In the high-pressure world of public safety, effective leadership is paramount. Fire chiefs make critical decisions that impact their respective agencies, but also the lives, environment and property of the community they serve. But how does a fire chief of a metro-sized fire department, often insulated by layers of senior leadership, get additional feedback on their performance? After all, even the most experienced chiefs can benefit from fresh perspectives.
With this in mind — and drawing inspiration from Harvard Business Review’s perspective on shadow boards — I decided to form a cohort of department members with varying ranks, positions, tenure and other demographics. If you’re unfamiliar with the concept, a shadow board is a group of non-executive/leadership employees that works with senior leadership on strategic initiatives in order to diversify the perspectives to which the leaders are exposed.
A version of this is periodic meetings called “Chat with the Chief.” Let’s explore how this cohort, inspired by the concept of shadow boards, can provide valuable feedback to leadership.
Respect the chain of command
“Chat with the Chief” is not a replacement for senior leadership teams, labor or other employee groups. While this form of feedback loop exists outside a formal structure and open communication is encouraged, it is imperative we respect the chain of command. The cohort understands that if the feedback involves a sensitive issue, it is to be discussed with the direct supervisor.
The power of a shadow board
HBR suggests that shadow boards can be particularly effective when they engage younger members. These boards should consist of younger, high-potential employees who offer insights from different vantage points. They can identify blind spots, challenge assumptions and propose innovative solutions. Younger team members also often have recent training or exposures in new techniques and technologies, and their feedback can be invaluable for modernizing practices. Read more about this in the HBR article, “How Shadow Boards Bridge Generational Divides.”
A structured approach to sharing feedback
So, how does our “Chat with the Chief” provide constructive feedback? Here is an approach:
- Focus on solutions: Identify areas for improvement but also propose potential solutions. Do not just point out problems; offer potential solutions. Suggesting training for improvements or proposing changes demonstrates a collaborative spirit.
- Be respectful and professional: Remember, the goal is to work together for a better department.
- Gather data: When possible, use data to back up suggestions.
- Share specific examples: Instead of broad generalizations, frame the feedback around specific situations.
Topics of discussion
If you’re unsure where to start, these questions can get the conversation start: What is working? What does not work? How do we fix it? Some other topics to consider:
- Perceptions, strengths and weaknesses
- Small unit challenges and potholes
- Innovations and big Ideas
- How can we sharpen our department messaging? What methods or platforms should we use to reach the community?
Rules of engagement
The general rules of engagement for a chat session are simple. The group agrees to:
- Be present: Not necessarily literally, as feedback can be offered virtually when members are unable to attend in person.
- Listen! Ask questions to better understand.
- Be open-minded: Accept others’ reality and opinions.
- Be courteous, respectful and generous: If you take space, make space.
- Expect/accept non-closure: We will not solve everything. Sometimes we will not solve anything in one chat session — and that’s OK. The key is to keep the conversation flowing.
Benefits beyond the individual
There are many benefits to this form of feedback loop. For one, it reflects a culture of open communication within the department. It allows firefighters to feel valued and heard, leading to increased morale and engagement. By creating a safe space for feedback, fire chiefs gain direct and valuable insights into members’ perspectives. This can lead to improved decision-making, better training practices, and a more positive and collaborative culture. It also builds open and candid relationships.
“Chat with the Chief” can result in some other tangible wins as well. For one, this approach proactively addresses issues and reviews major initiatives and ongoing department matters. Also, the fire chief gets to model openness, while taking the pulse of everyday practices and the culture, especially in the field operations bureau where most of the fire department typically functions 24/7/365.
Final thoughts
Fire chiefs and the formal senior leadership team can be fallible. By embracing feedback from their firefighters, they can become even more effective leaders. The safety of the community and the well-being of the department depend on an organization that is constantly learning and improving. A strong fire department relies on open communication at all levels. All members of the department can contribute to a safer and more effective workplace.
WATCH | Transformational leadership in public safety
