Features Leadership
Editors’ pick 2015: Firelines

A few months ago I accepted the position of fire chief in the Town of Golden, B.C. As I learn and grow into my new role, I am reminded of important facets of leading a diverse group of people who make up a fire department.

Over time I’m becoming more familiar with the community, the department and some prominent local issues; but getting to know the members of the department – those who make the organization tick – is of paramount importance. Of course I’m interested in the hard information such as strengths, weaknesses, qualifications and the like, but I also want to know members’ aspirations, their histories, what troubles them and much more. I want to know them like, well, family.

One of our members lost his father to a medical emergency a few weeks after I started. I had not met the father, but I, along with a number of our members, attended the service. Why? So we could support our colleague when he likely needed it most.

As I work with our officers, I gradually learn their leadership styles, their insights about the department, its way of operating, its challenges and its strengths. My relationships with the officers are much more than operational; they’re personal too. I enjoy hearing anecdotes about previous calls and meeting the partners who support our members; these are vital ways to become part of the fire family.

A rapport is also developed with my supervisor as we get to know each other’s work styles and priorities. Elected officials have significant impacts on many aspects of a fire department, from budget considerations to capital projects, levels of service and much more. Those relationships are works in progress and may need to start anew after an election season. A cardinal rule with CAOs and councils is that they don’t like surprises; approach them with solutions rather than problems.

Building relationships also extends beyond the municipality to leaders of other emergency organizations, industry representatives and other governmental and regulatory folks. It will take some time to acquaint myself with everyone, but it will be time well-invested.

Getting to know the community here is not only a treat, it’s essential too. There is a ton to learn about historical and current issues as they relate to the fire department. I need to gauge whether we’re delivering the right services at the appropriate levels. Are there risks that are not being addressed? Is there public appetite for other changes in our organization? The fire department should, in my view, be part of the social fabric of the community, which means it is critical for the fire chief to be immersed in the community outside of the provision of emergency services.

We are a small enough community and fire department that I may occasionally have to operate our trucks or other equipment. I must be familiar with the department’s engines, quint, rescue truck and all other equipment. Because it is a small department, I would not expect my members to perform any task that I couldn’t.

Another bonus of being in a smaller centre is engaging with citizens while promoting fire prevention; that might mean presenting to a class in one of our schools or conducting fire- and life-safety inspections in our businesses and other public buildings. Relationships are built in the community, too, as we educate building owners as to why compliance is so vital in order to reduce harm to occupants and minimize property loss.

It was bittersweet leaving the community and department in which I had become an integral member, but it is an absolute thrill to create new connections and take on the challenge of leading and managing a new department. I will spend a lot of time observing and learning over the next little while.

I will also be an agent of change in some respects. There will be procedures, equipment and philosophies that remain, and others that will change. Change for change’s sake is unwise; so is holding on to current practices simply because we’ve always done it that way.

A move to a new department brings into focus many of the strengths and qualities that are needed for day-to-day and long-term leadership of a fire department. It is also an opportunity to reflect on the importance of leadership. Effective leaders, whether a day or a decade into their positions, continually build and strengthen relationships, are fully engaged in their organizations and their communities and are constantly striving to improve themselves.

September 14, 2015 
By Dave Balding