Congratulations, you’ve received your first white helmet! Whether as a battalion, district, division, deputy or assistant chief, you’ve earned the honor of being called “chief” by your firefighters.
While your path to becoming a chief officer may have been fairly linear as you climbed the ranks, depending on your assignment, that path may take several turns as you continue to climb the ladder, particularly if you aspire to be “the chief.”
So, how can you excel in your role as a chief officer and do your best prepare for that climb?
Assignment time: Operations or admin?
Let’s first look at the assignment you’ve received. Most likely it still involves the supervision of fire personnel, but it may or may not include directing the daily operations of firefighters. Certainly, as a battalion or district chief, you would be placed over several fire stations in your first response area, with their full response complement under your direction.
But what if your first assignment is more administrative than operational? It might include covering one or more of the following areas: Human Resources, including training; Emergency Management, including homeland security and communications; Community Risk Reduction, including inspections and plans review, public education programs, fire investigation, and public information; or perhaps even Facilities, including fire stations, apparatus, fleet maintenance, supply, fire hydrants and SCBA services.
No reason to fret. Experience on both sides – operations and administration – is needed to be successful in your role and gain a higher promotion. Look at the job of the fire chief. Depending on the size of your department, the chief may or may not make emergency responses on a daily basis, but they absolutely set a threshold level for emergency responses.
Further, the larger the department, the more the fire chief’s role is administrative than operational. After all, the fire chief is responsible for all the operations and administrative duties of the department. As such, if you have been given administrative duties as your first assignment as a chief officer, you want to embrace that function. It all fits into the overall safety of your firefighters and the citizens you serve.
The truth is the higher you go in your department; the more administration becomes a part of your daily duties. Finding a balance between operational and administrative duties is one key to success.
Let’s consider an example: You’ve been given “Facilities” as your first assignment. How do you remain current on operations?
I suggest that you request to assume the role of a battalion or deputy chief in Operations when one of them is out on vacation, educational or sick leave, etc. That way, you can keep current with that function, gain more experience as a command officer, and be ready if your role shifts back to some level in Operations.
Another option: Request that you be added to the response on larger fires, perhaps at the second or third alarm, reasoning that you should be there to see how your apparatus is functioning, but also so that you can act in the capacity of safety, accountability, or a sector/division officer to help keep your operational skills intact.
Bottom line: You need experience on both sides, operations and administration, to be considered for the position of fire chief. With the dual experience, you may also gain the respect of the majority of firefighters, who realize that a chief does far more than bark orders at the emergency scene.
Setting the example
No matter what position you hold as a chief officer, it is up to you to set the example to all of the troops. How? First by keeping yourself physically and mentally fit. How many chiefs who you know have abandoned their physical fitness regimen when they put on the white helmet? Have you ever cringed when a chief officer appears at an on-camera interview in a uniform or turnout gear two sizes smaller than the circumference of their waste? What image does that convey to the public or to the other members of that department?
Chief officers need to lead by example, whether by making clear, significant or crucial decisions based on the best information available, or by showing the value of physical and mental fitness keeping themselves as fit as they want their firefighters – in essence making “do as I do and do as I say” one in the same outcome.
Mentoring: The open door
True leadership in today’s fire service also includes mentoring those who seek you out for advice – and not just the ones whom you directly supervise. When someone seeks you out, it means they value your knowledge and experience while trusting your input will help them decide an important issue for them.
In turn, you owe it to them to give the best advice possible, whether they are asking for guidance on a personal issue or their professional advancement. This is a critical part of the chief officer’s job.
Keeping current through education and networking
As a chief officer, no matter at what your level, education, experience, adaptability and networking all become rungs on the ladder for advancement. If possible, never pass up an opportunity to give yourself a better understanding on topics germane to the fire service, such as IT or fire protection engineering. An advanced university degree may not be necessary for consideration in all fire departments, but the growing trend in the professionalism of the fire service will someday demand it.
Look to those you’d want to emulate and, if possible, add them to your network. Bounce ideas off this group, and don’t be afraid to try to a newer idea that makes sense for your department. As one of my first chiefs told me, it is not a problem to experiment with new ideas as long as you don’t experiment “below the waterline,” meaning don’t go so far out with your new idea or experiment that it sinks either or both your career and your department.
Tips for all levels
No matter what level chief you are, I recommend the doctrine of “managing by walking around” (MBWA). Some will think this is your way of finding slackers within the department – but that may only be a side effect. The real purpose of MBWA is to get to know the individuals within your department, learn their concerns or gripes, discuss why certain decisions and even brainstorm whether there are better ways to operate within the department.
I learned about MBWA from former Deputy Chief Darrell Higushi of the Los Angeles County Fire Department. While serving in the Operations Bureau, Higushi made it a point to go to every station in the county (hitting every shift), each year if possible, to just sit and listen to his firefighters. It was an eye-opening discussion.
MBWA is a great tip for all chief officers, but let’s now shift to some specific questions and tips for each level.
Battalion or district chiefs are in charge of multiple stations or a geographic area. They must evaluate each station and the officers assigned to those companies for their operational effectiveness, leadership and the discipline/morale of their personnel.
- Are they constantly training to the standards you expect on the emergency scene?
- Are they following the prescribed incident command model that your department uses?
- In essence, do these stations, their companies and their personnel function both individually or collectively as the team you expect to have available to you on your arrival at an emergency?
Division chiefs are in charge of a specific operational and/or administrative area (e.g., special ops or EMS).
- Does your division enhance the goals of the department’s Mission and Value Statements?
- Does it specifically contribute to the betterment and safety of both the firefighters and the public?
- Where or how can the division further improve the operational effectiveness of the department as a whole?
Deputy chiefs are in charge of several battalions, districts geographically or related several related divisions department-wide:
- Review the above tips with your subordinate chief officers to make sure they understand what you expect of their performance.
- Keep current and developing expertise in the areas and responsibilities relevant to your areas of responsibility.
Assistant chiefs rank second to the fire chief. The job encompasses everything from being an aide-de-camp, screening who meets with the chief and on what issues, to being the one who executes or enforces the most difficult of disciplinary or personnel issues. In my experience, this is the hardest and most demanding of all the chief officer positions. Some tips:
- Anticipate the needs of the department and the fire chief ahead of any potential crisis.
- Establish written guidelines for any of the “unthinkable” scenarios that can occur (e.g., LODDs, multiple civilian deaths, an “ineffective response,” or any event that could potentially mare the reputation of the department.
- Be the point person who gets ahead of, or at least helps control, any potential crisis by releasing only confirmed information while conducting a thorough investigation.
Final thoughts
In most departments, there is no magic path to being named the fire chief, but rather several paths throughout a maze that leads to being the best candidate for that promotion. In the meantime, be the best chief officer possible in whatever position you might be placed. Be genuine in the way you approach the job, and always remember that you are part of a team where the sum of all the parts is greater than that of the parts individually.
Stay safe!
Editor’s note: What advice do you have for chief officers? Share in the comments below.
