From the Floor: December 2014
Jay ShawFeatures Hot Topics Leadership
There are a lot of firefighter leaders, writers and administrators who talk about leadership versus management, the differences between them, and how each is applied to situations, problems, or issues. As a consultant who specifically assesses, creates programming and instructs on the tenants of these topics, I find it very amusing that the predominant term used by managers in the private industry in which I consult, is in fact, fire fighting or putting out fires.
These terms are used to describe dealing with problems that pop up, or people or things that seem to become difficult. You’ve probably heard these terms in the context of business, as emergent issues that always put a wrench in your plans and seem to come out of nowhere and start fires. These fires, if left unattended, seem to grow in these organizations until they consume morale and organizational culture, much the same way a structure fire consumes oxygen.
Managers tell me how they fight the fires with aggressive policies and manage the issue from a best-case scenario point of view, sometimes even taking a chance or having to move quickly on an issue to stop it from spreading. Just imagine an organization lacking in oxygen – a slow, dying, stale business with no fresh ideas goes under, and you can almost bet cash money that someone was trying to fight a fire.
Fire fighting is extremely dangerous, has unforeseen risks and is an aggressive venture to undertake at the best of times. So why do we do it? Because there may be something to save. But when it comes to business and/or fire fighting, our strategies have evolved to the point at which even firefighters question why we would do something so aggressive.
Fighting or putting out fires are horrible terms and mindsets for managers, leaders, and supervisors in any industry,– including the fire service – when it comes to dealing with people and managing resources.
For goodness sake, the term fire fighting has the word fight in it. Why would you want to correlate any work activity to the term fight? The new fire officer, fire chief and firefighter all learn the same conceptual ideas now that we know that interpersonal skills and communication skills are paramount to the success of the department, in the halls and on the fire ground. In fact, unless something is happening that is of imminent danger to my life, there is really never a time to yell, ever. Every organizational behavior, conflict resolution, and leadership book or course confirms this.
And while we can argue until our face pieces suck in and were out of air, I can tell you I will never be convinced that managing people is the best way to create a successful department. Leaders lead people, and manage policy, directives and process. Managers manage people through a lens of policy, directives and process. The difference is that the leader is out in front with fire-prevention strategies and the manager is chasing fire with a small five-pound extinguisher. There is a notable difference in the approach, wouldn’t you agree?
When my lovely wife was promoted to a management position at the hospital and struggled with the new buddy-to-boss paradigm, I suggested she lead the team from a perspective of collaboration, taking in feedback and doing a lot of listening from all of her new stakeholders. Once a deep understanding of the issues was accomplished, she was able to use feedback and suggestions to help draft new policy, and she gave all the credit to her staff for coming up with the ideas. A manager might have first tried to assume what the problem was and direct the fix with no input for others. While in some cases this would be a normal strategy and a proper course of action, rarely does this approach work as well as leading your team to help draw the right conclusions on their own.
One solution builds value in the team and eventually prevents similar issues from popping up as stakeholders learn the value of leading forward to find the solution, while the later may solve the problem, but offers no long- term strategy for stopping the issue from happening again; hence the comparison of fire fighting rather than fire prevention. This strategy has worked for me in the boardroom, and the fire officers I trust and respect who use this method seem to have crews and followers who would bust through brick walls for them as well.
Funny how building value in people, showing them respect and guiding them to follow policies and procedures that are collaborative in nature gets better results.
An ounce of prevention or a five-pound pound pressurized can of cure? You decide.
Jay Shaw is a primary-care paramedic and firefighter with the City of Winnipeg. Contact him at email@example.com and follow him on Twitter at @firecollege
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