It's That Time of Year Again, Ryman's Rules: A Volunteer Chief's Philosophy

With "election" season upon us for many volunteer departments, and new officers and chiefs being selected in many areas, I thought a revisit to this timely topic might be fun. 

There are rules, and then there are rules. Here are some I've tried, not always successfully, to follow.

Ryman’s Rules: A Volunteer Chief’s Philosophy

1. You are responsible. You are responsible 365 days a year, 7 days a week, 24 hours a day. If you are there or 3,000 miles away. You are responsible. You can delegate authority, but not responsibility.

2. The chief is always right. Invite input, debate, etc. from the officers. However, once the decision is made, that’s it. In public, the officers must show solidarity.

3. The officers are always right. If an officer makes a decision you disagree with, in public or with the other firefighters, that decision was right. You talk about what you would have done differently in private.

4. Delegate, delegate, and delegate. You can’t be involved in every activity, nor should you be. Give the junior officers responsibilities and hold them accountable. If they follow through, give them more and more. If they don’t, let them know about it and don’t give them any additional work.

5. Try to develop a command presence. Your presence at an emergency should send a message to the firefighters that everything is going to be okay. Regardless of how badly something is going, try to maintain a calm exterior. Motivate your people. This is done differently for each individual. If you give an order or tell them to get into a building, they should totally believe that you believe they can do it. Never tell a firefighter to do something you wouldn’t or couldn’t do yourself. Chiefs give orders on incomplete information regularly. Even if you have doubts about it, give the order as if you are 100% confident about it. Your confidence is a force multiplier.

6. Let them have fun. Nobody is getting paid for this. The younger guys have to enjoy themselves. At the same time, know when to pull in the reins, and when you do, jerk them hard. They still have to be professionals. You can’t be their buddy anymore. You are the man, and they have to recognize it as such.

7. Pace of change. Keep them sullen but not mutinous. The pace of change has to be fast enough that the young guys see progress, but not so fast that the dinosaurs get riled up. As long as both groups are slightly unhappy, you’re doing fine.

8. Don’t be afraid to piss somebody off. If you’re not pissing somebody off once in a while, you’re not doing your job.

9. Encourage training certifications. Push the guys to get their Firefighter 1 and other certificates. The time is fast coming when what you are able to do, and what positions you can hold in a fire department virtually anywhere will be determined by these certificates. At the same time, work to keep things in perspective. Firefighter 1 or 2 does not equal “super firefighter”.

10. Develop junior officers. The greatest legacy a chief can have is by the officers he leaves behind.

History Makes a Difference

History to some can be dry and impersonal.  Not in this case.  Michael “Mick” Shay and his 96 year old father knew his great grandfather served with the St. Louis Fire Department for many years, but little else.  His journey through history uncovered a fascinating and tragic story.             

Austin Shay was a skinner, a ladder truck company firefighter of the day, and member of the famed St. Louis Fire Department Pompier Corps.   In 1887, the department established the first Pompier Corps.  These firefighters taught climbing and rescue skills to other departments across the country.  The Pompier Corps used specially developed scaling ladders.  The top of the ladder, with its iron catch would be hooked over a window sill and the firefighter would climb the narrow rungs to the window.  He would then stand on the sill, pull the ladder up, and raise it to the next window; not a simple or safe exercise. 

           

The younger Mr. Shay also determined his grandfather worked with the legendary Phelim O'Toole   famous for the rescue of over a dozen people at the Southern Hotel fire on April 11, 1887.  Skinner Shay was also present at the fire which cost O’Toole his life, the fire extinguisher he was attempting to use exploding, killing his fellow fireman.        

There were other tragedies from fire as well.  Firefighters in the late 1800s worked long hours with little time off, and many mornings, Austin would walk home for breakfast at 7:00 AM before immediately returning to the station for another shift.  On one such morning, he arrived to find his own home in flames.  His wife, who had risen to make him a hot breakfast, attempted to light the kitchen stove with coal oil, and was fatally burned.  While his five children survived, their home was lost.             

Mr. Shay and his father were able to visit St. Louis and see many of the areas where their ancestor lived and worked.  They also located the Calvary Cemetery graves of Austin Shay, surrounded by his wife and five children.  Moved by the new knowledge of his forefather’s life and challenges in the service of his city, Mr. Shay’s father arranged for a headstone to be erected at the previously unmarked grave site.  History does make a difference. 

Get Out of Your Comfort Zone: More Advice for the New Fire Officer

Comfort zones are a wonderful thing.  Avoid yours.  One of the most important, and difficult, things to do is get avoid simple acceptance of the status quo.  “We’ve always done it that way” are some of the most dangerous words out there.  On the flip side of the coin, change simply for its own sake, can be just as problematic.  The newest, latest, greatest, hottest change in tactics, tools, or techniques, isn’t always.   

Always what?  Well it’s not always great, or in some cases, actually new.   Recycling old ideas or techniques with new names and calling it progress has been part of the culture for a long time.

So what is a new fire officer (or any fire officer for that matter) to do?  How about this for a radical idea—think.   

Think for yourself.  Don’t blindly accept either the status quo or the latest greatest.  Examine both with a high degree of rigor.  I’m not suggesting blatant disregard of standard operating procedures, whether existing or new, but there’s nothing wrong with looking at them critically.   

Challenge yourself.  Specifically select articles, blogs, and authors to read with whom you inherently disagree, and then try to read them with an open mind.  Evaluate their arguments dispassionately.   Look behind the data.  How was it developed?  Was the methodology valid or do you perceive flaws?   

They may not change your mind, but you will better understand the arguments others are making on a particular topic.  Reading in this way also opens you up to the possibility that in some cases, you might need to acknowledge your own pre-conceived notions may not be correct.   

Try to find a few fellow officers, peers and superiors, with whom you can have a wide ranging, non-judgmental dialogue on fire service issues.  A few adult beverages (the operative word being few) can sometimes help lubricate these discussions.  The response “that’s #($*& stupid and so are you,” is not the type of conversation you are shooting for.  An open and respectful debate can sharpen thought processes, expose unanticipated flaws in policies and procedures, and overall, be valuable for all participants.   

I would be remiss if I didn’t point out; all of this is easier said than done.  Comfort zones are called that for a reason.  They’re nice enjoyable places to stay where you don’t have to think.  Critical thinking in this manner is one of the most important tools of the fire officer and leader.  Get out of your comfort zone and try it. 

A Christmas Excerpt.....

It was the Friday night before Christmas, a crisp  starlit evening.  We were cruising the township roadways with Santa Claus on the rescue.  It was an annual event, much enjoyed by many of the smaller members of the community and, truth be told, by many of the bigger ones as well.   

The lights were flashing, the siren screaming, the air horn blasting and regular sounds of “Ho Ho Ho” were echoing in the night air from behind me.  I rode the officer’s seat in the cab, just enjoying the atmosphere and the smiling children we encountered on our slow tour.  My fun was broken by a radio call. 

 “Comm Center to Chief 36,” the radio query came.  After I responded, the dispatcher asked, “You wouldn’t happen to be out with Santa Claus by chance, would you, Chief?” 

 “Affirmative,” I answered. 

“Can you call in by phone?” the dispatcher asked. 

I didn’t have a good feeling as I reached for the cell phone mounted on the dash.  Was some scrooge upset by the siren noise, I wondered.  When I got the dispatcher on the line, it was nothing like that. 

“Hey, Chief, we just had a call from a grandma on Greenfield Road.  She was upset ‘cause she had been out when you went by and her grandchildren just missed Santa.”

"Please tell me she didn’t call in on 911?” I asked the dispatcher, almost dreading his response.  The 911 emergency line is certainly not the proper method to obtain a visit by Santa Claus. 

  “Oh yeah, she did,” he said with a laugh. 

  “Sorry about that, we’ll take another run down that road.”  We have to take care of a grandma like that, I thought to myself. 

 “Thanks, Chief, and Merry Christmas,” the dispatcher answered, as we both disconnected the line.