“If your actions inspire others to dream more, learn more, do more and become more, you are a leader.” — John Quincy Adams
The American fire service runs on acronyms: NIMS, AFG, SAFER, NFPA, NWCG, IFSTA, IAFC — the list goes on and on. Unfortunately, one acronym tends to get hold of some fire service leaders and drives them in everything they do: WIIFM — what’s in it for me?
These leaders tend to see their position as anointed rather than appointed, crowned to “rule” rather than chosen to “guide.” They get blinded by the glow of gold, emboldened by even the slightest power to accompany the position. They forget why they are there — to serve the community. They feed off the misuse of their power, all while their “leadership” is dead or dying — and, in some cases, so is their organization.
“Ego eats brains”
In his paper “The charismatic leader as narcissist: Understanding the abuse of power,” Daniel Sankowsky writes, “[Narcissist leaders] act as if they are entitled to receive the service of others and tend toward exploitative and manipulative behavior.” Furthermore, he says, these leaders lack the character, morals and ethics to hold their leadership position.
These “leaders” end up with a perversion of power that, in most cases, will ultimately end in a breach of trust and even possible accusations of theft, corruption or bribery. They tend to possess no insight into what they are doing to their organization and then shift the blame when it is brought to their attention. These leaders do not care about what is best for the organization but rather what makes them look good and feeds their hubris.
The late Chief Alan Brunacini used to remind us, “ego eats brains.” In his article “5 worst leaders in history,” career coach John Mattone puts it this way: “The impact of bad leaders is profound: they erode trust, weaken cultures, and create fear-driven environments where people and performance deteriorate. When leaders abandon character and accountability, the damage ripples outward, undermining teams, crippling organizations, and leaving long-term scars that can take years to repair.”
Spotting a bad leader
Bad leaders have existed throughout history and will continue well into the future. Other department leaders should be able to recognize when they are in the presence of a bad leader, just as they can tell when they are in the presence of a good leader. Here are some clues you’re dealing with a bad, even narcissistic, leader:
- The bad leader lacks transparency and trust. If members wonder if their leader is hiding something from them, then they probably are.
- They make up half-truths or, in some instances, just flat-out lies to fit their narrative or to make their position the correct position.
- They do not recognize the value of the worker or the volunteer.
- They stick to the “good ol’ boys” who they know will follow them like lemmings off the cliff.
- The bad leader will do anything to anyone at any time to maintain their power.
- These bad leaders present themselves as heroes and saviors capable of great things.
Barbara Kellerman speaks to this last point in her article “How to spot a bad leader from the beginning — and what to do next”: “Whenever leaders paint a picture of a future almost unimaginably better than the past and the present, attention should be paid … whenever leaders warn that without them the world will come to an end, attention should be paid ... whenever leaders send the message that they and they alone ought to lead, that no one else can possibly take their place, attention should be paid.”
How to handle a bad leader
But what can an organization or individual do when faced with a bad leader or several bad leaders? Some tips:
- Do not cower to bullying, harassment or other bad behaviors. Remember, these bad leaders will try to manipulate individuals, and in turn, they will try to manipulate the organization.
- Document, document, document all interactions with the bad leader. If the bad leader tries to steamroll you, make sure that your paper trail is long and factual.
- Remember that even the bad leaders have a boss. Whether it is the people who elected them, appointed them, hired them or voluntold them, there is accountability for their actions somewhere up the food chain.
- Set boundaries and don’t let the bad leader cross them. Say “no” where you can, always as a professional, and take the high road whenever possible.
- Speak up and let the bad leader know the harm they are doing to the organization and its members.
Look in the mirror
But how do you know if you are a bad leader? It’s all about self-awareness and self-reflection. If you think you are a good leader, look behind you. If no one is following, then you are just out for a walk. Are your members following someone else?
If the membership naturally gravitates to a different leader, it’s time to take a hard look in the mirror. Evaluate your actions, your purpose, and your ethics, morals and mores. Mattone noted, “When character collapses, power becomes destructive ... [bad leaders] show how ego, fear, and moral corruption can scar … for generations, proving that only leaders anchored in integrity, humility, and service leave a legacy worthy of remembrance.”
Stop asking WIIFM and just lead. Otherwise, you’re destined to go down as your organization’s worst leader in history.
