Trending Topics

How fire chiefs can avoid abusing power

Abuse of power derails a department reaching its goals, and good communication skills are key to productive use of power

BuckmanPower.png

Abraham Lincoln once said, “Nearly everyone can stand adversity, but if you want to test a person’s true character, give him power.”

Power abuse is in the headlines almost everyday. The tragic consequences of the abuse of power in the fire service is that it can have a negative impact on delivering lifesaving services to the community.

Power tends to corrupt those who are unable to keep their heads squarely on their shoulders and remember where they came from. Leaders have a duty to maintain the trust associated with the position by performing to the highest ethical standard.

Leaders can never let their guard down and act like they are not a leaders. Maintaining the proper level of integrity can be difficult. People are always trying to get something from a leader, and the power of giving can be like an addictive drug that takes over rational thinking.

The core of leadership is influence over others. I have used a quote from prolific leadership author John Maxwell for many years, “Leadership is influence — nothing more — nothing less.” Successful leaders master the use of power to influence the behavior of others.

A fire chief uses power to influence politicians, community leaders, firefighters and others in pursuit of enhancing the services provided by the fire department to the community. The skill of influence is a key component to manage the power of the office.

There are a variety of power types that fall into two broad categories: position and personal power.

Position power

  • Reward power offers something of value as a means of influencing an outcome.
  • Coercive power punishes as a means of influencing others, in many cases because of negative use of discipline.
  • Legitimate power influences others through the formal authority in law or the office.
  • Information power has access to data and news important to others.

Personal power

  • Expert power influences others because of training, expertise or specialized knowledge.
  • Referent power influences because of others can identify with the leader.
  • Rational power influences through reasoning and problem solving ability.
  • Charisma power motivates and inspires others by personal characteristics, optimism or a commitment to a cause.

The main reason to use any of these power tools is to assist people to achieve superior performance. When power is used in that manner, everyone wins.

When there is real or perceived abuse of power, people will be reluctant to say or do anything to offend the leader. Subordinates will be unwilling to take risks with the leader fearing a mistake will draw criticism. People will often not take the necessary initiative to support the leader.

Leaders solve problems. But the duties and responsibility that accompany all positions of leadership are so huge that they require a team effort. Leaders should not be afraid to allow others to make decisions and solve problems.

Two-way communication is important for a leader to motivate and enhance the performance of others, as well as foster that teamwork needed to solve problems.

Leaders have to be aware of their ability to influence those around them and avoid negative communication pitfalls. Here are six ways to avoid negative outcomes from communication.

  • Reduce sarcasm when speaking with others.
  • Do not ridicule others who are not present.
  • Avoid cruel and punishing remarks.
  • Avoid a know-it-all attitude.
  • Don’t interrupt or shout at others.
  • Avoid publically criticizing others.

Getting communication right
As a general rule, leaders should avoid behavior that demeans or intimidates another person.

Leaders should use communication techniques that improve relationships. That means having an open and honest communications style. It also means being direct, sincere and patient.

Too rapid a change may indicate to others insincerity or confusion. Make a sincere effort to draw people out without constantly evaluating what they are saying.

Everyone is entitled to their opinion and the leader should accept that fact. This will be seen as a demonstration of respect and create a true dialogue.

Effective ways to establish this good communication is by showing the person you are listening, validating what they’ve said, asking questions for clarification, showing empathy and patience, and listening with out talking. That last one, stop talking, is hard to do, but critical for good verbal communication.

Overall, a leader’s ability to use power in a positive manner is directly related to their ability to communicate with others. Effective leaders at all levels of authority know and practice these human relations principles.

Chief John M. Buckman III served 35 years as fire chief for the German Township (Indiana) Volunteer Fire Department, and 15 years as director of the fire and public safety academy for the Indiana State Fire Marshal Office. He is the Director of Government and Regional Outreach for IamResponding.com. Buckman is a past president of the International Association of Fire Chiefs and a co-founder of the IAFC Volunteer and Combination Officers Section. In 1996, Fire Chief Magazine named Buckman Volunteer Fire Chief of the Year. Buckman is an accomplished photographer, a co-author of the Lesson Learned from Fire-Rescue Leaders, and the editor of the Chief Officers Desk Reference. He is also the owner of Wildfire Productions. Buckman is a member of the Fire Chief/FireRescue1 Editorial Advisory Board. Connect with Chief Buckman on LinkedIn or via email.

RECOMMENDED FOR YOU