The desire by the fire service to achieve recognition for all training taken along with the benefit of training to National Fire Protection Association (NFPA) standards is driving the need to develop a system that will allow and encourage the recognition of all quality training that contributes toward compliance with fire service standards.
The need to develop a recognition or certification process occurs at a time when support for local government fire departments from the Province is in a state of flux. The need for change is exacerbated by the Province announcing a Minister’s Order in December 2002, mandating that training for the fire service meet the NFPA standards. This creates a dilemma based on the continued high expectancy placed on the local governments versus the ability of the provincial government to develop or oversee the delivery of a program that will ensure the equitable recognition of training that meets the NFPA standards
This proposal looks at current training initiatives and the difficulty that many fire departments experience in achieving certification to the NFPA standards. Alternative options for recognition of training are discussed, based on the knowledge that training is currently available to the fire service from provincial institutions, private training companies, contractors, and out-of-province institutions and trainers, while the majority of training is delivered using in-house training resources.
It is an enviable goal to have all aspects of learning and life experience contribute towards a certificate, diploma or other form of recognition that establishes credentials and protects against perceptions of inadequate training. What is not optional is the need to recognize training that contributes toward compliance with the National Fire Protection Association standards.
A prime opportunity exists for the Office of the Fire Commissioner to take a leadership role to form, or at the very least, to direct the formation of a oversight body to undertake this important initiative.
*For more information or a copy of this report contact the author.
This article was originally published in Firehall.com Magazine in November 2007
How’s your Fit?
Firstly, I would like to take this opportunity to thank those readers who have taken the time to respond with comments on the articles that have appeared in this column. It is gratifying to know that the column is being read and suggestions for future topics are also helpful. Thanks again and I appreciate the feedback. Now on with the show…
Have you ever met a fire chief or fire officer who aspired to reach that top position and when they arrived, the promotion to a senior position was not as exciting as the anticipation of getting there? I’m sure that you have, in fact, I can relate to having spoken to several fire chiefs and officers who have struggled to prepare themselves through training, education, and the necessary testing only to find when they arrived, they could not wait to retire or find some way of being relieved of the situation they found themselves in.
When this happens it is not only a source of disappointment, but one of confusion to find that position expectation, circumstance, and personalities made the experience less than expected. On the surface this may seem like a case of the candidate not being compatible with the position or that the candidate misjudged the role associated with the position. It could also be the phenomena of ‘fit’ that was not foreseen or anticipated. Regardless, there are several aspects of fit that can be explored and analyzed prior to making the plunge into the great unknown.
The question of ‘fit’ is not a new concept and is discussed within the study of leadership. Although there are as many theories on the concept of appropriate fit as there are on leadership itself, I will focus on five of the most common aspects of fit which are the technical fit, personality fit, the boss fit, the team fit, and the culture fit. Understanding the concept of fit may not overcome issues associated with it, but will provide an insight into the reason for the sudden discontent felt by many who have been newly promoted.
Technical fit in the fire service is likely the easiest form of fit to correct if found to be lacking. Technical aspects of the fire service may be those associated with understanding strategies and tactics related to fire suppression and control. It could also involve an understanding of fire prevention, construction systems and corrective measures. To a large extent, technical fit relates to topics that are learned and the outcome of that learning applied with a high degree of competence.
Personality fit is often characterized as character traits, behavior, responses to certain stimuli, or the degree to which we exhibit our individualism or persona. Personality is something that we bring with us to any job or situation. In the fire service, in addition to being technically competent in fire protection strategies, we expect a candidate who has achieved officer position to be knowledgeable in managing people whether at the company officer level or at the department level, and be skilled in interpersonal relations. These competencies are manifested through an individual’s personality. It often comes as a great surprise when an acceptable approach in junior positions is not received in the same way from higher positions.
Somewhat related to personality fit is the ‘boss fit’. This is often apparent when an officer is promoted to the position of fire chief and suddenly realizes that they are no longer dealing with someone who thinks like they do and who embraces a completely different set of values. In junior ranks, officers are often protected from the realities that accompany reporting directly to the city manager or protective services administrator or similar position, and unknowingly assume that the relationship with all superiors will be the same. Although ‘boss fit’ can be seen as simply a form of interpersonal relationship, this can become a challenge that may not easily be overcome.
Team fit is paramount to success in any position regardless of where one sits within the organizational chart. While no one can argue the value of a cohesive and closely knit team within the fire department, a candidate who is promoted into a senior position may need to change their approach in order to fit the new role. This may call for some form of behavior to be borrowed to suit the new role within the team or it may require the candidate to mask some aspect of their former behavior in order to conform to the needs of the new position. This aspect of fit may result in a candidate being excluded from the team as he or she knew it prior to the promotion.
The last area we will discuss is ‘culture fit’. I once heard a fire fighter call a talk show and argue that his fire department did not have a culture. The reality is that all organizations have their own unique culture. Put another way, culture is the norm of the group. In reality culture is the tradition or custom that dictates the behavior and acceptance of others by their organization. The question for the individual seeking promotion becomes one of knowing and understanding that their acceptance in a former position may not hold true in the position to which they aspire.
What would constitute being labeled as an inappropriate fit? The reality is that failure to meet a preconceived expectation set by a superior or oversight group in any of the above areas could be seen as an inappropriate fit. This does not suggest that the individual is poorly trained or ill prepared for the position to which they have aspired, but rather that they have moved into an area that requires a new level of conformance to the expectation of others. In some cases this change can be easily accomplished while in other instances, the emotional effect of trying to be something that they are not will result in a physical or mental withdrawal from a threatening situation where conformance is uncomfortable.
I cannot think of a single solution or suggestion to persons who are preparing themselves for future promotion and have a concern of whether the fit is right for them. I would suggest however that they take time to thoroughly explore and analyze the needs of the position, the reporting relationship, leadership style and philosophy of the person that the position reports to, as well as developing a good understanding of the workplace or department that you will be responsible for. With this information in hand, you will have a good idea of whether you have what it takes to be a proper ‘fit’.
About the author: John Vokes, BGS, MA, MIFireE, offers independent fire protection consulting to local governments, developers, and organizations that require assistance in their planning efforts, along with realistic interpretation of fire protection and fire safety requirements.
John can be contacted at john.vokes@shaw.ca or through www.jbvconsulting.com
This article was orginally published in Firehall.com Magazine in August 2009
The importance of Ethics and Values in fire service leadership
The discussion on ethics and values is a continuation of the review of competencies that are required by fire service leaders. To recap, the study of competencies for senior fire service leaders originated with a significant survey, research project, and focus group to determine a roster of competencies that are essential to function as a fire chief or senior officer within a fire department. What made this topic of particular interest was the noticeable absence of reference to ethics and values within postings for fire chiefs.
Although references were made during the interviews with administrators and current fire chiefs to treating their staff right, being honest, and doing the right thing, it was learned that human resource advisors generally pursue this line of inquiry during the interview and screening process using situational questioning, profiling or testing, and inquiry on reflective leadership. In addition, human resource advisors often made the assumption that applicants for senior fire service positions brought a high level of ethical understanding and behavior with them to the position.
What followed during the interviews, however, was noteworthy and distracting to some extent and emphasized the need for fire chiefs to give serious thought to their own conduct, and for human resource advisors to ensure that this area is adequately covered during the interview and selection process through situational questioning and reference checking.
The initial survey results and literature review portrayed the fire service as having a high level of trust with the public and is seen as the service that will respond to any need or crisis that they are asked to attend. Comments generally reflected that the ethical behavior and values form an integral part of the department’s culture and is reflected by the tone set by the fire chief. Conversely, membership of the department view the fire chief as setting the values of the department and that both the individual and the department can lose credibility quickly if found to be operating in a manner that creates a poor image for the department.
Several anecdotal accounts emerged of fire chiefs establishing the standard for tolerance within their department on topics that included use of alcohol while staff were on duty, use/misuse of department equipment for personal use and/or profit, misuse of authority, and slight of hand when making purchases that result in personal gain, to name a few. In most instances, the fire chief may not have been a participant in the proceedings, but rather knew that these things were happening and chose not to address them as an issue and put a stop to them. Generally speaking, it is believed that many ethical issues and questionable moral values are kept internal to the department and seldom become known to administration or to the public.
The presence of wrongdoing is however, a means of measuring the performance of the fire chief and the department by the administrator and elected officials who are called in, or become part of addressing the problem when one become known. From input received, one could conclude that the fire chief must be a person who is above reproach and held in high esteem by this public, peers, and members of the department.
It was properly noted that the fire service is not subject to the same level of scrutiny of ethical behavior as the police service, mental health professionals, or social workers. The fire service does not typically become involved with individuals to the extent of other government services and is seen as a user-friendly service with a high approval rating.
One interviewee provided a statement that captured a lofty expectation by saying, “In setting the bar on ethical expectancy and values, the fire chief should hold as their highest value, self-commitment to growth, be proactive to preparedness, and hold compassion for those that they serve.”
It was also noted that there is a greater expectancy for high moral and ethical values by younger staff. Many younger, better educated fire fighters frown on what was acceptable a few years ago. They see the fire service as an ideal and well-respected vocation that they have chosen to follow and have expressed disappointment in ethical behavior seen demonstrated by past leadership.
The study of ethics and values begins with the basic premise that ‘to do right is not to do wrong’. Standards for ethical behavior and organizational values are often open to interpretation and therein become the ongoing challenge for fire service leaders and local government officials.
About the author: John Vokes, BGS, MA, MIFireE, offers independent consulting and advisory services to local governments, developers, and organizations that require assistance in their planning efforts, along with realistic interpretation of fire protection and fire safety requirements.
John can be contacted at john.vokes@shaw.ca or through www.jbvconsulting.com