There were tremendous learning opportunities created at our recent Executive Development Conference.  Before I address them I must thank everyone who was able to attend during these difficult times.  Your opinion as to what you liked and what you would like to see different is essential to our future success.  I welcome your honest feedback; send me a note at tweber@port-orange.org.  I must whole heartedly thank staff for all of their hard work and would like to acknowledge that the Marriott’s performance was a cut above this year. We could not have held this conference without the help of our vendors and manufacturing partners, thank you too for your assistance.

 

All of the presentations have received positive feedback.  I was honored to have Dr. Larry Ritcie and Chuck Burkell as presenters.  The theme of higher education was well presented and thought provoking.  It was noted that experience is an essential skill required of a leader.  As a leader, expanding your reach beyond your office is required to build that experience through interaction with your organization, community and the political process.

 

It is very easy to get lost in the office when you become a Chief Officer.  There never seems to be enough time in the day to accomplish the tasks required by your position.  One of those tasks that are required by every officer position is interaction with the members of the department.  The worst thing you could do as you ascend in an organization is to lose touch with the positions and people you were previously associated with.  This was demonstrated nationally this past year with the television show Under Cover Boss.  You do not want to be in the position to find yourself out of touch with your employees at any level of the organization.  Here are some tricks that I have found worked for me to stay involved at different levels of the department. 

 

I schedule a morning each week to visit fire stations.  While at the stations I respond as part of that crew to any calls they may receive.  I participate as one of the crew, not the Chief; this practice has always been well received.  The first few times you do this there may be some apprehension but that fades as long as you continue and maintain participating as one of the crew.  For mid-level management response to working incidents and functioning as a mentor or senior advisor is a tremendous way to demonstrate confidence in your staff’s abilities and be available to assist them as needed. 

 

Monthly staff meetings allow input from the entire organization when you include the firefighter representatives (union) in the meeting.  Everyone represents the team when in the field therefore everyone should be involved in the development of the service that will be provided.  Regularly scheduled meetings of all participants are how that can be accomplished.  The minutes from these meetings must be published to share the work of the staff and provoke feedback from the organization.

 

Weekly staff briefings are the best way to keep involved with your senior staff.  These briefings should be held at the beginning of the week, should last no longer then sixty minutes and should include an update on assignments and projects.  This concept keeps everyone informed, eliminates duplication of effort and maintains a team environment.  Maintaining contact within the organization is only half of the picture.

 

Establishing working relationships external to the department is absolutely essential to the success of an organization.  Keeping a bi-directional flow of information between the city, county or district leadership and the department is an obligation.  Neither can function effectively without knowledge of current events.  Participation with other governmental agencies, for example, public works, and emergency management is required to be able to successfully complete any emergency service mission.  In Florida, we have all recognized the partnerships needed to deal with disasters large and small.  The most important external relationship is with the community we serve.

 

Community involvement cannot be overstated.  Chief Officers in the organization must be active members in the community.  Regular interaction with community and business leaders enables you to understand their needs and situations they also have a reciprocal understanding of your department and its services.  Being involved at this level allows you an open line of communication with the people who are the recipients of your services.   Rotary, Kiwanis and Lion are a few examples of service clubs in communities.  The best opportunity to be involved with businesses is local chambers of commerce. 

 

Chief Officers are the face of their organization.  That face needs to be seen by the organization, partner agencies and the community.  Successful emergency service leaders have established a program that allows them to actively participate at all three levels and continue to manage their other responsibilities.  Organizational success is based on department personnel being prepared through a combination of education, experience and motivation; these skills produce the opportunity to be involved in the community which will enable you to promote and advance your services. 

 

Yours in Emergency Service

Tom Weber
President