Ask the Chiefs “Everyone Is Doing Their Own Thing.” Reader Laments Mixed Messages from Command Staff/Chiefs.

Ask the Chiefs

“Everyone Is Doing Their Own Thing.” Reader Laments Mixed Messages from Command Staff/Chiefs.

Dear Chiefs,

I have worked in my department for 12 years, and more and more, we are receiving mixed messages from our command staff and chief officers. Working overtime or at different stations is difficult because everyone is doing their own thing. Do you have any recommendations to help with this unfortunate situation?

Signed,

Communication Meltdown

Receiving mixed messages and working without clear, consistent direction from the top is not only frustrating but can also become dangerous if things get too disjointed. One of a leader’s top priorities should be to establish organizational direction through a mission statement and ensure it is communicated throughout the organization. First, we should consider why this problem is occurring. I can think of several reasons:

• Lack of leadership and direction from the top.
• Absence of clear, up-to-date SOPs.
• Unclear expectations for different levels and positions, likely stemming from inadequate training.
• Communication breakdown within management levels; messages are not being communicated effectively, if at all.
• Poor supervisory skills (or apathy); things are performed incorrectly with no corrective coaching.
• Individuals within the organization who hear the messages and simply disagree, opting to do their own thing.

Every fire chief must be an active leader, setting the department’s tone, direction and overall philosophy (values). A review of Chief Brunacini’s career shows he cared about the safety of his firefighters and expected them to deliver the highest level of service to the customer. Those were his two consistent values: firefighter safety and customer service. Our simple, straightforward mission statement reinforced those values: Prevent Harm, Survive and Be Nice.

No single person, not even the fire chief, can force a department’s values and the related expectations upon the membership. Ideally, a mission statement is thoroughly vetted (hopefully through a labor-management process) and accepted before it is adopted by the organization. As the fire chief for Oceanside, Calif., Houston and Glendale, Ariz., I was fortunate to work with supportive firefighters, command officers and labor leaders. Without them, we could never have crafted our simple mission statement: Be Safe, Be Nice and Be Accountable. (It’s no coincidence my mission statement is similar to Bruno’s values. I worked with him for nearly 30 years; I believed his values then, and I believe them now.)

Some might think this mission statement is too vague or touchy-feely, and they would be correct if it weren’t for a very important detail: Our members understood and supported each statement. By-in from firefighters, managers and labor leaders is critical when crafting a mission statement as it forms the basis for training and consistency for every position. As a bonus, the process of developing organizational expectations builds trust, transparency and stronger working relationships.

Developing organizational expectations and assuming every member will know how to play their role is not enough. Training and further communication are necessary, and members must be able to offer input. We could have the best organizational expectations, but they won’t mean diddly-squat if they aren’t communicated effectively. Managers should bridge the communication gap between headquarters and line personnel. They must know how to deliver messages, listen to feedback and respond to it.

The organizational flow chart also serves as the communications flow path, and any disruption in the process causes problems. Managers are expected to support their fire officers and fire companies, which is best done by ef

fectively sharing organizational expectations. Supervisors are expected to support their members by monitoring their work and correcti

ng it right then and there, where the work is being performed. Everyone is expected to help a member having a bad day or making poor choices. Sometimes, this includes respectful coaching up.

The process described above might look familiar (I hope it does). We call it the Accountability Model.

1. Set Expectations
2. Train to those Expectations
3. Monitor Performance
4. Hold Members Accountable

The Accountability Model will not eliminate mixed messages or varied procedures, but it’s a good place to start. Each shift has its own unique personality. (After all, that is why the Brunacinis named their company B Shifter.) I would not want every member to act like a robot, but we must act similarly within the accepted, defined values. The only way this can happen is by constantly applying the Accountability Process. It is not a one-and-done.

 

Managers should bridge the communication gap between headquarters & line personnel. They must know how to deliver messages, listen to feedback & respond to it.

 

Even when all the work is done and the process is in place, there may be times when members do not agree with or follow the plan. As an example, while I was serving as fire chief of a large metro department, a newly promoted division chief didn’t agree with our fairly simple uniform policy, which stated that each supervisor (fire captain) was responsible for managing their crew’s day-to-day uniforms. One of the options was an official uniform T-shirt. This particular D.C. did not like T-shirts, so he circulated what can be described as a manifesto to his fire captains, essentially informing them to ignore the policy and “that crazy fire chief” (me). My assistant chief of operations showed me the manifesto. I immediately directed him to counsel our misguided D.C. and have him send an apology to all his supervisors. If he didn’t want to do that, he could rejoin them as a fellow supervisor (this was going to be easy because the D.C. was still on probation.) All went as planned, and I never had further issues with the D.C. When someone gets out of balance, the best thing to do is correct it immediately. In most cases, you will not have an issue with them going forward. Most of the people who get in a jam and have disciplinary problems are one-time offenders.

Unfortunately, when a department gets to where yours is now, many times the only people to see the problem are those like you at the task level. Upper management thinks everything is hunky dory until something bad occurs. In many ways, it is similar to the hazard zone. The strategic-level IC thinks things are under control when in reality, they haven’t delivered a clear action plan with obtainable objectives, which have been communicated effectively through the tactical level to the members doing the task-level work. This system works so effectively in the hazard zone, why wouldn’t we use it organizationally, especially since we have the extra discretionary time to do so.

—Terry Garrison

 

During my first year as a fire chief, I saw firsthand the effects of inconsistent communications. Frankly, I was all over the place, and no one was on the same page. With some communication discipline and a more consistent communication style, we transformed a scattered, disconnected department into a more cohesive one. Below, I share some common missteps and six valuable lessons learned.

Misstep 1: Saying Too Much—Trust is the bedrock of a successful organization. It fosters a positive work environment, enhances collaboration among shifts and stations, and ensures members feel secure in their roles regardless of rank. In my haste to connect with my new coworkers, I would often overshare or “brainstorm” my vision. I soon learned that consistent, concise messaging builds trust by demonstrating transparency and reliability. Leaders who communicate openly seem more dependable, and aligning their messaging with actions enhances member confidence.

Misstep 2: Failing to Share the Message with Everyone—Leaders who continually convey the department’s values and expectations with members at every level establish and maintain a positive environment. I wanted to build a “be nice” culture, but leaving people out of the loop isn’t very nice. On the other hand, reliable messaging reinforces organizational culture.

Misstep 3: Not Being Direct—Inconsistent messaging can lead to confusion among members, even if inadvertently. I spent a lot of time asking, “What if we did this?” Because I was the chief, that question would get twisted to “Did you hear what the chief wants to do?” Conflicting information always creates confusion and uncertainty, hindering positive momentum. Straightforward messaging mitigates this risk by providing a unified narrative that guides members in their decision-making and daily tasks.

Lessons Learned

1. Consistent messaging from leadership is a cornerstone of effective organizational communication. Whether in the firehouse or at HQ, how leaders communicate shapes organizational culture, influences morale and impacts overall performance. Inconsistent messaging from leadership has a far-reaching effect on engagement, organizational transparency and unified vision.
2. Consistent messaging ensures organizational clarity and alignment. When leaders consistently communicate the department’s values, goals, and strategic vision, members gain a clear understanding of expectations and what they are working toward. This alignment fosters a sense of purpose among employees, reinforcing the idea that their individual contributions are part of a larger, more meaningful endeavor that transcends stations and shifts.
3. Members are likelier to feel engaged when they understand the organization’s mission and vision. Consistent messaging creates a narrative employees can connect with on a personal level. When leadership communicates regularly and transparently about the department’s direction and priorities, members feel more informed, engaged and motivated to contribute to the organization’s overall success. The place to “workshop” the mission and vision should be formal meetings, not around the kitchen table. The kitchen table is where we reinforce our vision (lesson learned!).
4. Officers who consistently communicate a compelling vision (e.g., Be Safe, Be effective, Be Nice) inspire confidence among members. When everyone understands the long-term goals and the strategy for achieving them, they are more likely to feel confident in their chief’s ability to steer the organization in the right direction. Confidence promotes a positive, optimistic organizational climate.
5. Leaders who communicate the same messages all the time seem more competent and credible, which helps quell mixed messages, confusion, and everyone doing whatever they want. It also fosters a culture of open communication, making it more likely that members will feel comfortable expressing their ideas, concerns and feedback.
6. When trying to brainstorm or bounce ideas off of the staff, make sure to preface it with “just brain storming” or “this is just an idea.” Without this clarification, it is easy for the troops to mistake creative thinking for the chief’s new gospel.

Consistent messaging is not just a communication strategy; it is a fundamental aspect of effective leadership in the firehouse or fire department front office. Clear, aligned, and transparent communication from leaders positively impact organizational culture, engagement, and performance. In today’s dynamic environments, the importance of clear, straightforward communication cannot be overstated!

—John Vance    

In 2007, Terry Garrison retired from the Phoenix Fire Department after serving more than 30 years. Working for Alan Brunacini and reaching the rank of assistant chief of operations helped shape Terry’s consistent values: firefighter safety and customer service. After a quick retirement, Terry served as the fire chief of the Oceanside (Calif.) Fire Department for almost three years. He then served as the chief of the Houston Fire Department for more than five years. Terry eventually moved back to where he was raised and served as the fire chief for the Glendale (Ariz.) Fire Department for more than six years before officially retiring from government service. Including his two years in the U.S. Army, Terry has worked for the government and worn a nametag and a helmet for more than 47 years. (Thank goodness for helmets.) In addition, he has traveled throughout the world teaching Fire Command, utilizing his master’s degree in education. Today, Terry and his wife, Annette, live in Phoenix. He will continue to stay connected to the fire service by working with B Shifter.  

 

John Vance recently retired as a fire chief after 22 years in the front office. He is currently a battalion chief with the Chanhassen (Minn.) Fire Department; he has been a chief officer since 2002. He is a proud Blue Card lead instructor and an accredited chief officer through the Center for Public Safety Excellence. John has a bachelor’s degree in fire service management from Southern Illinois University and a certificate in executive management from the University of Notre Dame. He is the host of the B Shifter podcast and wants your questions at johnvance@bshifter.com.