Top 10 firefighter traits

Firefighters, more than most other professionals, need to possess a multitude of skills and talents. There are also many personal traits necessary to ensure that firefighters are properly and respectfully representing their department and profession as well. This, combined with the unique work and living conditions place many demands on firefighters, creates a long list of traits that are necessary for success.

The firefighter candidate should be aware of these traits, make sure they possess and work on them, be able to show proof of such traits and be able to articulate them in an interview if such a question arises. You never know when an interview question may come up where you need to provide examples of specific times in your life or explain how your life experience or lifestyle is evidence of any of these essential traits. By clearly articulating such traits and giving examples from your own life, you will show the interview panel that you truly understand them and live by them.

There are dozens of essential traits firefighters must possess in order to find success on the fire ground and in the firehouse. Below I have highlighted ten of the most important. These are the traits that were the most frequently mentioned when firefighters around the country were asked to give the top three most important traits for the job. Some of the categories are very broad and could be broken down into many specific characteristics, but for the purposes of this article I have created ten very broad categories. They are in no particular order.

1. Integrity (Honest, Trustworthy, Reliable, Accountable): Unlike famous figures such as actors and athletes, when public safety professionals end up in the headlines in a negative way, people don't remember their names; they remember the occupation and city associated with these stories.

Trust is of the utmost importance in public safety. The public needs to trust us in order for us to do our job. They need to trust us with their personal property, their safety, their privacy, their loved ones' care and even their lives. A firefighter's misconduct of any kind not only hurts their department but hurts all firefighters because it chips away at the public's trust that is so essential. Our firefighting forefathers established a long legacy of trust and respect in our profession that we must continue to uphold. The reputation of a firefighter as being trustworthy and someone you can always rely on in any situation is something that all firefighters are responsible to help maintain.

In order for the team to function optimally each member must also trust everyone on their crew as well. Firefighter's rely on each other in every. Integrity and trust within the crew is essential. You must be able to trust your fellow firefighter; trust them to know their job, trust them to have your back, trust them to keep your secrets, trust them with your safety and even your life. A person who lacks integrity can never be truly trusted in all of these ways within the firehouse or on the fire ground and can be detrimental to the safety and cohesiveness of his crew.

The fire department's primary recruitment concern is that we are hiring people with the utmost integrity. People who will ALWAYS represent themselves, their department and their profession well. As a firefighter and candidate, you need to understand that you represent your department and your profession both on duty and off and are held to the highest standard of conduct and public opinion at all times.

This is why I place integrity on the top of the list of essential traits all firefighters must possess and is what I consider to be the most important trait in any firefighter.

2. Physical Fitness (Ability to perform the physical tasks): Many aspects and the most crucial aspects of the job require firefighters to have above-average strength and agility. Many job functions simply cannot be performed without maintaining a high fitness level. Health and fitness is an essential part of our job and it must become an essential part of your lifestyle if you are to become a firefighter. I had a Fire Academy Instructor drill it in to our academy class that, "Physical fitness is the most essential trait of a firefighter." Although I do not necessarily agree with him, because I personally feel that integrity is more important, I do understand his logic, which is: if you can't physically perform the job, then nothing else matters.

3. Communication (People skills, Articulate): One could fill a novel discussing the importance of communication in the fire service. Communication is essential in any successful relationship. As a firefighter you will have many different types of relationships with different types of people. Clear, intelligent, courteous and open communication is essential within the firehouse, on the fire ground and when interacting with the public. You will need to know how to be an active listener, just like they teach in couple's therapy and live with, work with and get along with a multitude of personality types. You will need to know how to handle irate citizens, use radios to relay essential information to your crew, IC or others, calm frightened patients and victims, console distraught family members and even co-workers, relay essential patient information to paramedics, nurses and doctors, instruct children in the area of fire safety, educate adults in fire prevention and CPR, explain and enforce fire codes to business owners, enlighten residents as to what their tax dollars are paying for, and do all of this with the utmost tact, patience, intelligence, professionalism and courtesy. Some people are naturally better communicators then others, but it is a skill that can be improved and must be improved if you want to not only land a job (excel in an interview), but be a successful, well functioning firefighter as well.

In today's world, and today's fire service, communication and the way we communicate is rapidly changing. Communication is not just verbal. Writing communication is also equally important. We are communicating via e-mail more and more and using computers to communicate in new and different ways every day. Whether it is report writing, or communicating via e-mail, or other high tech avenues having professional written communication skills will also be very important and essential to the job.

4. Flexibility/Adaptability (Low-maintenance, Work under stress, Compromising, Adapt and overcome): These are actually two separate traits that I have lumped together into one. Like many of the other traits these traits also apply to both the fire ground and the fire house. I will define a flexible person as one whose specific needs are few and dynamic rather than many and static. One who is flexible can sleep anywhere, eat anything, do any job under any circumstance, function as a part of any team or group and thrive in any group dynamic, has few, if any, pet peeve's and does not burden those around them with his or her wants or specific needs. Those who are not flexible are instead "rigid", or "high-maintenance". They have specific needs, many pet peeves and are particular about certain things. As firefighters these individuals not only have a hard time themselves, but they can make it difficult for everyone else around them. Firefighters need to make many sacrifices and compromises and have the willingness and ability to live and work very dynamically.

A related term is "adaptability". This is defined as finding a way to change with their environment and overcome various situations, whether they are living situations or stressful fire ground situations. Things are constantly changing for firefighters, from the environment we work in, to those we work side by side with, to the job itself. You must be able to easily adapt to new people, new settings, changing job descriptions and the changing conditions under which you perform those jobs. When one road is blocked you must be able to quickly find the detours and navigate yourself and your crew creatively through any obstacle to accomplish the tasks and goal at hand. This includes the ability to work under stress and perform your job duties under a variety of time urgent, life threatening and otherwise high stress situations. The ability to maintain a clear presence of mind under stress is of utmost importance and an essential part of being considered "adaptable".

5. Dedication (Passion, Pride, Heart, Desire, Drive, Competence, Work ethic):Dedication to the job is a vague and generic term that encompasses many traits and often goes by other names. Regardless of what you call it, it is essential that firefighters are hard working, hard training people who take pride in their work and want to be the best at what they do. Firefighters should never settle for mediocrity within themselves. They must strive for excellence at all times no matter how menial the task may be. They must be dedicated to the job and all that it entails, the glamorous and not so glamorous, the fun and exciting and the boring and monotonous. There will naturally be aspects of the job that some are more drawn to than others, but a general passion for the work, a solid work ethic and the drive to always be learning and bettering yourself are essential. It is too easy to get comfortable and complacent, fall behind the curve and not learn new things or grow as a firefighter. In a field that requires such a vast knowledge and skills base and is constantly changing it is crucial to be pro-active in your education and training and always be looking to learn and improve yourself in job related ways. Firefighters that aren't dedicated to the job, or who lack passion or work ethic quickly fall behind and can become a hazard to themselves and their crew, and stop contributing to the organization.

6. Team Player: Firefighters are a part of team. Being a team player and understanding the team concept is of utmost importance. This means that others are always relying on you to do your job and do it efficiently. When one person does not, the whole team suffers and the team's safety can become jeopardized. The goal will also not be accomplished in the most effective way unless the entire team is working together. Just like on a sports team, when one person fails to perform their job the whole team begins to break down. You may not always like the task you are given, but it is always essential to accomplishing the goal at hand. Your firefighting team mates are relying on you at all times. This team concept applies to virtually every aspect of a firefighter's job and life. Those who like to freelance, isolate themselves, do not understand the team concept or are too self absorbed to be true team players hurt the entire team. Do any professional athletes come to mind when thinking of bad team players? People who, in spite of their talent, always seem to hurt the team rather them help them.

7. Mechanical Aptitude (Technical Problem Solving): You do not need to be a master mechanic to be a firefighter, but every firefighter must have some basic mechanical aptitude. If you've never turned a wrench, or know how your own house is built, you will need to start learning these things. A basic understanding of how things work is important. The more mechanical aptitude one has the more they can contribute and it also lends itself to being creative, problem solving and finding ways to accomplish goals or mitigate problems and disasters. Those who lack a natural desire to know how the world around them works, such as how their car starts when they turn the key and why it moves when they step on the accelerator, do not make very good firefighters. Our trade requires the use of a variety of tools, both hand tools and power tools. Being able to use these tools and understand the tasks we are performing with these tools as well as knowing how the tool itself works is obviously important. This is a blue collar profession like no other. Firefighters need to specialize in many different areas. We need to understand a wide variety of concepts and master many skills many of which require mechanical aptitude.

8. Public Image: As public servants, you must always maintain a good public image. Like it or not we are judged by our appearance as well our conduct. Our appearance is the first and sometimes the only thing people have to go by before forming an opinion. For firefighters the way you look, speak and conduct yourself in public both on and off duty reflects on not only yourself, but your department and profession. Public image is different than integrity. It is how you appear or come off to the public, it is not who you are at the core. You may have integrity, but if you come off unkempt, immature, disrespectful, obnoxious, unorganized, rude, arrogant, etc, it reflects on all that you represent in the same negative way. If you look like a bum, people will see you as a bum. If you look or act like a jackass or conduct yourself inappropriately in public it hurts us all. Again, the many generations of firefighters who preceded us left a long legacy of positive public image that we reap the benefits of. This positive public image is a big reason why the fire service and firefighters are so respected. As a firefighter you need to carry that torch and continue that legacy by always maintaining a positive public image.

9. Tolerance (Understanding, Compassion, Level headed, Thick skinned): As a firefighter you work and live with a variety of personalities. The long hours and often close living quarters, combined by the stressful working conditions can often create tension in your relationships with co-workers. For those who exhibit tolerance, understanding and compassion these same things that create tension can also create bonds between co-workers. Unlike other professions where you can often escape from the stress or chatter of an annoying co-worker after a few hours, as a firefighter you will be forced to deal with them, sometimes for days on end. Intolerance is not an option. It leads to anger and hatred and these are cancerous emotions that destroy a group, and over time can spread to destroy the organization as a whole. The smaller the organization the faster the cancer spreads. Exercising tolerance will help you maintain your sanity, make for a happier work environment for you and everyone else around you and benefit the entire organization. This is not to say you should tolerate the intolerable, but you cannot let the little things get to you. You must learn to accept people for who they are, like it or not. You must learn to accept everyone's differences. You must also have thick skin and not let others lack of tolerance, ignorance or need to find your limits and push them get to you.

It is called a brotherhood for a reason. We do not get to choose our brothers. We do not always like our brothers or sisters. We often have knock down drag out fights with them, but we all must learn to live with our brothers and sisters and get along with them, despite our differences and in doing so we grow to love them and would lay down our life for them without thinking twice about it. This is what the "brotherhood" is all about and why we refer to each other as brothers, and not friends. You can choose your friends, not your brothers or sisters.

Tolerance is also essential when dealing with the public. You will be loved for what you do by some, but you will also be hated by others for various reasons. You will be dealing with people from all walks of life, cultures, races, backgrounds and all socio-economic levels. You will need to learn not only how to deal with, but care for people who live their lives and have chosen lifestyles that you may not agree with, and you must learn to treat them all with the same level of respect, courtesy and professionalism as everyone else. This also requires tolerance as I define it.

10. Self Sacrifice (Courageous, Giving): Self sacrifice means that you are equally concerned with the well being of others as much you are with your own well being. Those who possess this trait volunteer their time to worthy causes. They have a natural propensity to help others and have a giving spirit. They also tend to be those we label as courageous, because they are willing to take risks and make sacrifices in order to help others. As a firefighter you will be a part of an organization whose primary purpose is to serve and protect its community. You will be involved in fund raisers for causes that don't benefit you, you will be expected to give both on and off duty and not always get paid for your time. Those who lack this mind set and are more self-centered aren't a good fit. This is why the fire service seeks those who exhibit that volunteer spirit and people who are involved in their communities because they want to be, not because it benefits them. One good way to measure this is to ask yourself if the fire service over night became an all volunteer organization, would you still get involved and want to be a part of it, or is the pay check essential for you to do the job? Also, if you have never volunteered for anything in your life you may want to re-evaluate your motives and whether or not this is the right career for you.

Most importantly you need to ask yourself this, "Are you willing to make the ultimate sacrifice and put your life on the line for someone you've never even met or don't even like?" Would you have climbed the World Trade Center steps to get people out, knowing that you might not get out? This kind of self sacrifice is what is expected of everyone who calls themselves a firefighter and it is a rare and unique trait.

NOTE: You may have noticed that two traits did not make the list: Intelligence and Common Sense. Although firefighters do need to possess a certain degree of intelligence, there are certainly many other professions that require more "brain power" than being a firefighter. I consider firefighters to be of average intelligence, but very well-rounded. The fact that firefighters need to be relatively intelligent people and possess common sense is obvious and these are traits that everyone needs to have to simply get by in the world, regardless of what their job is. I omitted these for this reason and tried to focus on traits that are required to be above average or are a little more unique for firefighters than the average person. 


 16 Things You Can Do To Help a Volunteer Fire Department Succeed!

1. Attend meetings, trainings and fundraisers and arrive early and stay late.

2.At meetings when voting yes for something make sure you will be available to commit to helping. Otherwise vote no.

3. After meetings or the next day, say thank you to your directors and officers for their continued service. Remember they are not getting paid to be there either.

4. Take part in company business. Be pro-active instead of re-active.

5. Pay attention at meetings and trainings and ask lots of questions.

6.Show up for all types of calls even the "routine" ones.

7. Co-operate. TEAM players are always required.

8. Help when someone asks and offer help even when they don't.

9. Educate yourself not only in dept. business but in all aspects of business.

10. Accept an office position. Your ideas are important.

11. If appointed to a committee make it a priority and give it your best. DO something with it!

12. Give more than just what is minimally required.

13. Take pride in your commitment and your accomplishments.

14. Give others their moment to shine.

15. Acknowledge all those who support the dept. both financially and personally.

16. NEVER EVER GIVE UP!!!! If something is not working then find a new approach.

Bringing Members Back to the Fold

It is natural throughout our time as volunteers to phase in and out of the department. As our family and work schedules change, our time commitments change. When once we lived at the firehouse, we now find ourselves looking in from the outside. Members and the officers within a department need to do their best to understand the natural cycles and do their best to bring members back to the fold.

One of our members made a great point to me... He said its tough to get back into firefighting once you've been out for a while. He is absolutely right. When you are active in your department it is natural to wake up at 4am for the fire alarm. Once you've gotten out of that habit, its is unnatural and you are less likely to respond. There is always a reason why you can't attend... You have to work in the morning, not feeling well, don't want to wake the family, etc, etc, etc...

The first step is of course the old adage “an ounce of prevention is worth a pound of cure”. In previous articles I have spoken about valuing your members time and allowing them to use their time as to be productive rather then just 'busy'. We need to prioritize the time commitments we place on members. If your department needs responders to their calls then you may have to let your members slack on their fund raising duties. 

I know that the concept of letting a member slack on their duties may cause fires within your department, but would you prefer to have a member who puts what they can in, even if it is limited, or loose a member? The front of the building does say “Volunteer” after all. This is not to be misconstrued to say that members shouldn't have requirements, but the department needs to recognize that family and work commitments come first. 

Once a member has gone inactive, they are not gone... They are a resource that can be tapped at a later date as long as they are kept in the circle. Sometimes members just need a break. The challenge is to figure out exactly why a member has gone inactive. We have already talked about time commitments, what about the other ancillary issues?

The first question is whether or not the member left secondary to a personality issue. Firefighters are by nature aggressive people with strong opinions. Whenever you have a bunch of alpha dogs together, fights are going to happen. Ideally we would be able to head off these problems but they happen. It is a shame if it should happen between a firefighter and an officer, but it happens. In this case a third party mediator may be needed.

Having an active Chaplain can help a department in many ways. I titled this column “Bringing Members Back to the Fold” because it has a double meaning. Chaplains often have that special touch that it takes to smooth out problems between members and between members and their department. Too often members are lost due to a small issue that grew. Maybe they didn't get a card when they were sick, or weren't asked to help out on a project, or who knows... A good third party mediator can often get to the truth and fix the problem.

The second reason why you may loose a member is due to stress or outside factors in their life. Stress comes from many sources but most dangerous stress sources may come from the day to day calls that may be overlooked. Critical incident stress can cost departments members and in the worst cases cost lives. We all know that members need help after large incidents, but it is not always the MCI that causes critical incident stress. Everyone has the call that haunts them, but the key is not to let it take us over. 

Whenever a member stops coming around, someone should at least stop over and do a welfare check. We are a brotherhood, and a family. Concern for our members comes first and foremost. It may be a personal problem or family problem, but we can be there for them. 

Once the member has gone inactive, the best way to bring them back is to keep them involved and informed. This means inviting them to all of the social events and making a special call to them from time to time. The key is to let the member know they are still welcome and the department will be there when they are ready to come back. 

Another option is to do a department newsletter to keep past and inactive members informed. Your department goes through changes everyday. A quarterly newsletter can be used to boost company morale and show how the department has changed. Sometimes a small change can entice members to come back. 

How about throwing a 'old timers' party? Schools throw reunions every 5 years. Having a get together or reunion even does not have to be extravagant, just a reason to get members into the building. Invite the members families and make an event everyone can enjoy. Once you have them in the door, they may remember what it was like and be hooked again.

Now that you have the member on the hook again, the challenge is bringing them back without alienating them. This requires work from both the officers and members of the department. Sometimes the joking around that we do can drive a member back out. Officers need to set an example of open arms and not give the member a hard time for their time away from the department. 

The key is to be careful not to scare the member away during their transition period back to becoming an active member. If at all possible, training requirements should be spread out over time so that the member doesn't have to commit a huge amount of time up front. We want members to remember the 'good' things about being a member before we push requirements on them. 

I know that much of this article may challenge your department's normal way of operating, but it is much easier to retain a member then recruit a new one. Add that to the fact the your member has experience and you will see why it is important to bring members back to the fold.

By: Jason Zigmont, VolunteerFd.org http://www.volunteerfd.org

Firing a Volunteer

There comes a time in each department when for one reason or another they would be better off without Joe Blow. While some may think it is impossible, you can fire a volunteer. It is also possible to turn down an application, but both firing and hiring are sensitive issues.

Lets start with the basics. Any decision to hire or fire needs to be free of discrimination. This includes race, sex, creed, sexual preference, and age. This also means you cannot fire or not hire someone due to you ‘not liking’ them for whatever reason. Just because Joe Blow beat you in card game, does not mean you can eliminate him.

Age is an interesting point. Laws vary by state, but you can usually set a minimum age, but not a maximum age. While I have seen many bylaws that state a member must be between 18-55, to discriminate against someone over 55 is illegal. The debate goes that someone over 55, or 60, or whatever age, wouldn’t want to, or be able to, fight fires. In reality, there are many people over the age of 55 that are in better shape then most of us. The determination of a firefighters fitness for duty should not be his age, but his capabilities.

So how can a department turn down an application? The answer is complex, and it boils down to: very carefully. A department has the right to make minimum requirements for membership, but they have to be a job related function. This means you can require physicals, physical testing, background checks, drug and alcohol testing, but you cannot require the member to have brown hair. Whatever requirements there are must be set in writing ahead of time, and must uniformly enforced and not just to keep Joe Blow out.

This is where people usually get caught. If you have a residency requirement, and waive it for Joe Shmoe, you need to waive it for Joe Blow. Also, you cannot choose to enforce your requirements just because you do not like Joe Blow. Another common requirement I have seen is that a member cannot be a member of two fire departments at the same time. While I understand the intent of this clause, I believe it is hypocritical if you believe that paid firefighters should be able to volunteer. With all the hype over the Hartford IAFF contract banning people from being volunteers, we need to be flexible and allow our volunteers to volunteer at other companies. 

So what happens if you still want to turn down Joe Blow, but he meets all of the requirements? The first step is to have a discussion with Joe Blow and see if the problems can be resolved, or if you can convince him to withdraw his application. Offer him an alternative to joining your company. Try to find a way to keep him happy, while turning his application down. If that doesn’t work, if you prepared in advance, you may be able to state that your membership is ‘full’. This is a touchy area, but if your membership is capped to 25, or whatever number, of members then you can turn an applicant down. The tough part is, you would need to turn down any other applicants too.

The next question is, once Joe Blow is a member, how do you fire him? You need to ask yourself, why do you want to fire him? Is he not meeting company standards? Did he do something wrong? Do you just not like him? 

If he is not meeting company standards, (number of drills, calls, meetings, etc…) and you have a minimum set in writing, then it is easy to ‘fire’ him. The first step has to be a notification, with a ‘chance to cure’. What this means is that you notify the member that they are not meeting the minimums and give them a certain amount of time to meet the minimum. (Usually six months.) The hard part is that if you fire Joe Blow for not meeting the standards, you need to fire everyone who is not meeting the standards. This means if the Chief is not up to par, even he must go. 

That being said, the minimums need to be reasonable, and exceptions can be made for extreme circumstances. If you require someone to make 50% of the calls, that may not be reasonable, but if you require them to make 50% of the calls they are available for, that may be reasonable. The hard part is that exceptions cannot be made based on whether or not you like Joe Blow, but should be made along established guidelines. (Death in the family, work commitments, etc…) 

If Joe Blow did something wrong, or broke a rule, or the like, then the situation gets a bit stickier. First, your rules need to be set in writing. Second, your discipline process needs to be detailed and followed. Third, as with everything else we talked about today, the rules need to be enforced evenly.

The rules your department sets need to be specific, yet allow for the company to run without restriction. If your rules are too vague, they will be impossible to enforce evenly, and will be interpreted differently by each person. Finding a balance is hard. Many departments like the use of rules such as ‘conduct unbecoming of a firefighter’, but vague terms like this can cause more problems then help. What exactly is conduct unbecoming? Is that when a firefighter shows up on the scene drunk or is that when a firefighter burps in public?

Once your rules are set, the next step is a well-defined discipline process. An oversight board should do discipline privately, in a progressive manner. Your oversight board could be a group of directors, commissioners, or whatever you want to call them as long as they are impartial and above department politics. They need to have the power to discipline any member, including Chief officers and/or the President.

Progressive discipline is a process of warnings and discipline that takes into account past actions and consequences. Usually it starts with a verbal warning. A verbal warning is usually a first corrective measure that may or may not have a disciplinary action. Even though a verbal warning is by its nature ‘verbal’, it should be documented and put into a member’s file. The next step would be a written warning. This is a documented explanation of the problem and may include a period of probation or suspension of privileges. Some actions may be dangerous enough to warrant an immediate written warning. 

The final step in progressive discipline would be to ‘fire’ the volunteer. This shouldn’t be taken lightly, and should only be after a warning, and a ‘chance to cure’. With exception of endangering another member’s life, I cannot foresee a circumstance where you would skip to expulsion. 

Any expulsion process should be done by the oversight board, not a single officer. Additionally, a member should be able to appeal a disciplinary action to the oversight board. A thorough examination of the facts should be done before a decision is made.

Before you kick Joe Blow out, think it through. For many people the firehouse is their life, and if it isn’t, it is at least a big part of their family. How would you feel if you were kicked out of an organization you’ve put your heart into? There are times you’d be better off without Joe Blow, but don’t let your temper and/or impatience get the better of you.

(DISCLAIMER: I am not a lawyer, never have been one, don’t want to be one, and didn’t even stay at a super 8 last night. This article is not meant to be legal advice. Contact a lawyer if you have questions and/or foresee a problem situation. –JZ)

Discuss this column here: 
http://www.volunteerfd.org/phorum/read.php?f=20&i=28&t=28

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