Team mentoring took top honors for getting the job done within the department, while advocacy for the fire service was stressed in community roles.

This month, Fire Chief takes a look at what our readers think makes a good chief. We thank our respondents for taking a few minutes to give us their feedback. If you'd like to participate in our next bimonthly survey, check out the question on page 17.

Works well with others

Cortez Lawrence, deputy director of public safety for Auburn, Ala., stressed the importance of team-building within the department. “The ability to recognize talent and nurture it is an important quality,” he says, “because the job may be too big for one person. Therefore, good chiefs recognize talent, recruit and develop it, and then turn it loose to run a part of the organization.”

An important aspect of team-building is mentoring. “They look for the good in a person and build from that,” says Deputy Chief Gary L. Weiss, South Walton (Fla.) Fire District, “and if that person falters, instead of letting them drown in their problems, they try to bring them back. They understand that the firefighter and civilian members of the organization are our most important asset.”

Branching out into the department as a whole, Tom Aurnhammer, chief of the Farmington (N.M.) Fire Department, emphasizes communication. “The type of message a chief wants to deliver is going to have an impact on how it is communicated,” he notes. “Should it be done formally in an sop, or is it something that can be relayed in a conversation around the coffee table? The other half of the communication equation is just as important. A good boss has the ability to listen!”

Others echoed the importance of communication, but Michael Kuk, assistant chief of the Ft. Leavenworth (Kan.) Fire Department, brought its benefits down to earth: “Maintaining a strong dialogue with your union people can avoid embarrassing moments. Those that continue to run a dictatorship are usually rewarded by a heart attack or the black Cadillac showing up.”

“The best qualities include being able to keep the job long enough to influence the outcomes you seek.”
— Cortez Lawrence, Auburn, Ala.

Other qualities that are beneficial when working within the department came to us from Bob Graham, chief of the Lake Bluff (Ill.) Fire Protection District. He especially admires the ability to remain calm during tension-filled times and the ability to cut through the chaff and get to the root of an issue.

Out in the community

“I think one [quality] that makes some chiefs stand out in the crowd is that of being a proactive advocate for their own departments, and for the fire service in general,” says Chief Eric Ward, Blue Township Fire-Rescue, Manhattan, Kan. “While others just sit back and relax in the status quo, some are always working for improvement.”

That goes for Chief David Riddle, Channahon (Ill.) Fire Protection District, too. “The quality I find most admirable in fellow chiefs is their unselfish vision for the future of the fire service,” he says. “They take the hit from politicians, subordinates and the public, but remain true to the mission.”

Endurance also had its fans. “I look to chiefs who have held their positions for many years, though not always in the same departments,” said Chief Bob Ridgeway, Gastonia (N.C.) Fire Department. “It takes a special kind of person to survive (and thrive) for many years in the position of fire chief in this day and age. Those who have managed to hold their positions are not only survivors, but movers and shakers as well.”

Richmond-area chiefs group chimes in

Chief Jack McElfish of the Richmond (Va.) Department of Fire & Emergency Services posed our question to 20 fire chiefs and senior fire officers at a January meeting of the Richmond Metro Fire Chiefs. Here are some of the group's thoughts.

Quality	Why
Integrity	Builds foundation for organization.
Credibility	Saying what you do and doing what you say. Walking the talk.
Candor	Style and method presented to tell it like it is.
Vision	Be able to see challenges and issues — creating opportunities.
Sense of humor	Takes the role seriously, but not themselves.
Approachable	Open-minded. Willing to accept the good, the bad and the ugly. Not willing to shoot the messenger.
Courage	Makes decisions that affect the entire organization.
Salesmanship	Getting people to buy in. Doing what's best for the organization, not what's popular. Allowing members to take ownership.
Politically astute	Because if you are not, you could be gone.
Consistent	Creates atmosphere of stability within and outside of organization.
Focus	Has plans and executes them.
Good listener	Willingness to learn from others.