When my children were growing up, I often threatened to put a brick on top of their heads. The implication was that by putting a weight on top of their heads, I could stop them from getting taller and thereby keep them from growing up. Now, I really didn’t want to stifle their growth, I just wanted to keep them as my little kids as long as I could.

As fire-service leaders, we are struggling during these tough times to keep service at a level that we believe will allow us to keep safe the people to whom we provide protection, as well as the members of our departments. If you’re like me, you’re spending a large chunk of time fighting for slim budget dollars just to save firefighter jobs. All of the things that enhance your department and the service that it provides were cut long ago. Then it’s out to the stations to keep the members informed on what is happening so that they don’t worry needlessly — or so that they know the worst about their jobs and their families’ security.

When times are tough, the urge to “hunker down” and just hope that you and your organization can survive is strong. But it’s times like these when it is more important than ever to look toward the horizon and plan for the future.

When you chose to become the leader of your department, you accepted the responsibility to be the advocate, the cheerleader and the lightning rod for the organization. You don’t have the luxury of sitting around and hoping for the best.

Is it fair? No. But it is the reality that we deal with today. As my wife used to tell our children when they were growing up, “No, it isn’t fair — the fair is in August.”

Your challenge might be a difficult city council, county commission, fire board, member of your business community, your union — or any combination of these or other factors. How you deal with these challenges is extremely important. It is how you respond in difficult times that shows your character. Your young firefighters, company officers, staff officers and civilian members are watching you closely to see how you respond to the difficult situations before you. Their lives are in your hands and — just like when you were part of a company of firefighters — their trust is earned by the actions they see you take when under extreme duress. Similarly, those who are creating the challenges you face are watching you too. They also want to know that you’re the type of person who can respond in difficult situations with calmness, with reasoned judgment and effective leadership.

Most importantly, your family and friends — as well the person in the mirror who looks back at you — all want to know that you will reflect the character, ethics and leadership that will make them feel proud, safe and secure. Be the leader when the seas are roughest and you can be the leader in any circumstances.

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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