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One of the primary responsibilities of a supervisor is to foster, mentor and serve their subordinates. This is a role that can’t be taken for granted or dismissed by those who are now expected to lead. The role of the company or chief officer is to influence the team members within your command. The expectation is to mentor, train and provide guidance. And while we tend to focus our needs and wants on the now, we need to understand that we are preparing the next wave of officers. How can you improve this process of succession planning?
The What Firefighters Want survey asked respondents, “How could your direct supervisor better serve your agency?” More than 700 respondents shared their insights, underscoring that they desire assertive leaders who seek additional training opportunities – essentially, leadership through a positive example. Some common remarks: “Learn to be a leader rather than just a manager of people” and “Be more present and involved in day-to-day operations.”
Why does this matter so much? The survey also asked respondents whether they have considered leaving their department primarily due to their feelings about your direct supervisor. The good news: 80% said no. Even in a high-stress occupation, most members are not looking to leave their department. The bad news: The remaining 20% have considered leaving the department specifically due to their supervisor. That’s one-fifth of the workforce!
With this in mind, consider what steps you, as a supervisor, could take to improve your members’ experience. A dive into the detailed responses shows three common themes – good places to start with your self-reflection:
- Improved communication
- Support and empowerment
- Training and professional development
Here we’ll review respondent feedback and consider how supervisors can improve these skills.
Improved communication
Communication is critical, and it’s clear that the strongest leaders are great communicators. They have a unique way of remaining in touch, relevant and relatable to those in their command. Survey respondents want supervisors to exhibit stronger leadership qualities such as assertiveness and effective communication. What is effective communication from the perspective of some subordinates? It’s an improved interaction with staff through clear and timely communication.
Here’s what some of the survey respondents shared:
- “Try to be open to suggestions.”
- “He is not very interactive, rarely leaves his office or communicates what is going on, or to find out what the needs of those he manages are.”
- “Communication with members.”
- “Be a leader. Get out of the office and interact with the line personnel.”
- “Need to improve communication. We are not psychic.”
- “His responses to non-ER issues depend on his mood.”
- “Stop by the office and visit our staff would be great.”
Support and empowerment
It takes trust for a leader to empower their subordinates, whether giving them additional decision-making authority or assigning important projects and tasks. Survey respondents voiced their desire for supervisors to stop micromanaging and rather support their team members by allowing them to perform their job duties. Support also includes standing up for the team whenever it is necessary to do so. Supervisors need to provide praise and recognition for the achievements of their teammates – praise that’s delivered in political and administrative arenas as often as possible.
Here’s what survey respondents shared:
- “Stop micro-managing and allow chief officers to perform the job they were hired to do and support their decisions.”
- “Not be a chief pleaser. Be there for the crew.”
- “Member development, recognition of members.”
- “Listen and support the cause.”
- “Get us more pay.”
- “Not retire.”
3. Training and professional development
Survey respondents clearly want more training and professional development opportunities from their supervisors. Supervisors should not only create a culture of professional development but also seek out additional training opportunities that would be beneficial to the team. Furthermore, respondents noted that professional development opportunities extend to supervisors as well, stressing their desire for supervisors to organize, participate and seek professional development of their own.
Responses that support the call for improved training and professional development:
- “Start becoming more active with training.”
- “More education and training on up-to-date ideas.”
- “Train others to promote.”
- “Develop a mentorship program.”
- “Get more training and actually do what he is saying he is doing.”
- “Certifications.”
- “Take some leadership classes.”
- “Become a certified trainer.”
A solid foundation
Firefighters at various ranks want their supervisors to be communicative, empowering and supportive, with an overall investment in training and development. These themes represent a solid foundation for supervisors to build their leadership credibility with their teams.
