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It’s The Minimum

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If you didn't have standards, this might be your first out engine.  Swan River, Queensland, Australia 2002

If you didn't have standards, this might be your first out engine. Swan Creek/Emu Creek Bushfire Brigade, Queensland, Australia 2002

Authentic Neapolitan pizzas are typically made with tomatoes and Mozzarella cheese.  Genuine Neapolitan pizza dough consists of high-protein wheat flour (type 0 or 00, or a mixture of both), natural Neapolitan yeast or brewer’s yeast, salt and water. The dough must be kneaded by hand or with a low-speed mixer. After the rising process, the dough must be formed by hand without the help of a rolling pin or other machine, and may be no more than 3 mm (⅛ in) thick. The pizza must be baked for 60–90 seconds in a 485 °C (905 °F) stone oven with an oak-wood fire.[4] When cooked, it should be crispy, tender and fragrant.

Those were just a few of the standards for an authentic Neapolitan pizza (published on Wikipedia), as recognized and protected by the Associazione Vera Pizza Napoletana.  Likewise, most of the things you take for granted in the world, with the exception of things like knock-off Rolexes, are constructed from materials meeting standards, are built to certain standards, and if they carry any kind of guarantee of quality or workmanship, must meet performance standards.

Unless your organization is living in a 1950’s time warp, the people in your community, when they call the fire department for help, expect help for many things that exceed the scope of “firefighting”.  Regardless of whether your community is staffed with a career or a volunteer department, there are increased expectations on the level of service being provided.  I can rationally argue the need for standards on a number of different levels.  I will, however, only provide you with this one today; it’s the minimum.

If you want to call yourself a firefighter, there are certain things you should be able to do.  If you cannot do these things, you run the risk of hurting yourself, not to mention others.  You also run the risk of making an emergency greater than it was when you arrived.  As a reasonable and prudent individual with a duty to act, you agree that your “job” (as a firefighter) entails certain knowledge, skills, and abilities to allow your organization the ability to advertise a product. What that product is in your jurisdiction could be limited to fighting fire or could be all-hazards, or anywhere in between.

Your community, in supporting the “fire department”, does so with the understanding that you are what you say you are.  The community defines that expectation; if their only expectation is that a group of bubbas show up to put out a fire when it occurs, then maybe you don’t need to meet a standard.  If that’s the case though, when insurance companies decide the risk is too great in your community, don’t be surprised when the citizenry can’t get coverage and they hang you (or your chief) in effigy at the town square.  And that may be getting off light.

Minimum standards, among other things, define.  Since a group of individuals representing different aspects of the world affected by a certain thing decided and agreed on a definition, and that group is recognized by the others affected by that thing, the definition becomes a standard.  I could write a standard on constructing nuclear plants and declare it the minimum standard, but since I have no authority or expertise in doing so, my standard would likely be considered meaningless and useless.

For those who aren’t in favor of standards, I’d suggest that it’s not that you aren’t in favor of standards, but what is in those standards and how they came to be.  If that’s the case, I’d say that before you make any proclamations on a standard being a “bad” standard, you seek to understand how that definition came to be and how it happens to be the minimum.  In many cases, I’d bet that you’d find that others wanted a much stricter or more restricting definition and the end result was what everyone on that committee agreed was acceptable for use or was prudent.

Like I tell the people who work with me, don’t complain about anything unless you tried to do something about it.  If you don’t like a standard, feel free to get involved.  But the long and short of it is this: standards exist for at least one primary reason, and that reason is to define what something is.  In the absence of any other meaningful definition, if something close fills that void, that standard will be the one that defines the subject matter.  You can be angry about it if you like, but if you don’t like it, change it.

In the meanwhile, if it’s an accepted standard, you can assume you’ll have to meet it.  You can say all day that you choose not to meet certain standards, but if you are like me, you will understand that to not do so will leave you open to a number of things, including liability.  The only way to escape it is to lay that decision on the people who are at that payscale: the politicians. But that’s a blog post for another day.

Stay safe and do the best you can with what you have.  But remember, the standard is what defines you.  If you have no standard, you have no definition, and in that case, a monkey can do your job.  Even pizzas are made to standards.  If having no standard is what your community believes to be okay, then know that you ultimately get what you pay for, and if your community doesn’t support a department with minimum expectations of members, they shouldn’t be surprised when everything within the city limits are a smoking ruin some weekend.

What Does It Take To Be A Firefighter Anyway?

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Being a firefighter is real work and not for the faint of heart. If dirt bothers you, go get another job.

We should make getting into the fire service at least as hard as trying to get into the NFL. If everyone wanted to be a firefighter when they were growing up, most of us also probably wanted to play football. The NFL has all kinds of hurdles to cross to get a job there: the Wonderlick, the combine, scouting, etc. In some fire departments, all you have to do is fog a mirror, and even then, I wonder if that is even a requirement.

When all hell has broke loose in our lives, who better to see than the fire department?  If the people we are recruiting can’t even solve the simplest of daily problems, what makes us think that at 0200 with the roof falling in on us that there will be sudden improvement in judgement and reasoning?  It again goes to my post of the other day about being cognizant of what we do and don’t know.  Some of these folks are so sure of what they think they know, that it makes them dangerous to those of us who know that we can’t possibly know everything.

Thus the survival instinct of the crustiest among us: situational awareness.  We know that with Murphy lurking around every corner and maintaining a skeptical eye on most every situation, we aren’t entirely surprised when things go wrong, because we figured that they would anyway.  It’s like some of the newer guys I talk to think that just because they studied it at the Fire Academy, it is going to go like the plan at every incident.  I don’t know how you teach someone to be a little less optimistic, but if we can figure out how to do that, we might get some of the problem licked.

But that isn’t all; there’s something to be said about the mentality of “heavy lifting” that escapes some of our new hires around the nation.  They seem to think that the problem is solved when we arrive and that it’s all going to be blood and glory.  Then they become disenchanted when they’re mopping up vomit off of Mrs. Smith’s kitchen floor after the rig has taken her to the hospital.  Our job requires us to tough it up and do what is necessary, whether we like it or not.

A little less bitching and a little more effort would go a long way.  Your truck isn’t running perfectly?  Well, sorry: For years I held apparatus together with duct tape and superglue.  Suck it up and do your job.  If something doesn’t work, roll with it.  I took a lot of pride in knowing that I could do whatever job necessary with whatever I had with me, or at least knowing where I could make something work in the meanwhile.  Nowadays it seems like if the least little thing goes wrong, people are throwing their hands in the air and giving up.

So here’s what it comes down to: We must figure out a way to test individuals for resiliency and determination, while also measuring their ability to understand that if they want the glory job, they should have probably worked harder for that baseball scholarship. There is no glory in our job.  Put away the wacker lights and the Bad-Ass Firefighter t-shirt and know your role.  If you aren’t out running calls, be grateful that you get to have a night of sleep and that no one became homeless last night because their house burned.  And if glory and fame is what you want, go form a posse and hang out with Lindsey Lohan or something.  We’ve got a job to do.

Evolution And You

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You can choose to keep your head in the sand or come up for air. It's really YOUR choice.

In an uncharacteristic Firehouse Zen moment, I’m going to share some not-so-heartwarming news with you: If you fail to evolve, you will die. It’s not all about cheerleading and mentoring. Some of this motivation has to come from the subject themselves. If you are not intrinsically motivated, you can only be kicked in the head so many times before it’s time for us to move on to someone who genuinely WANTS to succeed.

I am inspired by this post from the New York Times that discusses what is known as the Dunning-Kruger Effect — our incompetence masks our ability to recognize our incompetence. In essence, some people are so stupid, that they don’t even recognize that they are that stupid.

It’s like the contemporary fire officer who continues to discuss his or her lousy computer skills.  Do you know one?  While twenty years ago, it might not have been a big deal, but virtually everything we do these days as a company or chief officer requires a certain understanding of how to complete forms, create documents and memos, and to analyze data.

I don’t know of a single department in the nation who is still using a typewriter to perform these tasks, although I’m sure someone will pipe up and claim that distinction.  Unless you are some superstar fireground tactician, I don’t know anyone so gifted that they can forgo the skills required to cover the administrative requirements of the job, and those skills include basic computer use.  Claiming you can’t work a computer just doesn’t cut it in the 21st Century; if you are so confused by a word processing program that you can’t manage to put out a coherent memo, it might be time for a career change.

But this isn’t a rant about not being able to use a computer.  The point is that as times evolve, so do our jobs.  You can complain about it and moan about it all you want, but the expectations placed on us as leaders require us to understand and manage change. You may not be an early adopter, in fact, you might be the last one dragged kicking and screaming to the next level, but at some point, you must make the change or expect to become irrelevant.  As a company officer, your redeeming skill might have been that you could last the longest in a smoky room without puking your guts up, but now that we have methods to skip that desired attribute, you’d better polish some of your other abilities up soon else you will be yesterday’s news.

We must constantly evaluate our knowledge, skills, and abilities and determine what we can do to evolve.  If we fail to do that, we are dooming ourselves to obsolescence. If retirement is within your sixty-day window, that might not matter to you, but if you plan on hanging in for the next few years, I suggest you learn more.  You have to be smart enough to realize you don’t know everything and certainly not so stupid that you think you do.

Dedication to Customer Service

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How dedicated to serving your public are you? We seem to pay a certain amount of lip service to “serving the public, 24/7, 365″ in our mission statements. I always hear how proud we are to “serve”, but do we draw the line at putting out fires? Carting them to a medical facility? Or are you in an organization who will put someone back in bed or stop a leak until a plumber can get there?

I hear about all-hazards response all the time, but do we draw the line at “hazards”, or do we raise the bar a little? While I don’t advocate anyone in our jurisdiction calling 9-1-1 because they need help completing their tax return, if a situation really does affect our customer that they had to dial that number, aren’t we charged with understanding how this is perceived as an emergency before saying we won’t help?

My wife owns a flooring company. While a floor product delivery may not constitute an emergency issue to you, to her company, when a customer needs a product someplace at sometime, if it isn’t there, it creates issues that may effectively stop the completion of the project, be it a remodel or new construction.  This week, a delivery had to go from the manufacturer directly to the project location in another state.  To the trucking company, excellent customer service was a non-issue: After neglecting to send the materials in a truck with a lift gate, they decided, “Oh well, you’ll just have to wait until we can get a truck to do that later.”  Later being three days later.

They had a pretty blase attitude about the whole thing, despite the fact that they were contracted to deliver something, they had an obligation to deliver it at a certain time and place, and being the subject matter experts on shipping, should have probably realized that they weren’t going to just hand-carry 3900 pounds of product off the truck (especially since they had to use a fork-lift to get it on there). Then to compound the issue, they weren’t very careful about how the product was loaded and they damaged some of the pieces. Again, “Oh, well…”

Dedication to customer service requires a “can do” attitude; it might seem to be outside your scope of practice, but depending on what your marketing strategy happens to be – and make no mistake about it, your mission statement and vision is your marketing strategy when you are fighting for ever-dwindling tax funds or donations – your organization will be faced with very specific situations in which you will have to stretch your resources to “make it happen”.  In our case, we rented a truck, picked up the material from the trucking company and delivered it ourselves.  The customer was completely thrilled.

In my wife’s company, we hope our efforts will be recognized in customer loyalty and a willingness to pass the word on. In emergency services, we hope that the care we take with each challenge is shared loudly when budget time or the annual fundraiser comes around.  You can draw the line where you choose, but in these times of limited funds, can you afford to ignore the added value of extraordinary customer service? It is extra effort that will distance you from the rest of the pack.  When a decision must be made between funding an analysis of the migratory path of earthworms in your community and cutting firefighters, that’s ammo you can’t afford to ignore. The next time you are drooling over your wish list and realizing you can’t afford things, remember the choices you made as to where you drew that customer service line.

In Any Change, Timing Is Essential

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According to Musashi in The Book of Five Rings, timing is the core principle in strategy.  You must adapt your strategy to coordinate timing with your skill, and you must know when to attack and when not to attack.  All things ebb and flow and so there is cyclical timing, as in waiting for the proper time to execute, when the energy of the defenses are low or distracted.  There is also the benefit of understanding when the energy of the defense is at it’s peak and to use varying methods to either stall, divert, or spread out the defense until the timing can be right.  Sun Tzu said: “The victorious army first realizes the conditions for victory, and then seeks to engage in battle.  The vanquished army fights first, and then seeks victory.”

I know company and chief officers who have no sense of timing.  They’ll go off half-cocked at everything and anything, thinking that by brute strength and a full-on frontal assault, they’ll impose their will on whatever comes along.  Imagine their surprise when not only do they get it wrong, but they look bad in the process.  It doesn’t matter how right you are (or think you are), if the time and opportunity don’t meet, you will find yourself on the losing end again.

As frustrating as it can be sometimes, the officer must determine which way the wind is blowing and then introduce the change (or proposal for change) when the opportunity presents itself.  And I’ll tell people again and again, as I’m telling you now, watch officers who don’t understand this and I’ll bet they’re not perceived as very successful at their jobs.

Just as water flows to conform with boundaries and seeks the most efficient path, so should the officer possess the ability to change with one’s own situation to shift between options when presented with new information.  Be aware of where loyalties lie, with the old and with the new, seek the chance to win over those on either side, and be the master of change.