Leadership is often described as being a very lonely place. In my experience, this is undeniably true at times. I commonly speak with leaders, both within the fire service and well outside it, who express and describe the pressure, stress and loneliness that complicates and frustrates their lives as a leader.
I can attest to the realities of being alone in my office, dealing with pressures, issues, and difficult situations that other members of my team may not be aware of. This can quickly feel like a very cold, lonely, and even nasty place at times.
In our team, we make decisions together and the members of my command team are regularly involved in the most challenging and sensitive issues. This is how good decisions get made – by leveraging the perspective, expertise, and advice that each of our team members bring to the table. But, without any doubt, there are times where the Chief must make the toughest of decisions and face the criticism and angst that comes with the most difficult situations and issues.
It is important to remember that leaders are people first. And, like every other person, leaders sometimes make mistakes and incorrect decisions. There are also times when leaders find themselves so conflicted in making an important decision that they get stuck. We can be so close to an issue, and the consequential impacts of that pending decision, that we feel as though we concurrently agree and disagree with the decision we are about to make.
As leaders, it is easy to lose the perspective and clarity that comes with being one step removed from the issue at hand, which can quickly put even a savvy leader in a quagmire.
There have been times when I have been both 100% in support of a proposed course of action, while also being 100% concerned about the impacts and potential unintended consequences that come with making that decision. There are times when we need additional clarity and perspective to make the right decision.
This is why every leader needs a personal contact list of people whom they trust, respect and value to provide them with candid, direct and unbiased feedback, and advice when they need it the most. All of us need help from time to time, and it is crucial that leaders not hesitate to ask for and accept that help as required. My personal contact list is comprised of a small group of trusted colleagues and friends whom I know will always be candid with me, who are willing to point out the potential pitfalls associated with what I am considering, who will tell me when I need to change course, and who will be honest with me when I have made mistakes that I need to correct.
Above all else, what our personal advisors end up providing for us, especially when we get stuck as leaders, is perspective. They can see factors, issues and considerations that may not be readily apparent to us at that point in time. As a former commercial pilot, I am reminded that this perspective is what is referred to in aviation as situational awareness, whereby pilots are always thinking, planning, and evaluating what lies ahead of the aircraft before they arrive there.
The loss of situational awareness in a flight deck can have catastrophic safety consequences, just as the loss of perspective and situational awareness on the part of a leader can result in very bad decisions being made that can affect considerable numbers of people.
I am beyond thankful for the great people who give me this type of perspective and advice when I need it the most, especially when it is hard for them to tell me what they know I need to hear. It takes courage, confidence, and awareness to be that advisor, and it is not work for someone who lacks the willingness to have hard conversations with someone they care about.
Make sure you know who to call when you need the advice and perspective of a trusted colleague, friend, or mentor. Make sure that you make that call, without hesitation, when you find yourself getting stuck in the decision-making process.
And above all else, be prepared to accept and consider the advice and perspective that you receive. The impacts and outcomes of the decisions you are about to make depend on it.
Matthew Pegg is the chief with Toronto Fire Services, having previously served in Georgina, Ajax and Brampton, Ont. Contact Matthew at matthew.pegg@toronto.ca and follow him on Twitter at @ChiefPeggTFS.
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