Firefighting in Real Time

Last Saturday night, our family visited our local Volunteer Fire Company to celebrate their 75th anniversary of working together to protect all of us. We had a wonderful time meeting neighbors, sharing stories, and celebrating the success of 75 years of service.

It’s very easy to overlook a service that sits in the background of our lives, and where we only contact it, if and when we absolutely need it. When I really think about it from my professional lens, I see an amazing story of culture development, and high performing teams. The bonds that these folks have created and sustained for 75 years is amazing. It’s clear that they strongly believe in their cause, they have a clear vision and they are willing to put themselves on the line every day in support of the rest of us. All the stages of our High Performance Team Model were evident in the events of the dinner and celebration. We can learn a lot from folks who keep a volunteer organization together for 75 years. Here are a few examples:

Orientation – their overarching goal has been clear from the beginning, public safety, fire prevention, fire fighting and the safety of each and every fire–person. It was telling at the end of the dinner that one of their most resounding values that underlie their work was, “Everyone comes home, every time.”

Trust Building - We all know that organizations have conflict, petty grievances, turf wars, all sorts of junk. Watching these firefighters work together it was apparent how deeply they care for each other and how open their relationships are. Remembering that their is a direct line from Trust Building to High Performance it becomes clear that they have worked hard to develop and maintain a culture of care and concern for each other and for maintaining a high level of mutual regard.

Goal Clarification – There are all sorts of reasons for becoming a firefighter. It’s possible for one’s individual goals to sometimes get in the way of teamwork. Not here. They seem to have a unique way of focusing on the Fire House, and the work, while allowing for a wide range of individual goals.

Commitment - Team Conflict is most evident when team members have difficulty setting priorities. It appears that my fire company has a good handle on this. As with every other organization, there never is enough time, money, resources or people. Their sense of orderliness and purpose combined with a healthy acceptance of reality seem to allow a very open discussion about what they want to do together and how to do it effectively.

Implementation - I was impressed how much they talked about their training and their retraining. Whether it was new fire–fighting equipment or getting re-certified in CPR, they demonstrated an enthusiasm that I would like to see more of in the world of work. They give up a lot to be trained. They know it pays off when they have to put it all on the line. Sacrifice is necessary in the pursuit of excellence. We have lots to learn from them.

High Performance - Before the dinner we walked through the immaculate fire station. The firefighters were so proud to show off their equipment, and discuss their work. They spoke with an ease and spontaneity that identifies high performing teams.

Renewal - Teams die, leadership changes, conditions are always in flux. In the Renewal phase of team development the team members have to ask themselves, “How do we continue?” We were treated to the Fire House asking this question in public to all of us. Volunteer firefighters are down across our state, and the search for talented volunteers is as real as it is for any start-up. The members were cautiously optimistic about keeping their membership vibrant and strong.

I so much enjoyed seeing this organization in action. It gives me tremendous hope to see such a dedicated workforce navigating the paradoxes of group life so well in such times. Congratulations to you all.