leadership has been the subject of many training programs developed for chief fire officers.

The point to remember, though, is simple: a leader’s job is not to do the work himself or herself; rather, it’s to properly use resources — including people — to get the job done. But where does one begin? How does a fire chief enhance his or her probability for success?

While many will say quality leadership is the major component to a chief’s effectiveness, I submit that chief officers often may overlook a less-discussed component of leadership. I refer to that important attribute as “internal leadership,” the process of taking ownership of your own reactions, performance and productivity. You might also refer to this component as “self-direction.”

Internal leadership begins with an introspective look at your own attitude toward self-improvement — improvement of you, the chief, and not blaming all of your department’s problems on your subordinates. In reality, some of the same principles of leadership taught to chief officers to help them supervise or better guide subordinates also can be applied to efforts of self-direction.

Ken Blanchard’s Situational Leadership model, for example, often is used to describe optimal approaches to a supervisor’s handling of a subordinate’s task. This model incorporates four leadership styles: telling, supporting, selling and delegating. The supervisor (leader) chooses the correct style based on the development level of the employee.

In the model, subordinates are categorized as being at one of four developmental levels. Development level 1 (D1) represents a new recruit, or a veteran who is assigned to a new task. In this case, while the individual is excited about the assignment, he or she is inexperienced and will need direction from the supervisor. The individual is ultimately told what to do and/or how to do it. Developmental level 2 (D2) represents an employee who may have some familiarity with the task, but still may be unsure of his or her own abilities in handling the assignment. D2 employees require their leaders to fulfill a more supporting role. Those leaders not only provide direction in terms of how to complete the task, and but also spend time encouraging and reassuring the employees, thus building their self-confidence.

Developmental level 3 (D3) characterizes what is sometimes called the disillusioned learner, an employee who knows how to complete the assigned task but holds on to attitudes that are somewhat skeptical of management’s intentions. A D3’s leader will want to selltheir ideas to these employees to gain acceptance and commitment. Finally, a developmental level 4 individual is both competent and motivated, which allows supervisors to use delegation in the assignment of task.

In applying the situational leadership theory to the concept of internal leadership, an individual would first need to identify his or her level of familiarity, experience or expertise with the responsibilities assigned to them. A D1 leader would be represented an individual who is new to the position, perhaps a newly appointed fire chief with minimal or no prior job preparation. D1 leaders recognize their shortcomings and must tell themselves that they need to improve their level of job-specific knowledge. The telling starts with this chief making a commitment to self-improvement and continuing education because supervisory skill levels are not automatically obtained or improved with the addition of bugles to his or her collar.

D2 leaders are confident in their abilities; however, this confidence is sometimes falsely derived. It comes with minimal experience gained with few challenges. If not careful, D2 leaders soon can find themselves overwhelmed due to unexpected circumstances and/or a lack of the knowledge needed to handle previously unencountered situations. In this case, leaders must recognize the need to share the load, and use the support of those around them who process the knowledge lacked by the leader. The true leader understands that sharing the burdens of management is desirable if, in the end, such behavior produces a quality result. Those who don’t accept the concept of sharing continue to struggle or muddle through with an attitude of self-preservation characterized by statements like, “I’m the chief and I’ll do it my way.” This then becomes the norm, regardless of the results produced.

D3 leaders are no longer truly leading. They have lost their own commitment to the job and have replaced it with feelings ranging from resentment to outright hostility toward their subordinates. A D3 leader may feel betrayed and feel on his or her own, one against many. These individuals must work hard at selling themselves with visions of the big picture, thus “keeping the faith.” They need to understanding that losing on one issue is not a sign of failure as a leader; that it’s OK and in fact normal to have disagreements with personnel who have competing views. In some cases it may be necessary for the leader to admit that he or she might have made a mistake. After all, if we believe that employees have the potential to make mistakes during their learning, why should we think that leaders shouldn’t fail on occasion, as well?

D3 leaders need to sell themselves on the belief that it is only those who do nothing who never make mistakes. They need to learn from their experiences and continue to focus on the big picture. Decisions should benefit their organizations, and not just gain the favor of individuals.

A leader reaches the D4 level when he or she has gained the knowledge and developed the skills necessary to carry out the role of leader. Leaders at this level are comfortable with their abilities to complete tasks at hand, and in doing so will realize that it’s their responsibility to lead with conviction. One might then ask, “How do you delegate to yourself?” In reality it’s not actually delegating in the same way as one would assign a task to another; it’s simply identifying and accepting, those job responsibilities that both your acquired position within the organization and training dictate that only you should carry out.

The true leader does not shirk difficult assignments. Responsibility for personnel issues like discipline and counseling are part of what we agreed to when we accepted our gold badges. There are simply some tasks that chiefs must do themselves, knowing that in the end, no matter how difficult or unpleasant, completing them brings both credibility and respect to the position.

Developing the leadership skills necessary to function in today’s modern fire service is no easy task. There are many facets to the leadership puzzle that lead to many more questions. Good leadership boils down to developing good followership. However, while developing your subordinates, it’s important that you don’t forget your closest “follower” — yourself. Exercise the four styles of leadership internally in order to develop your leadership ability from within. Make a commitment to becoming a chief who truly understands the value of maintaining internal leadership by practicing self-direction.

David Purchase has been a member of the fire service for 30 years, beginning as a volunteer firefighter for the City of Norton Shores in 1975. Rising through the ranks he was appointed to the position of fire chief in 1999. Chief Purchase has been a certified fire instructor for more than 15 years and is an EFO graduate of the National Fire Academy.