Leading From Values
I was at a restaurant that I often frequent the other day, enjoying breakfast with a close friend, when I paused to reflect on why I enjoy my experiences with this restaurant more than the numerous other breakfast restaurants located in my neighbourhood.
. The food is good, but since I follow a whole-food, plant-based diet, food choices and quality are very limited at whatever local restaurant I choose. It's really the service that attracts me to this establishment, and, more importantly, the culture that fosters that service and makes it truly genuine.
Wouldn't I still be loyal if the service was good without the culture of genuineness, you ask? Likely not. Have you ever called a company to resolve a problem, listened to several directions telling you to pay attention because "our options have recently changed," pushed multiple buttons to finally arrive at what you think will be the location capable of solving your problem only to listen to, "All our agents are busy, you're call is important to us…." Just describing it frustrates me. The point is, if you ask the company, they will tell you that they're doing everything they can to serve as many people as possible, and their messages are both polite and genuine – but they really aren't, partly because they removed your ability to push '0' and speak to a human. And, thanks to AI, they want you to think you're talking to a human when you're not. Every customer service agent who finishes an unproductive (for the customer) call with "Is there anything else I can help you with, today," and, "Thank you for calling, and have a great day," is likely functioning under a disingenuous culture. Same with every store entrance laid out like a prison sally port except with a turnstile programmed to play a recording of "Welcome to…," every time you pass through it. Genuineness is important.
Back to my restaurant…although I appreciate the fast and efficient delivery of my order to the table, it's actually the obvious autonomy and freedom they have to organize their work that impresses me most. Clearly, their management respects their knowledge, experience, and evident professionalism enough to get out of their way and let them get the job done. I'm able to observe it, and experience it in my interactions with them.
The management style is one that leads from the value of 'respect', and that guarantees my business.
Leadership Values
Consider any potential previous leadership roles, including during educational, volunteer or previous work experiences. Carefully consider whether you did well, whether it was a comfortable role for you, and especially consider, as truthfully as possible, how others perceived you in this role. You should know. If it went well, it might be because you have natural leadership abilities that can be honed, but if it didn't go well, this is your opportunity ask yourself what you learned from it, and, especially what changes you implemented as a result of it. If having introspected you find that you have not been in leadership roles in the past, you should ask yourself why not. It's possible there weren't any opportunities, but it's also possible you have avoided them, and that should be a 'red flag' for you. You may want to consider creating some leadership experiences for yourself (perhaps through volunteer work) so that you can realistically evaluate your potential.
In our last issue, my article Preparing for the Promotional Exams: A Starting Point left you with homework. As aspiring leaders, I encouraged you to select the top three to five values most important to you, and which you want others to use when describing your leadership style. As a reminder, the selection of values is listed below.
This is a worthwhile activity, not just for those beginning their leadership pathway, but also for those already in leadership roles within the fire service. Whether you recognize it or not, your values are at the core of how you manage your leadership responsibilities. Not only is it difficult to (at least consistently) behave differently than your values, but doing so risks an uncomfortable cognitive dissonance. You might try allaying the dissonance with rationalization, but it's better to lead from values. It makes us more true to ourselves (an especially good thing if 'truth' is one of those values!).
For an experienced leader, pausing to reflect provides you with an opportunity to decide if you are leading the way you really want to lead. Here's the list:
Values in Action
Taking the time to articulate your core values (and beliefs) is the first step towards ensuring that your actions are congruent with your values.
Remembering that the values you selected are ultimately meant to describe your behavior and how you interact with others, the second step is to reflect on times when you feel you exhibited your chosen values. If you are an aspiring leader, consider how you would like to do things, as a captain, in the context of your values. It may help to look for examples from those you admire.
If, seemingly similar to my restaurant manager, one of your values is 'respect', ask yourself how you would show respect. As an example, you may defer to a crew member who previously worked at a gas company during a gas leak call. Or you may utilize one crew member's expertise in exercise science to design a work-out program for the crew. Both examples show respect for prior knowledge and capabilities, and, therefore, for people. Examples of showing your values in action need not be grandiose or excessive. It's much more important that they are continuous, consistent and genuine.
As you are identify previous examples of behaviours that reflect your core values, consider the varying components of your new role as a captain and 'plug' those examples into the components. You should be considering components from the fireground, leadership, training, paperwork, performance review, community relations, station duties, etc.
When Things Get Difficult
Knowing which values you would like to guide your behaviour as a captain will become most important (and helpful) when you are required to correct the actions of a crew member. The best time to do this is before actions become problems. Demonstrating the value of 'respect' when discussing a mistake or an ill-advised action by a crew member may mean delaying the discussion until privacy can be ensured, or perhaps providing the crew member with time to explain or take responsibility for their actions prior to voicing your opinion. One way to show respect during these difficult discussions is to focus on getting a commitment by the crew member to change their actions, as opposed to focussing on getting them to admit they were at fault.
One of my personal key leadership values is 'equity', meaning I have a desire to treat everyone fairly and impartially while respecting their personal differences and circumstances. I find it very useful to remind myself of this when I am preparing for a conversation about a mistake or a required behavioural change with someone who has an interpersonal style that I find difficult. Focusing on my value of 'equity' reminds me to interact with them as I would interact with others whom I find more compatible.
Don't Keep Values Secret
Be comfortable taking pride in the leadership values you are trying to emulate. Share them with your crew – remembering that once you do, they will be expecting them as part of their interactions with you. When it's appropriate, ask for feedback about how your actions are aligning with your values and your vision. This will go a long way toward inspiring others to integrate those values as a firehall (and hopefully departmental) culture, with all the potential for positive outcomes.
Take a moment to think about how the word 'genuine' from my first two paragraphs above plays out in the differences between the talking turnstile, the machine that tells you your call is important, and the wait staff who instinctively turn their heads toward the entrance door every time it's opened and invite you to have a seat anywhere you're most comfortable.
Values matter. Good values matter more. Demonstrating good values matters most.
