BIG SHOT

Big Shot

When we think about teaching young people in the Fire Service and preparing them for what is ahead, we need to remember where WE came from, and the people who taught us. Leaders, formal or informal, should invest less time whining about what young people don’t know and more time on what you can teach them. Everyone has experiences and knowledge to share.

I get so tired of hearing and reading the tired negativity about young people in the Fire Service. Things like they don’t care about traditions, females shouldn’t be here, no common sense, no drive, a lack of heart and will. I’m not buying. It is bovine scatology.

If we accept these negatives, WE are the generation who failed. I don’t like to fail and I don’t wait well.

Maybe our efforts as teachers are sometimes lacking and we fail to remember when someone made us feel like a big shot. Leaders create energy, leaders can teach dedication, initiative, pride and winning.

I recall the first time my Dad let me carry the heavy David Bradley chainsaw into the woods and the first time my uncle let me drive his truck on the paved road when I was about twelve. They didn’t hold me back and they made me feel like a big shot.

In my department I was honored to be named the first Rookie of the Year in 1974, which was the first year for that award.  I joke that between the forming of our department in 1858 until 1974 I must have been the first one to reach such a high level of achievement and performance. That obviously is not true since I learned from giants in the department who were excellent in their performance and heart; a level I could only hope to reach. I remember them today, forty years later, because they were big shots.

I was quick to learn to drive the trucks, to pump at fires and to act in the role of Lieutenant, not so much because of me but because of the big shots that held me but never held me back.

When I decided to enter the promotional track, I was the youngest Lieutenant, Captain and Battalion Chief in our department history. I joke that no one else took the test or that the powers to be mixed up the names and scores. The fact is I worked hard, I applied myself, I studied hard and I followed leaders who shared their knowledge and never held me back.

I believe that leaders should work hard to teach young people to replace them and to achieve more. By doing so, the service improves. Leaders who stall out and covet their knowledge and skills are a dime a dozen and they hold back their young race horses who want to get out there and run.

Little things build confidence. I extend trust to young people by allowing them to make decisions and supporting them. I answer questions sometimes with confidence building questions or statements such as: What do you think? I hear the problem, what is your solution? I like that idea. I think you know. Great minds think alike. I like that plan, continue in command, I’m behind you and learning from you.

I do not make every decision for hesitant, or lazy, young people who seek safety by hiding from making decisions. Some of the questions I ask them are similar to the confidence builders and some are more pointed and directional and intended to make indecisive people decisive.

The people business requires action. There is no 9-1-2 and fires don’t wait for committees.

Young people can’t paint a picture if all they ever do is carry paint.

Let young energetic learners learn, lead and amaze you.

Command takes practice; let them learn it by doing it.

If you acquire, train and wish to retain fast race horses, you better let them run.

Trust, support and shadowing. It works for me.

Why do you remember just certain teachers, mentors and coaches from your youth?

What do you think Big Shot?

Thank You for reading and sharing.

Have a great day – it’s a GREAT day for it.