Servant Leadership in Fire & Emergency Services

Desire ch 1 FOREWORD PEOPLE WHO ASK FOR AN EXAMPLE OF A SERVANT- LEADER NEED to look no further than their local re ghters, emergency medical technicians, and other rst responders. They are part of the same tribe as Danny Suhr. Mr. Suhr was the rst re ghter killed on 9/11 when he was hit by a fallin...

Desire ch 1 FOREWORD PEOPLE WHO ASK FOR AN EXAMPLE OF A SERVANT- LEADER NEED to look no further than their local re ghters, emergency medical technicians, and other rst responders. They are part of the same tribe as Danny Suhr. Mr. Suhr was the rst re ghter killed on 9/11 when he was hit by a falling human body while running toward the danger. "He didn't look scared," said fellow re ghter Tony Sanseviro, "but he knew it was bad." Seven re ghters from Engine Company 216 rushed to his aid, which meant they were not in the South Tower when it collapsed. Even in death, Danny Suhr saved lives. No one who watched the horri c events of 9/11 unfold can forget the images of other re ghters who bravely charged into the burning towers to help others escape. They, too, knew it was bad, but did not look scared- more like grimly determined- knowing that even if they were doomed, they would have lived the lives of heroic service they had chosen. Forty-three emergency medical technicians (EMTs) and paramedics perished along with 343 re ghters that day. Could there be any better examples of servantleaders, people who are respected as leaders because they choose to serve rst? 9/11 is the most vivid example of the courage and devotion so evident in those who work in re and emergency services, but you can see other examples of that same competence and altruism every day in every state. Fire ghters are consistently listed in the top three of the most respected professions in America. Not many others can say that. If you want to learn lessons from any discipline, rst, listen to the experts like Eric Russell, the author of this book. Dr. Russell has spent a lifetime in re and emergency services. In the Air Force, he was on teams that extinguished— prevented- res, and responded to every type of emergency imaginable. Both active duty military and the Department of defense civilian, he was a trainer and a leader. Eric retired as a Department of the Air Force Fire and Emergency Services Captain and to this day shares his knowledge by consulting Aircraft Rescue Fire Fighting (ARFF) organizations. He has taught more university courses on re services and disaster management than most people take for their undergraduate majors. He has a passion for serving people in emergencies and the knowledge of how to do it. That passion led Eric to servant leadership because Robert Greenleaf's philosophy expresses the values that Eric had always felt, deep down, were important when acting as a servant and as part of a servant-based organization. Although Dr. Russell wrote this book to share the power of servant leadership with colleagues who work in re and emergency services, his compelling behind-the- scenes glimpses of emergency work and explanations fi fi fi fi fi fi fi fi fi fi fi ff fi fi fi fi fi fi fi fi fi fi fi fi fi fi fi fi fi of enduring leadership principles make it useful for workers, managers, and leaders in every profession. Eric helps you smell the smoke and experience the confusion of a re scene but then shows why the style of leadership that is e ective in an emergency situation is not nearly as appropriate back at the rehouse or hospital. He uses mountains of research and decades of experience to hold a mirror to the perils of bureaucracy and the confusion of leadership versus management functions that seem to exist in every workplace. That's why the case studies will seem familiar whether you are a re ghter , marketer, account Executive or simply a loyal employee trying to survive institutional dysfunction Dr. Russell understands that servant leadership is not just another academic theory or model of leadership, a quick- x set of bullet points to rejigger our thinking about how to lead. It is a grounding philosophy of leadership that helps, to paraphrase the poet Robert Frost, unite love and need in our personal and organizational lives. It is a philosophy that is both practical (outcomes can be measured) and visionary. It applies to all people of all faiths speaking all languages, because the desire to serve is universal. Unless you are wise to the ways of academia, the di erence between a philosophy and an academic theory of leadership may seem arcane and moot, but it is important to understand in order to appreciate what Eric has done in this book. The late Dr. Stephen Prosser wrote a brilliant essay to investigate the question of whether servant leadership was a philosophy or a theory (he concluded it was a philosophy), but let's summarize the main di erence here.1 Philosophies address "big picture" approaches to the existence, ethics, religious, scienti c, and human experience. Theories narrow the focus. They postulate the way things are in speci c situations and then test variables in order to prove the hypothesis. The results of testable theories can be duplicated by others. Sometimes a philosophy will lead to one or more testable theories, and that has been the case in servant leadership studies. The best theories integrate the deeper insights of their corresponding philosophies. For example, in this book, Eric Russell cites the writings of Larry Spears and Kathleen Patterson as two thinkers who provided servant leadership-based theories that could be, and have been, tested and validated, and then applies the ndings to the re and emergency services. The basics of the servant leadership philosophy are not especially hard to understand, but you wouldn't know that from some of the writing out there. Eric Russell makes it simple. After describing Robert Greenleaf's core idea, he uses Larry Spears' "Ten Characteristics of Servant- Leaders" to esh out the implications of a servant mindset: listening as the premier skill of a servant- leader, the ethical use of power— with persuasion favored over coercion and manipulation, use of foresight based on informed intuition and re ection, building community, and other skills, capacities, and characteristics. Then Dr. Russell uses Dr. Kathleen Patterson's "Seven Virtuous Constructs of Servant Leadership" to describe in detail how servant leadership applies to re and emergency services. While the constructs-agapao love, humility, altruism, vision, trust, empowerment, and service- may seem abstract, the author will convince you that they are eminently practical and descriptive of the inner forces that animate professionals in this eld to serve. That source of the desire to serve is the engine of spirit that Greenleaf called entheos, which comes from the same root as the word enthusiasm. Reading this book, I wondered why more professions do not speak openly about the motive of servanthood or attempt to apply servant-inspired policies in their organizations. Maybe they are not as brave as re ghters like Eric Russell, because this is scary stu to folks who consolidate , hoard, and fi ff fi fl fi ff fi fi fi fi ff fi fl wield power to satisfy ego-based needs. Servant leadership requires an inner journey that is scarier than not making a sales quota at the end of the year or going neck-in-neck for a promotion. In the words of Erik Russell: “Servant leadership is not ice cream for breakfast and the servant leader is not a softy?" It is not for the faint of heart. At the end of his life, theologian Karl Barth was asked if he could summarize his life's work. By that time, Barth had published more than 600 works, which took up yards, and yards of space on a bookshelf, so he had a lot of summarizing to do. Here is what he said: "Jesus loves me, this I know, for the Bible tells me so. " The words to an old gospel children's song cut through all the scholarship and got to the philosophy of his life's work. Robert Greenleaf was never asked to summarize his life's work in a similar fashion, but I believe he did so anyway on two occasions. The rst was on the fateful day in October 1968 when the phrase "servant-leader" rst popped into his head and he told his wife Esther, "That phrase pretty much sums up everything I've been trying to communicate. I'm really talking about love, but that word has lost much of its meaning these days, so this may be a way to get people to listen." The second, similar summary came at the end of a series of ve lectures he gave at Dartmouth in 1968: "Virtue and justice and order are good, but not good enough- not nearly good enough. In the end, nothing really counts but love and friendship. Eric Russell understand that love is at the heart of re and emergency services: love of serving and saving lives and love of other precious humans. As for friendship, guess what? The practices of rst listening to a friend non - judgmentally, caring for the other as much as for oneself, being present when a friend fails, and cheering when a friend learns and succeeds can be implemented into the workplace. Not overnight, not easily, but it has been done by nonpro ts and businesses. ERIC RUSSELL that follow the principles of servant leadership, while still demanding personal accountability. Eric Russell wants love and friendship to animate the people and policies of his profession, and so should you. INTRODUCTION "I have no ambition in this world but one, and that is to be a reman. The position may, in the eyes of some, appear to be a lowly one; but we who know the work, which the reman has to do, believe that his is a noble calling. Our proudest moment is to save lives. " - Chief Edward F. Croker, Fire Department of New York IF YOU ARE READING THIS BOOK, THERE IS A BETTER THAN AVER age chance that you either serve or are aspiring to serve in some capacity within a re and emergency services organization. This means you have at least asked yourself the question: Who do I desire to be? That leads to a second question: Who am I now? Are you already a servant to others or do you desire to be a servant to others? This, by the way, is the core of what it means to be fi fi fi fi fi fi fi fi ffi fi fi fi fi a re and emergency services professional be in service to others. Now a related question to ask yourself: What type of a leader do I desire to be? This question matters because the profession, unlike many in the private sector, promotes from within. An o cer is rarely hired from outside the organization's ranks and almost never recruited from outside of the re and emergency services profession. The re and emergency services leader of tomorrow- maybe you or the person next to you is the follower of today. The problem is, the followers of today are not prepared for the Make no mistake: the moment you begin the journey to pursue a re and emergency services career, you expose yourself to existing re and emergency services leaders in academia, the training academy, and the eld. This exposure to leaders and leadership prompts you to begin forming your own leadership style because , a majority of the time, a person's leadership style is based upon nothing more than experiences with past leaders , the good and the bad. With everything else going on in one's professional journey, it may seem trivial to take time and ponder such questions or read literature on leadership rather than focusing on more hands-on skills and technical information. Yet, the re and emergency services profession is all about leadership at every level: from the single company, rescue unit, or ambulance that arrives on the scene to the chiefs of large metropolitan and federal departments. Consider a senior paramedic in charge of a patient's medical care on-scene with a junior partner. That senior paramedic is responsible for the stabilization and treatment of the victim, even if not in command of the scene. In the case of a full arrest, the paramedic is securing an airway, delivers cardiac medicine, and makes transport decisions. In this situation, the paramedic is functioning as a leader, taking on all the responsibilities and rami cations that come with that role. fi fi fi fi fi fi fi fi fi fi fi fi To re-emphasize, the re and emergency services industry operates on leadership at all levels. Moreover, because you are re and services professional, you are placed in a leadership position within society, one whom others call upon to render aid —to assist, to save, to lead. The average citizen cannot distinguish the experience or rank of a re ghter or emergency professional. They see a uniform and a badge; they see a professional. Most importantly, they see a leader, one who can be depended on and called upon in a time of need, one they trust without question with their possessions, life, or the life of a loved one. Leadership in Emergencies and Non- Emergencies This book is not about on-scene command and control. Top-down, centralized management governs an emergency scene, where the on-scene commander is in charge. Orders are given, often in an autocratic manner, and followers carry them out. On-scene command and control operates this way in order to maintain what the pros call scene-cohesiveness and , most of all, scene-safety. All well and good, except when this manner carries over to the day-to-day non- emergency operations and functions, where what should be leadership is in fact fi fi leadership positions of tomorrow. Schools, organizations, and academies spend vast amounts of time and money honing the skills needed to function as a responder; in fact, a paramedic may not be ready for the eld for several years. The re and emergency profession does a fantastic job developing recruits, and advanced responders and seems to agree on minimum standards all entry-level professionals must meet. Yet, while professional development guidelines recommend certain levels of certi cation or degrees for speci c levels, there are no standards or educational models for becoming leaders. This is also true for promotions because the profession does not have a universal standard for promotion, or even a commonly shared approach to developing leaders. This is a lot to take in, especially if you are new to the career eld. It is daunting to think the question Who do I desire to be? must be answered, followed then by a response to What type of a leader do I desire to be? And there's one more, because the second question demands yet another question that is critical: What type of leader do I desire to follow? void of relationships; it is spreadsheets and statistics, budgets and sta ng. The management process is important to the overall operations and continuity of an organization. however, people, are not processes. They are not the bottom line or end results; they are people. People make up the re and emergency services. Leaders in the re and emergency services operate primarily as managers, even in times when they need to operate as leaders. That is not surprising, since most re and emergency services texts address management practices in-depth and, at most, just scratch the surface on leadership.' Textbooks for o cers in the profession teach how to budget or sta a station, yet ignore the very essence of the profession, the leading of people and the human element. For example: emergency A re ghter comes to your o ce after returning from an medical services call where a vehicle struck a teenager while in a crosswalk; the seemingly bothered re ghter asked for the night o. The re ghter functioned as the patient technician on this incident; he provided advanced emergency medical care at the scene and en route to a trauma center. During transport, the patient went into cardiac arrest; everything was done properly to save his life yet the patient died. While the re ghter stood in front of your desk, you pulled out the day's sta ng roster and said, "We just don't have the sta ng and downtown is giving too much grief about using overtime." In this case, you used numbers, a policy, and a spreadsheet to make a decision. You ignored the fact that this re ghter has an adult son you have met who was disabled in an accident when a teenager. During this interaction, you functioned success fully as a bureaucrat, you did everything right according to o cer textbooks; however, you missed an opportunity to be a true leader. This scenario shows how , functioning in a day-to-day management process as if onscene or concentrating on a bottom line, the re and emergency services hurt its most precious resource, its people. Sociologist C. Wright Mills referred to this as the bureaucratic ethos. For a vast majority of re and emergency services organizations, this hierarchical, top-down, bureaucratic model of leadership is the norm. " Bureaucrats, according to Mills, “are among the humanistically impoverished, living with reference to values that exclude any arising from a respect for human reason. The bureaucrat in the re and emergency services concentrates on the management process and by doing so places the humanity of followers at arms-length. Bureaucracy allows the manager to avoid making decisions. The bureaucratic process is full of policies and procedures, allowing managers to disown the responsibility ffi ff fi fi ffi ff ffi fi fi fi fi fi ffi ffi fi fi fi ffi fi fi fi that comes from making real decisions. One can act within the policy, blame the policy, and therefore hide behind the policy. Does any of this sound familiar? Amanda, one of your rescue technicians, arrives late to a shift, because on her way to work, she stopped at the scene of a rollover and rendered aid until emergency crews fi fi fi management. Classical management based upon outcomes and procedure as their guide. This, however, does not have to be common practice in the re and emergency services future. The "leadership" education that most re and emergency services professionals currently receive, such as the National Incident Management System and other o cer/command certi cations, are void of leadership theory and are instead lled with managerial practices and bureaucratic models. 14 Leadership is unlike management because it is not focused on process but on being. The leaders we need understand the spreadsheets and discipline policies that are the province of managers, but go beyond them to matters of identity. This cannot be overstated. The kind of leader you are is a direct re ection of who you are; your approach toward leadership directly re ects your attitude and thus happiness. Your leadership style is how you approach people; it represents your value system and the virtues you hold dear, placed front- and center for all to see. This is what this book is about: introducing a practical leadership approach to the re and emergency services that goes hand-in-hand with the values of the re and emergency services. My purpose is to introduce the reader to the philosophy of servant leadership by addressing the commonalities between the philosophy's constructs and the re and emergency services. By addressing these similarities, re and emergency services professionals can see a leadership philosophy that seems to hold the same values as the profession, with the hopes of making the practice of servant leadership commonplace in the future. The philosophy of servant leadership is explained here through a re and emergency services lens. The lack of leadership education and training is a deep-seated problem throughout the re and emergency services career eld, fi fi fl fi ffi fi fi fl fi ffi fi ffi fl fi fi fi fi fi fi which means by developing texts that speak to the profession, capable professionals who are promoted to leadership positions will not need to scramble to understand the basics of leadership through non-emergency service texts. This text is not about teaching you how to lead but, rather, teaching you about a leadership approach that resonates with what it means to be a re and emergency services responder. It is an arrogant, impossible claim to say that a leadership book can create leaders, because leadership is about one's being; it is about who you desire to be. In my own career, I have learned that a book can inform and educate, and it can motivate and help construct a foundation to build one's being as a leader. The individual reader, however, must decide the type of leader he or she desires to be and be willing to spend a lifetime cultivating and tending to leadership abilities through education, self-re ection, and fi fi arrived. As she enters the station, you as her o cer confront her and recite almost verbatim the department's "late" policy. Not allowing her to explain the situation, you tell her if she is late again, she will receive a written reprimand in her le. The bureaucracy in the re and emergency services is a cycle populated by good people who never desired to be bureaucrats yet became bureaucrats because, when it comes to leadership, that is the only model they know. One researcher argued that, “many leaders do not study leadership theories, but come to their own style that derives from their learned way of being in the world. If the bureaucratic cycle is to be broken and replaced by leadership, the eld needs further education on leadership, not management. We already have plenty of management training. In the case of the rescue technician, a simple "Why are you you late”? would have su ced, then a "Well done!" after she explained her reason. Bureaucrats are incapable of such a response; they rely on policy and it. leads through a desire to serve, you and the re and emergency services will be better for CHAPTER 2 THE ROOTS OF SERVANT LEADERSHIP "One thing I know: the only ones among you who will really be happy are those who will have sought and found how to serve. - Dr. Albert Schweitzer THIS CHAPTER INTRODUCES A LEADERSHIP PHILOSOPHY CALLED "servant leadership." As you read about its principles and read the next chapter that explains the characteristics of servant-leader, you will begin to see commonalities between the ideas of servant leadership and the operating principles that guide the re and emergency services profession. The remaining chapters explain the "seven virtuous constructs" of servant leadership and show how they are perfectly suited to the re and emergency services, not as a theory, but as an expression of the way things really work. Servant leadership is an ancient idea that was rst given modern expression by businessman, author, and consultant Robert K. Greenleaf ( 1904-1990). Greenleaf recognized that at its most fundamental level, a leader is simply someone who has followers. By that standard, Hitler was a leader, as were Mussolini and Stalin. But Greenleaf was interested in ethical leadership, which he distinguished by the leader's motives, uses of power, and evolved skills and capacities applied to not only not only achieve objectives but to nurture followers along the way Greenleaf's core idea is that the true leader is one who seeks to serve rst. Here is how he put it: It begins with the natural feeling that one wants to serve, to serve rst. Then conscious choice brings fi fi fi ff fi fi fi fi fi ff fi fi fi fi one to aspire to lead. [The servant-leader] is sharply di erent from the person who is leader rst, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. For such it will be a later choice to serve after leadership is established. The leader rst and the servant rst are two extreme types. Between them, there are shadings and blends that are part of the in nite variety of human nature In other words, servant leadership di ers from all other leadership styles because it begins with a desire to serve, whereas other leadership theories begin from a desire to lead. 2 By now, you may be saying, "Whoa! That's not realistic. Maybe you're talking about a servantmartyr!" Stay with me here-- servant leadership is about service, not servitude. Servant fi fi practice. One signi cant bene t of servant leadership is that it resonates with those who serve. In my experience, people who are drawn to re and emergency services careers do not do so from a desire to be a bureaucrat but, rather, a desire to serve. (Heaven knows they do not do it for the money!) Fire and emergency services professionals have experienced the hardships associated with the profession; they have witnessed human tragedy and loss and are continually asked to put the pieces back together. How can such a raw reality be led by a manager? The truth is, it cannot. Focusing on processes and outcomes will not build healthy environments. That only happens by focusing on people, serving their needs as they serve others. As one thoughtful leader has noted, the practice of servant leadership holds promise for the re and services due to its attributes and its commonality to the profession. Most likely, you already know who you want to be and it is my hope that by the end of this book, you will also know what type of leader you want to be. If this book helps you succeed on your journey to become a servant-leader who more concerned with being a leader rst in order to enjoy all the perks and ego power that comes with the title. The di erence manifests itself in the care taken by the servant rst to make sure that other people's highest priority needs are being served. Greenleaf wrote that being a servant leader comes down to three pragmatic questions about outcomes that can be measured. The 1st is; Do those who are being served, while they are being served, grow as a person? In other words, are the people you are leading becoming better people as a result of your leadership? Do your followers grow professionally, intellectually, and spiritually? And is that growth beginning to happen now, not ve years down the road? Second question asks whether those being served become healthier, wiser, freer, more autonomous, more likely themselves to become servants? The rst part of the question is another way of asking whether followers are empowered. The last part, more likely themselves to become servants, reminds us of one researchers nding that a majority of leaders have become leaders based upon experiences with other leaders. This suggests that people who are exposed to servant leadership as followers have a better chance of becoming servant leaders themselves. The third question reminds us that the decisions we make as leaders have consequences: what is the e ect on the least privilege in society; Will he bene t, or, at least, not be further deprived? This means that a leader who makes an organizational decision should consider the e ect on the least powerful in the organization. A leader who makes a decision that a ects the wider society should ask whether the poor and most vulnerable become worse o : will he bene t, or, at least, will he not be further deprived? Let's bring this home. Ask yourself: who really su ers when you as the chief of a re and emergency service organization downsize sta ng or close stations? Is it the a uent and successful or the most vulnerable? Greenleaf outlined other skills and capacities necessary for servant leaders to act e ectively. Most of them are not taught in business schools or explained in popular books that de ne leadership in heroic, manipulative terms. Greenleaf's other big ideas included: persuasion is the preferred use of power, as opposed to manipulation or coercion. Deep listening as the premiere skill of a servant leader. Assessing intuition. Practicing re ection as a way of making decisions. Practicing foresight as an ethical demand. Demanding accountability. Greenleaf says that servant leadership is the way to overcome a toxic leadership environment period since the servant leadership writings rst appeared in 1970, and especially after his in uential 1977 book servant leadership: a journey into the nature of legitimate power and greatness was published, the most admired leadership gurus in the country have been unpacking the implication of his ideas. Here is a sampling. Trust builds positive relationships within an organization. A servant leader does not demand fi fl fi fi ffl fi fi fi fi fi ff ff fi fi ffi ff ffi ff ff ff ff fi fl power or dominate others based on his or her title. Rather, legitimate power is accorded the servant leader by followers because the servant leader is trusted. This kind of power is a gift, and it must be earned every day. Credibility is closely related to trust. You cannot fake credibility. It, 2, is earned by keeping agreements and is based on a life committed to ethical values. A person who is credible to followers is, by de nition, one who believes in service and recognizes a power higher than self. Servant leadership starts in here, not out there. Unlike other leadership theories that begin with a desire to lead, servant leadership stems from an inner desire to ff fi leadership is not ice cream for breakfast and the servant-leader is not a softy. Author Steven Covey once said that servant-leaders are the hardest leaders to work for because of their commitment to people. It is di cult to be a servant-leader because it takes work and energy. The servant-leader is committed to the highest-priority needs and growth of people in the organization, sets standards that followers never knew they could achieve, and holds followers to accountability for meeting those standards. I repeat: Servant-leaders commit to helping their followers achieve excellence and to serving their most important needs along way. Robert Greenleaf wrote that there is a di erence between leaders who are motivated to be a servant rst and leaders who are serve, and a conscious choice to act on that desire. It is, in fact, a way of leading an overall life of service-living, of being at peace with that choice by experiencing a harmony between the internal desire to be a great leader and the external leadership behaviors that ow from that desire. These and other aspects of Greenleaf's thinking have been summarized and expanded upon by other thoughtful leaders, including Larry Spears, whose list of "Ten Characteristics of a Servant-Leader" is explained in the next chapter. For now, here are a few other insights about the servant-leader life as shared by top researchers, authors, and wise servant leadership practitioners. Many who choose the path of servant leadership attempt to become the leader they wished they had had in their own careers. A servant-leader is a leader who inspires. A servant-leader is one who is trusted by others. The servant-leader way of operating stems from a desire to serve and an understanding that an organization is only as good as its people; that in order for its people to be good, they must be served. A servant-leader strives to live one's life the same as one leads, as an ethical servant to others. In public and private life, the servant-leader clings to his or her values and is unwilling to compromise those values because they are one's North Star guiding principles. Robert Greenleaf stressed that acting as a servant- leader is a conscious choice. You can say every leader makes a choice to lead in the way he or she prefers, but the fact is, all too often the choice is not fully conscious. A majority of leaders re ect the in uence of other leaders, many of whom were probably not focused on the "highest priority needs of others." Stephen Covey noted that this heightened awareness of choosing how to lead as a servant was unique among leadership models. The choice to be a servant-leader is far-reaching in its implications. It means one will strive to live life by following ethical, congruent values and behaviors. The servant-leader measures actions by an informed conscience and understands that there are repercussions to all they do. Renowned servant leadership scholar Dr. Ann McGee-Cooper calls this a life of service-living. The issue of trust will be explored further in a later chapter, but it bears mentioning here because Greenleaf wrote that trust is everything. In order to build positive relationships within an organization, a servant-leader must rst build trust. Trust cannot be demanded; it must be earned. Trust makes it possible for colleagues to bestow power as a gift, not in response to a demand from a leader who wishes to dominate others. This gift can make great things happen, but it can only come to those whose actions are credible and who have demonstrated a belief in service that transcends personal ego. fl fl ff fi fi fl fi ff Trust builds credibility. There is an old saying among actors that the hardest task is to fake sincerity. That is as true in life as it is on the stage. The inability to fake sincerity and credibility over the long term gives credibility its power because a life committed to ethical values builds credibility. You now have a solid introduction to servant leadership and are ready to learn about the ten characteristics and seven constructs as they apply to the re and emergency services. As the book progresses, you will notice an overlap of some of the values and principles discussed. That is because they are all related and they all revolve around the core value of service. Service, in turn, depends on a mature attitude recognizing the relatedness of work, colleagues, and the wider community in a matrix that transcends the self. As you begin to understand and apply servant leadership, will nd that it is a coherent philosophy of leading and living. It goes beyond the “tips and techniques” of leading; it does not o er bullet points to make you a servant- leader by checking o each item on the list. What it does do is re ect the soulfulness and paradox of authentic human experience and calls forth the best you have to o er as a leader and a person of character. desire ch 3 CHAPTER 3 THE CHARACTERISTICS OF SERVANT LEADERSHIP "The re ghters' leadership, bravery and technical knowledge are tested on an everyday basis..... They cannot hide behind rank, a desk or e- mail." - John Salka AFTER STUDYING THE ROOTS OF SERVANT LEADERSHIP, LARRY Spears, former CEO of the Robert K. Greenleaf Center for Servant Leadership and a thoughtful student of Greenleaf's writings, outlined the ten characteristics of the servant-leader.1 This chapter builds upon the historical development of the question What is servant leadership? to delineate and expand upon speci c characteristics of a servant-leader, as put forth by Spears, illustrating them from a re and emergency services perspective. Spears' ten characteristics took servant leadership from a theory to a usable and identi able model. His contribution was to de ne speci c and measurable characteristics to identify servant leadership qualities within individual leaders. Derived from an interpretation of Greenleaf's original essay, The Servant as Leader, the characteristics are listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. Speci c and yet not exhaustive, these ten characteristics are the modus operandi for describing and measuring the servant-leader. They also function as a way to look inward to one’s leadership characteristics. Listening: The rst characteristic of a servant-leader is an ability to listen. International consultant and university professor Robert Neuschel described the servant-leader as an individual others wish to follow, a leader who is open to hearing the concerns of the people and respecting that every individual speci c needs and wishes. Spears argued that such an individual is one who possesses the ability and the desire to listen. According to author Stephen Covey, this willingness to listen to others means the leader is conscious of the individual needs of people and thus desires to hear from them." For the servant-leader, listening is more than hearing direct verbal conversations. It also means hearing and understanding things not said. Dr. fi fi fi fi ff fi fi fi fi fi fi ff fl fi ö fi fi fi fi Covey believed the act of listening needed to occur absent from the listener thinking about what he or she desired to say next, and that listening also involved the practice of listening internally, thus knowing oneself. For it is in the act of listening that the leader truly leads. Authors Asbj rnson and Brenner believed that listening is an art, a thing of beauty to behold, which when done right, could create great things. Deep listening allows leaders to Hear the speaker's need and truth. Listening allows for the Understanding of the Underlying causes of struggle and pain. Furthermore, it is only through listening the leader can truly lead. For the re and emergency services leader, this is about hearing one's people. Listening to one's people has nothing to do with noise but everything to do with paying attention to body language, actions, and other nonverbal clues. This kind of listening is hearing between the lines, hearing the things not said or avoided. Here's an example: several weeks ago, 2 re ghter paramedics who serve as medics with the city swat team responded as part of an initial entry team to serve a warrant. During the operation, a teenage girl in the house was shot and killed in cross re after the team entered the building and was met with gun re from a male occupant. During the past few shifts, you as a shift captain noticed that one of the paramedics is not acting right; he is not sleeping, nor is he eating with the other crew members in the station, and he's making o colored, cold-remarks when sitting around and someone asked about the call. This is not normal behavior for him; He's usually good- natured and happy. In this case, you are hearing what is not being said about this re ghter paramedic; You are actively listening. in doing so, you can talk to him in private. You can get him counseling to deal with the trauma of the situation and talk about it instead of bottling it up. You also see the need to talk to his partner, the other re ghter paramedic on the call, and not just for information on his teammate but to determine his state of health, as well. If the situation is a ecting one, there is a strong possibility that is a ecting both. For the re and emergency services leader, the act of listening to one's inner voice is as important for one's health As for survival. As a trained professional, you know when someone is not right. Over time, experiences and training leave lasting mental impressions. One must listen to these impressions; They can predict what will happen next and may save not only the life of a crew you command, but your own, as well! This is the leaders internal voice; It is constantly speaking and needs to be heard. Listening to those you serve is also vital. What are they saying and what are they not telling you directly? Is there something you are missing? Fire and emergency services responders encounter this challenge daily and domestic violence, abuse, drug related, and mental health responses. Do you see abnormal bruises? Is a child acting guarded or appearing frightened of someone else on scene,? Do you continually answer your calls from a female exhibiting trauma who seems to always be falling? This is what you hear when you actively listen, when you are not seeking speci cs, but rather are listening to the scene, listening to those who serve. Empathy: the second characteristic of a servant leader is related to listening without judgment: empathy. An empathetic leader desires to understand another person's needs, wants, personality traits, and behaviors that stem from speci c life experiences and demographic backgrounds. Ken Blanchard and Ken Hodges included that such di erences are in fact assets and that the constant growth of individuals, which includes their uniqueness, only makes an organization stronger. Research shows that empathetic feelings and behaviors have some surprising e ects. Researchers Ekundayo, Damhoeri, and Ekundayo found that empathy can reduce su ering, enhanced the ability to care for those in need, and help one nd his or her humanity. Empathy is a driving factor to the Enlightenment and overall growth of a leader, and a leader's emotional intelligence improves with the ability to empathize. For the re and emergency service responders the goal is to minimize, reduce, or if possible, stop su ering. This can mean anything from rescuing a cat to saving a life to minimizing damage to property that protects irreplaceable family heirlooms. What Ekundayo er al. Wrote about that applies to the servant leader also goes to the heart of what it means to be a re and emergency service responder. In the case of protecting family heirlooms, empathy involves seeing the value of priceless possessions not through one's own eye but rather through the eyes of those one serves. Fire and emergency responders are often called to respond to incidents involving individuals and families of a low socio economic level. What one may view at a glance as worthless, broken things may in fact be the only possession these individuals and families own. To them, these possessions are priceless. For example: as a Lieutenant of an engine company, you and your crew of re ghters respond to a structure re in an apartment complex. On arrival, you nd one apartment engulfed in ames and the other apartment adjacent to the re beginning to ll with smoke. You have been to this building before for inspections and emergency medical service calls. You know that African refugee families occupy many of these units. What little these families own, and it is not much, is inside of that structure. You immediately call for salvage operations and more units to respond, expressing your empathy for the situation and for the plight of the least among us in society. In the servant as leader, greenleaf advised leaders to ask this about their leadership practices: what is the e ect fi ff fi fi fi fi ff fi fl fi fi fi fi ff fi fi fi fi fi fi ff fi ff ff fi ff on the least privileged in society? Will they bene t or at least not be further deprived? This is what it means to be a re and emergency services responder. At its core, the profession is about serving and protecting all people, especially those who are the least privileged and most vulnerable in society. As the Lieutenant, your actions were an outward showing of your ç fi fi fi fi fi fi ff fi ffi fl fi including both victims they respond to and fellow responders. Each loss taxes the psyche of the responder. The re and emergency services responder is left questioning humanity itself, playing witness to what humans are capable of doing and the losses people must endure. They mentally returned to the occurrence, wondering if they missed something or made the wrong decision. When a line of duty death occurs, on scene commanders are left to question the order they gave; Over and over, they asked themselves whether they made the right call, whether their decision costly lives of responders. This is why healing is so important to the career eld. Humans, regardless of ability, are mentally fragile, the macho image and indestructible attitude that accompany the re and emergency services responder is a fa ade. For responders to go on, they need to receive healing and need to be able to forgive themselves. Again, the premise of re and emergency response is to render aid and assistance to those in need. Healing others is part of this role. The responders actions towards those they say serve re ect their inner desire to heal others and to make the situation better. The nobility of this benevolent commitment is that it is free of ulterior motives, responders simply desire to heal those in need in any way they can. Doctor Earl Braxton, who helps executives and organizations address their dysfunctions, calls for the practice of healing to come into the organization in order to bring it back from turmoil. His argument is that individuals within an organization can never go forward unless the healing process is cultivated and supported. In other words, healing must occur for an organization and its individuals to behold. Fire and emergency services organizations, like all others, see their share of troubled times. Fraud, corruption, sta ng cuts, and promotions can all have negative impacts. The leader's role is to unite the organization and heal its wounds. This is vital to the individuals who serve and to the overall future of the organization. fi fi empathy, you had a duty to protect these families; you understood this duty, and in the understanding, you served. Another aspect of empathy in the re and emergency services responder involves being able to respond and listening to those in need without judgment. They do not call upon you so you can sit in judgment of them or take their situation personally. as a re and emergency services responder, you respond to the communities needs and render aid at the utmost professional level. This can only happen if the responder is able to empathize with those they are called upon to serve. A responders empathy allows victims and patients to be seen as people. Healing: the third characteristic of the servant leader is healing. Spears argued that healing takes place in two speci c areas: the healing of one’s spirit and the healing of other spirit. Spirit refers to the inner self or inner being. The concept of spirit can have religious connotations based on usage or situation, but the idea of healing one's spirit in the context of servant leadership is not speci c to a single religion, faith, or belief. Dr. Robert Spitzer, a Jesuit and a scholar, wrote that evoking one’s spirit strengthens the ability to lead and that the desire to serve stems directly from the spirit or inner self. Integrating spirit, service, and leadership balances one’s entire life, because the actions, morals, and ethics expressed by the leader in his or her professional environment need to exist in the leader's personal life, as well. This is literally true in the public's mind. The hats and T- shirts worn by re and emergency services personnel stand out as billboards, as advertisements of the organization. When worn o duty in public, responders are obligated to responsibly represent that honorable image. Their actions represent the organization; When they are judged, the organization is judged. The individual and organization are one and the same. Furthermore, the individual represents an entire profession. Healing of one's self builds upon the idea that the servant leaders approach can be a spiritual one, deriving from a belief in something larger than self. Larry Spears discussed the notion of broken souls in need of repair. A process that is important because the desire to be a servant leader exist in ones self and soul. Therefore, at the heart of spiritual healing is ultimately the healing of one's self, for as one strives to heal others, the healer is healed as well. Furthermore, at the core of spiritual healing is the forgiveness of others and self. The re and emergency services constantly battle tragedy and loss, Awareness: the 4th characteristic of the servant leader is awareness. According to greenleaf, awareness is not a giver of solace; it is just the opposite. It is a distributor and an awakener. Able leaders are usually sharply awake and reasonable disturbed. This form of awareness includes an awareness of self and one's own abilities, strengths, and a weakness, as well as a keen situational awareness. Heightened awareness keeps the re and emergency services responder from becoming complacent. Moreover, awareness keeps the re and emergency services leader alert and in a constant state of concern for others, as well as in a constant state of evaluation of the organization. On scene awareness relates directly to the leader's ability to make calculated, intelligent decisions. Greenleaf wrote that being aware strengthens one's ability to function within a particular situation and understand relevant needs, both now and in the future. In other words, a leader should have awareness of the current situation, the people who are present, and the path the situation is likely to follow. A leader also needs awareness of the abilities of all who are involved in the situation, including the leader. On the emergency scene, this awareness drives a constant state of sizing up, communicating with crews, realizing conditions, and making changes accordingly. Awareness overcomes complacency and drives pride in decision making. In the midst of the action, awareness means being alert to needs and changing conditions, knowing crew assignments, scene progress, and where, speci cally, di erent operations are taking place. Educator and researcher doctor Mary Jensen argued that there needs to be an awareness of self in order for the leader to lead successfully. For the re and emergency services leader this translate into awareness of personal abilities, personal strengths and weaknesses. For the responder, this means being aware of one's limitations, part of which means knowing what you are trained and certi ed to do versus what your pride wants you to do. This can be di cult for both the leader and the follower; It is hard for the re and emergency services responder, regardless of rank, to admit limitations. Persuasion: Spears identi ed the ability to persuade as the 5th characteristic of the servant leader. Greenleaf contrasted persuasion with the more usual ways of in uencing others, coercion and manipulation. In fact, persuasion stems from one's ability to in uence without needing to intimidate. Persuasion takes more time because the goal is not to beat down others with arguments until they comply, but to assist them in embracing the rightness of a position so they accept it for themselves. This is all done in the context of the persuader being open to changing positions, too. The good news is that persuasion grows over time, from one in uenced person to the next, and persistence drives persuasion. For the re and emergency services, persuasion is the antithesis of autocratic rule. It is the opposite of bully management. Persuasion involves in uencing others by your actions and ideas instead of the practice of because I said so. The power to persuade comes from being trusted. When followers trust their leader, when they see their leader has integrity and is loyal to them, persuasion becomes a natural process. Furthermore, when followers accept a leader's vision, they trust his or her decisions and thus easily come around to a leader's ideas. For the re and emergency services leader, persuasion comes naturally with orders given. The leader can make decisions and give orders that are followed, not because of rank but rather trust. The leaders integrity and ability persuades others to want to follow. Persuasion is an anti authoritarian trait that stems from an individual's ability, not speci cally his or her position of power. ffi fl fi fi fl fi fi fi ff fi fi fi fi fi fi fl fi fl However, such a trait does not mean that the actual leader relinquishes his or her position of responsibility. Rather, the servant leader is one who views leadership as decentralized, a shared authority of all those involved. This has a place in both emergency scene operations and day-to-day operations of the organization. A leader can persuade others to want to strive for a certain vision or certi cation level across the organization. Servant leaders, without having to stand over their followers, can have a vision carried out without question. Their people are empowered and thus persuaded to want to go in a speci c direction. For instance: a Fire Chief at an International Airport desired to pursue accreditation through the center of public safety excellence, a process of self-assessment that takes years of hard work. the Fire Chief knew the bene ts of being accredited, as well as the daunting task of undergoing the process. She oversaw 3 stations on the airport and 250 personnel. The Fire Chief had two options; She could order her followers to take on the task of accreditation or she could persuade them to want to take on the task. Knowing how much work was involved in the process, the chief decided to persuade her members. As Fire Chief she was trusted and well liked throughout the organization she had made decisions in the past that had bene ted the organization and its members; and, because of that, she was able to persuade her followers to want to help with a process that required them to contribute more than they're already established responsibilities. This ability to in uence others to follow a new path, to work for and accept change, comes from being able to persuade and that ability shows in successful leadership outcomes. Furthermore, persuasion allows success to occur without authoritative behavior. Leaders can bring their ideas and desires to fruition without coercion, as in the case of the airport Fire Chief. Conceptualization: Spears identi ed the ability to conceptualize as the sixth characteristic of the servant leader. Greenleaf discussed the ability to conceptualize not as a characteristic, but as a talent or a gift. Conceptualization involves the ability to envision the big picture, using historical information of the past in order to understand the need in the present. The leader who possesses the ability to conceptualize is in fact a visionary. A visionary committed to continuous ongoing vision is not satis ed with the status quo, nor supportive of a stagnant atmosphere. Within the re and emergency services organization, the status quo holds dangers. Refusing to change or take on new responsibilities can lead to issues involving sta ng reductions, station closings, and contracting out services to another organization, to name just a few hazards. The conceptualizing leader can understand the big picture of both the organization and the community being served, and vision the needs of followers and citizens, and o er a continuous fi ffi fi fi ffi ff fi fi ff fl fi fi fi fi ff fi fi fl fi fi ff ffi vision of better, more e ective service delivery. More speci cally, the re and emergency services leader has the responsibility to conceptualize: station sta ng, resource allocation, operations based upon a changing environment, training and readiness, worst case scenarios, the one in a million chance calls. The leader then needs to be able to develop mitigation and prevention plans, all the while carrying out and overseeing the daily activities that take up the bulk of most re and emergency service organizations time. The ability to conceptualize for tomorrow is not easy while expanding time to lead for today. That's why greenleaf calls it a talent. Australian researchers sen senjaya and Andre Pekerti wrote that the very idea of servant leadership was a conceptualized vision of Greenleaf’s. However, the dreamer, or in the case of a servant leader, the visionary, needs to harness his or her visions and bring them into reality. Foresight: Spears identi ed foresight as the 7th characteristic of the servant leader. Foresight is directly related to conceptualization; the two GO hand in hand to form a leaders ability to vision. Greenleaf wrote that foresight is a central tenet of servant leadership and is an ethical duty of a leader, because a lot of damage can ensue if a leader fails to understand likely scenarios. What is foresight? Greenleaf said it is not about being able to see the future like a psychic, but is a better than average guess about what is going to happen and when in the future. And how do we develop the ability to envision a likely future? It starts with learning, Through both reading and life experiences. Ken Blanchard puts it succinctly: since organizations are being bombarded with change, you would be wise to make learning a top priority and constantly strive to adapt to new circumstances. Learning helps a leader develop the ability to sense patterns and to predict trends and needs going forward, based upon prior understandings of knowledge, critical thinking, and re ection. The re and emergency services profession is not exempt from a world where factors a ecting technology, building construction, population, and social structures are ever evolving. A re and emergency services leader who is status quo oriented and devoid of foresight fails as a leader for a very simple reason: response priorities and capabilities can be compromised when they are needed most. For example, a Fire Chief leading aircraft rescue re ghting services may face future aircraft emergencies with aircrafts capable of carrying over 600 passengers. These numbers change the dynamics of professional task, which means that the ARFF ar chief o cer who waits to prepare may be responsible for catastrophic losses. Again, a leader who practices foresight studies history, understands the present, and can conceptualize and envision a future that takes into account the needs and direction of an organization and its people. The ability is not only a testament to a leader's intelligence, but also to wisdom, and it is a serious matter. A lack of foresight greatly increases the chance that a leader is destined to fail, and a leader who lacks the ability to see future needs and directions is doomed from the start. Furthermore, other researchers have agreed with greenleaf that the failure to foresee future needs and trends is an ethical issue which ultimately leads to a leader's demise, and that foresight stems from thinking about the whole and not simply a part. In the case of the re and emergency services, the demise associated with a lack of foresight is ultimately to the detriment of followers and the community at large. The re and emergency services is unlike other elds. The decisions, actions, and inactions associated with the profession have a direct e ect on human life and su ering. Therefore, a failure of foresight pertaining to emergency planning, prevention, and responses is an unacceptable failure of leadership. A leader who is only reactive after a disaster is already too late. Stewardship: stewardship is the 8th characteristic of the servant leader. In medieval times, a steward was the keeper of the hall, who had a mandate to administer the lord's estate in all matters large and small. The steward might delegate, but was personally accountable for everything that happened in the entire estate. Put another way, the steward was charged with the greater good of the estate. That role is parallel to the meaning of stewardship for a servant leader. The good steward leader is charged with seeing the greater good. Stewardship requires one to vision things as a whole rather than consider each issue as an isolated entity void of connections to other issues. For re and emergency services leaders, the whole is the followers and the community that they serve. This is the sum of the parts, the great responsibility that is bigger than leaders themselves. When an individual accepts the rank of a re and emergency services leader, he or she is accepting a responsibility that carries with it total service to followers in community. A good steward not only seeks the greatest good, but also seeks meaning. Servant leaders realize that their success is related to the successes of others. Fire and emergency services leaders are only as good as their followers, for it is their followers that carry out the mission, and they do so in the context of stewardship of the greater good. The re and emergency services leader as steward is entrusted with a leadership role that includes the responsibility to grow the organization and its members for the betterment of society itself. Commitment to the Growth of People: the 9th characteristic of the servant leader is a commitment to the growth of people. This commitment involves a leader's devotion to the success and well-being of each individual. Being committed to the growth of people means the servant leader fosters an environment where the desire for the individual to succeed ourishes. It fi fl ff fi ff ff fi ff fi fi fi fi fi means being there for people, caring about their personal struggles, expressing gratitude for their commitment and successes, bringing them into the fold, and nurturing them to be better. a successful re and emergency services response is based on education and proper ongoing training. The re and emergency services leader must be resolutely committed to training and development in order to deliver to the public e ective emergency response. This responsibility includes A commitment to each individual's best qualities, meaning the leader must strive to bring out abilities that followers did not know they had. This involves pushing followers to levels they never knew they could reach and not accepting mediocracy in their performance. Ken Blanchard and Ken Hodges argue that commitment to the growth of people involves viewing people as appreciating assets and not just temporary solutions. And leaders view their followers as appreciation assets, they cultivate and serve them, knowing that the time spent in service will produce great rewards. Fire and emergency services leaders who spend time cultivating their human assets produce e ective emergency responders capable of dealing with any situation they may face. Furthermore because the power of servant leadership lies within the individual, a servant leader who fosters individual growth is in fact nurturing Desire ch 4 CHAPTER 4 THE CONSTRUCTS OF SERVANT LeadershiP AND THE FIRe and Emergency ServiceES "I can think of no more stirring symbol of man's humanity to man than a re engine." -Kurt Vonnegut THE HISTORY OF THE FIRE AND EMERGENCY SERVICES DATE BACK millennia. The Egyptians invented a water pump in the third century B.C. and the Romans were the rst to organize re ghting e orts. Major catastrophes like the 1666 London re changed cities and landscapes and sparked the creation of professional re and emergency response organizations.1 The people who were called upon to deal with the unique situations were called remen and then, over time, became known as re ghters. Today, a re ghter is a re and emergency services professional, taking on expanded roles in emergency medical services, hazardous materials, and all-hazard responses. Today's re and emergency services professional still holds true to the same passions and traditions as those who came before, based on love for the profession and a desire to serve others.3 Fire and emergency services responders, unlike the vast majority of remen in the past, earn advanced certi cations in technical rescue, paramedic, hazardous materials, o cer levels, and aircraft rescue re ghting. Furthermore, a vast majority of re and emergency services professionals hold undergraduate and graduate degrees, many at the time of hire. Even though the industry still operates as a para-military organization, the re and emergency services has moved slowly from a blue-collar job to a white-collar career driven by education, responsibility, and salary. The re and emergency services must acknowledge this evolution and abandon the shop- oor culture that feeds certain poor leadership practices, adopting a more professional approach toward leadership. What has not changed about the profession is the fact that it still plays witness to the tragedies of others. Invited into the lives of strangers, the responder enters, without question, into chaos and su ering while shouldering the burdens associated with being responsible for putting another's world back fi fi fi ff fi fi fi fl ffi ff fi fi fi fi fi fi fi fi fi ffi fi fi fi fi fi fi fi ff ff ff fi fi fi together. Because of this role, it is assumed the responder is macho, concrete, and una ected. The very fact that responders enter this profession ff fi future servant leaders. Building Community: the 10th and nal characteristic of a servant leader is building community within an organization. the re and emergency services function as a community and the very essence of the profession is teamwork. Several researchers have argued that servant leadership strengthens community between people far better than other leadership styles. This ability to Foster and sustain community is so important that greenleaf states, where there is not community, trust, and respect, ethical behavior is di cult for the young to learn and for the old to maintain. The process of building community brings individuals together to form a whole. That, in turn, strengthens the organization for the greater good. The profession operates as a community of responders. This community is made-up of individuals served by their leaders and entrusted to carry out grueling and often dangerous work. The strength of the community within the re and emergency service is the e ectiveness of its teams, and the e ectiveness of its teams hinges on the leaders who e ectively serve them. As shown in this chapter, a servant leader within the re and emergency services cannot only build community but can also provide other leadership qualities that strengthen the noble mission: listen deeply, express genuine empathy, nurture healing, operate with high awareness, use persuasion rather than coercion and manipulation, take the time for conceptualization, practice foresight and stewardship, and demonstrate commitment to the growth of people. The following chapter will discuss the history and speci c leadership challenges of a re and emergency service leader. Emergency Management involves a direct, authoritative role, giving commands and orders to crew. In this role, the re and emergency services o cer has clear cut directives and procedures to follow, and they understand the position and the responsibilities associated with it. Directing crews, coordinating operations, and making decisions on scene, though mentally taxing, or straightforward tasks. The second leadership role, management of the organization, is, again, straightforward. Fire and emergency services organizations have policies and procedures regarding day-to-day operations. And this role, management mimics paint by numbers. For example you must sta a paramedic rescue unit daily at the station three in a department that has 24 hour rotating shifts comprised of three groups, a, B, and C. If the policy calls for three handed paramedics rescues and all three positions require a paramedic certi cation, then three paramedics are assigned to rescue at station 3, on a group, B group, and C group, for their 24 hour shifts. if a vacancy or leave issue arises, you ll the vacancy following the established sta ng policy. in this case, the management function is clear cut. The leadership role, however, is far di erent away from the emergency scene and the daily management of the organization. In this situation, leadership involves all of the dynamics that leaders face in any other organization, especially the challenges of human relationships. This leadership role is not clear cut; No policies are in place for dealing with emotions or the growth of individuals. ff fi fi ffi fi ffi fi fi ff ff fi ffi fi fi fi fi fi ffi fi You will nd no directives to guide the o cer on how to empower people or build community within the organization. Hence, the purpose of this book; to bring together a leadership approach that relates directly to the core of why individuals choose a career in the re and emergency services, a desire to serve. Until now, literature about leadership practices has long ignored the re and emergency services. At best, they have brushed over the topic of leadership and instead focused on administrative functions. Again, administrative and management functions are vital to an organization's operation; However, by not providing leadership text and education written speci cally for the re and emergency services, the profession is hurting its people. A word about constructs; The majority of this book is based on what are called constructs of servant leadership. The normal meaning of the word construct is to build something, and the word is used as a verb. In the world of academia and theoretical science, however, construct is often used as a noun, and it refers to a model that is built systematically from other ideas. Think of it as a blueprint. In the context that the word is used here, a construct can also refer to the individual ideas that are combined to explain the whole. greenleaf's explanation of the motive of the servant as leader, the desire to serve, is the same driving force that brings people to the re and emergency services profession. The goal of this ff fi makes them seemingly fearless and emotionally healthy. In truth, many responders do feel this way. Because of their chosen profession and the fact that they are well- trained and brave, many responders assume they are invincible, immune to the psychological and emotional e ects that come from emergency incidents However, this is not the case; it is just the opposite. Responders are vulnerable to powerful psychological blow back even if they do not realize it, or worse, they do not want to realize it. The responder not only must deal with the physical loss of property, but the psychological impact of not being able to save a life or live with an order or deal with a possible oversight that led to a responder being injured of killed. The masculine mythology of the profession drives a belief that as the helper, one cannot ask for help, and thus, many re and emergency responders are taking their own lives in a last ditch e ort to try and nd peace within a bureaucracy tasked with mitigating even the smallest chaos. This reality creates a great balancing act for the re and emergency services leader. And their role as o cers, they are tasked with command and control, the management of an organization, or part thereof, as well as leading people. They must function as autocratic managers on an emergency scene, managers of organizations, and leaders of men and women living in close knit family like conditions. The rst leadership role associated with on scene book is to put forth a pragmatic leadership approach that resonates with the motives of re and emergency services professionals by using the constructs of servant leadership, which run parallel to what it means to be a re and emergency services responder. Because Greenleaf's ideas are such a rich source of inspiration, a number of researchers have tried their hand at summarizing servant leadership principles for di erent disciplines. The constructs of servant leadership described here were distilled by Dr. Kathleen Patterson from Greenleaf's 1970 seminal essay The Servant as Leader. Patterson argued that servant leadership extended beyond the transformational leadership model, one that is mentioned in certain re and emergency services administrative texts, and therefore demanded its own set of parameters; thus, the seven constructs speci c to servant leadership. Patterson and her colleagues argued that without concrete concepts as speci c to servant leadership, true empirical research, and thus understanding, could not occur. Even though similarities exist between the theory of transformational leadership and servant leadership, certain foundational aspects cause the two theories to be completely di erent from one another. The core di erence between the two theories is how one arrives at leadership, either from a desire to lead or a desire to serve. This di erence strengthens the argument that servant leadership theory ts within the re and emergency services profession, because the re and emergency services responder arrives at the profession from a desire to serve. In order, Patterson's constructs are agapao love, humility, altruism, vision, trust, empowerment, and service. Her research shows how each construct ows into the next, leading to the nal construct of service. The next seven chapters explain each of Patterson's seven constructs and show how each relates to the re and emergency services. Each chapter is written in a way as to spark critical thinking and re ection about their t within the re and emergency services. Remember that becoming a servant-leader is not about major organizational change, but rather, a change in approach and attitude. fi fi fi fi fi ff fi fi ff fi fi fl fi ff fl fi fi fi fi fi fi ff Desire ch 5 CHAPTER 5 AGAPAO LOVE as "I don’t necessarily have to like my players and associates but their leader, I must love them. Love is loyalty, love is team work, love respects the dignity of the individual. This is the strength of any organization. - Vince Lombardi THE FIRST OF PATTERSON'S SEVEN VIRTUOUS CONSTRUCTS OF servant leadership is agapao love. In this sense, love is at the core of authentic leadership, an unwavering moral and ethical commitment to others. A servant-leader is formed by agapao love, which exists simultaneously with one's desire to serve. The love and desire are, in essence, one and the same. Love overcomes fear and hostilities within organizations and drives away negativity. It is love that cements a commitment to one's followers and a desire to see them succeed. Love given from leader to follower is the energy that drives success and creativity. Love is more than emotion; it also includes understanding and appreciation. Within the re and emergency services, there is an expectation that those who serve shall succeed. Unlike other professions, failure within the re and emergency services can lead to tragedy. Such pressures, at times, have a negative impact on the responder. For the re and emergency services leader, It is imperative to understand this issue and, out of love, to lead. We have learned that the re and scene where 20 children and six teachers were assassinated in an elementary school. The victims, most of whom were between the ages of six and seven, were killed by an assailant armed with an assault ri e. The responders played witness to this evil act as they entered into a scene that would change their worlds forever. Imagine the emotions of responders in turnout and SWAT gear as they responded to a scene where their skills were little to no use, hoping for a chance to make the situation just a little better, but left with a feeling of helplessness. This is an example of a situation where it is imperative that Fire and emergency services responders receive love from both their leaders and colleagues. In this incident, responders left to journey alone found themselves trying to survive.3 E ective leadership in highly emotional cases involves listening and supporting followers, letting them know they are cared for and not alone. The research is in, and it shows that love begins the healing process, as trite as that may sound. In his book Leadership and the Force of Love, Dr. John Hoyle wrote that a leader who cannot love is incapable true leadership. In fact, Dr. Hoyle and his colleague Dr. Robert Slater argue that love's –“power is the most reliable way to overcome destructive practices within organizations. And what does love really look like in the context of leadership? It is not mushy, abstract ideal, but an expression communicated through actions that are authentic, unsel sh, and taken from a moral base. We are not talking about the gestures of puppy love, but mature, thoughtful behavior that is done without the expectation of receiving anything in return. The role of a leader fi ff fl ≠ fi fi fi fi should be a daunting yet enjoyable experience, both ‘’out there” in the world, and in here, where one nds deep happiness. Stephen Covey argues that love is the foundation of happiness. Celebrated poet and author James Autry agrees that happiness as a leader comes not only from professional success, but from the love and esteem one has for colleagues. Here is another way of putting it: you can learn certain techniques of leadership, but love makes it all worthwhile. At the close of a series of speeches Robert Greenleaf gave at Dartmouth Alumni College in 1968, he said, In the end, nothing really counts but love and friendship. The notion of love, at least from the standpoint of servant leadership, stems from unconditional love that comes from a moral base. This love is unwavering, possessing a power to conquer fear and establish an authentic leader-follower relationship. One can only derive goodness from love. The re and emergency services profession needs all the help it can get in conquering fear. These public servants, regardless of past experiences and human instincts for selfpreservation, enter daily into uncharted territory, facing situations that most would rationally ee. If you are a company level leader, you will draw on your love for those entrusted to you to keep them safe. Your abiding concern for their well-being will motivate you to hone your skills, remain aware, and place their safety and security above all else. And when you do that, love is reciprocated. Your followers realize you love them because of the way you look out for them in every situation. That is probably the biggest reason they will willingly place themselves in harm’s way without second guessing your decisions and will also gift to you the power to teach them. Let’s be honest about something that people who do not work in our profession may not understand: the re and emergency services profession is inherently a competitive career eld. fi fl Emergency Responder is vulnerable to the same psychological issues that Civilians face. Thus, For re and emergency services responders only to do their to succeed, they also need to be loved, not only to do their jobs, but also to recover from their jobs To understand this point, one needs look no further than a shooting at a Newtown, Connecticut, elementary school. emergency services, unaware of the carnage, responded to a The recruitment process rewards competitiveness. It is not unusual to see only several individuals, sometimes out of thousands of applicants, selected for a recruit-candidate position. The competition doesn’t end there, though. Becoming a recruit-candidate means rst passing a grueling testing and selection process. Then selected recruit- candidate might receive an appointment letter after completing a year or more of probationary training and evaluation. Once appointed, each individual will compete for positions, special school, and assignments. Furthermore, such competitiveness remains throughout one’s entire career, as individuals compete for rank advancement and promotion. Competition drives success, yet it cannot be allowed to sti e relationships and consume a person’s being. There are times when leaders may feel intimidated or threatened by a follower’s ability and feel in competition with that follower. What Hoyle and Slater argued is that such competition should never overcome love for one’s colleagues, leaders, or followers. This same love is the reason they can come to you, because they know you have their best interests in mind. Your unconditional acceptance of them as persons allows them to con de in you, professionally and personally. Unlike an arms length bureaucrat, you are approachable and sought out because of your ability to love. When we lead out of love, we do so because we understand that bureaucracy can hurt people and sti e great leadership practices. Leadership scholar Dr. Bruce Winston discussed love’s power within the context of leadership, arguing that one does not use followers as a means to an end. This means that a leader who leads through love values one's followers for who they are as people. This notion goes against the bureaucracy's model, which consists of multiple layers of process and policy, replacing them instead with the needs of one's people. Let's be even more explicit: within the re and emergency services, leaders who love their people do not use and abuse them in order to make the next rank. This, however, does not mean that a leader's love should be mistaken for an anti-disciplinarian attitude, or the leader is seen as a doormat. Instead, agapao love allows a leader to render just decisions, decisions never made in anger or haste.23 We can call this tough servant-leader love, taking actions because you are committed to the growth of people. Dr. Ann McGee-Cooper calls accountability "the taproot of servant leadership," which means that bad actions and choices that your followers make cannot be ignored. However, because you love them, your decisions will be for their good, irrespective of personal relationships and regardless of how they perceive it. Your decisions come from the heart. Take a moment and re ect upon the following: You are a battalion chief assigned to a re department’s duties, re prevention and investigation bureau. In you receive an assignment to investigate a potential crime scene where a small re took place when the police were attempting to serve a search warrant; you decide to take another lieutenant with you to the scene to assist in the investigation. You have known this lieutenant for over a decade and trained him in arson investigations. The scene is located in a neighborhood drug house, which on fi fi fi fi fi ff fl fl fi ffi fi fl arrival, you nd littered with small amounts of drugs, some weapons, and cash. The police have the scene cordoned o and vacated the interior so you can do an investigation. During the investigation process, you witness the lieutenant pick up a small-caliber pistol from an end table and put it in his pocket. Making a mental note, you continue your investigation, take pictures and samples, then clean up your equipment and exit the structure. When you get back to your o ce you confront the lieutenant, insist he hand the pistol over to you, and ask him Why he stole evidence. He reports to you that he felt it did not matter because the weapon belonged to a drug dealer and nobody would care. You then tell him it does matter, the police care, and that regardless who you steal from, it is wrong. After some time in your o ce, you inform the lieutenant that you have to bring disciplinary actions against him Does this mean that you do not love him? Does this mean that because you love him, you will not allow such a breach of trust to occur? Would allowing the lieutenant's actions to go unpunished be for his own good? Does the lieutenant demonstrate reciprocal love by placing you in such a compromising situation and expecting you to look the other way? The love of a leader toward followers is neither a weakness, nor a relinquishing of authority, but rather a compassionate practice that brings people together. Rodney Ferris, who has written about the power of love in organizations, argues that the practice of love, seeing the need to be committed both morally and ethically to one's followers, makes a stronger, more e ective leader. Placing love at the forefront of leadership makes it far more di cult for unethical practices to take hold. Furthermore, love leads to the desire to serve, and thus to becoming a servant leader. People need to feel safe and to feel safe they need to be loved. Therefore, if you begin with love, people feel safe. Moreover, people who are loved reciprocate such love through their performance. All of this talk of love and safety takes on heightened importance on an emergency scene where personal safety cannot be taken for granted. Feeling loved by your comrades and leaders can certainly help you feel safer. It can even save your life. A leader's desire to want his or her people to succeed stems from love. A loving leader wants to recognize the potential of one's followers and foster their abilities. Love recognizes the importance of people who are successful in their jobs and understands that anything less is harmful to the organization as well as to the individual. Love seeks out the truth and stands on a solid foundation of honesty and openness. A love for one's fellow man brings people to the re and emergency services profession allows them to remain.3 The conscientious decision to enter into the re and emergency services career eld comes with a complete understanding of the inherent dangers associated with the profession. It is a love for serving others in their most vulnerable time of need that, throughout history, has called individuals to the profession. Love, however, also allows one to sacri ce life itself for another. Take, for example, the sacri ce of Fire ghter Jon Davies: Fire ghter Jon Davies of the Worcester Fire Department. Fire ghter Davies, a 17-year veteran, was there the day the Worcester Fire Department lost six re ghters at the Cold Storage Warehouse re. Fire ghter Davies arrived on- scene as part of the rst alarm complement and stayed on for days working the charred rubble. For several days, he worked to locate the bodies of his fallen brothers and then assisted his fellow members and their families in burying their dead. After this tragedy, Fire ghter Davies went back and honor ably served the people of Worcester for twelve more years. Twelve years to the month after the Worcester Fire Department lost six of its own at the Cold Storage Warehouse re, tragedy struck again; this time the loss was fi ff fi fi fi fi fi fi ffi fi fi fi fi ffi fi fi fi fi fi fi fi fi fi Fire ghter Jon Davies. He was killed during a search and rescue operation at a tenement house while searching for a reported missing tenant. Fire ghter Davies' love for his fellow man allowed him to willingly be placed in harm's way, and he ultimately sacri ced his own life while attempting to save the life of a total stranger. Regardless of rank And years of service, re and emergency services professionals are leaders within their communities. By loving their profession, they also love the community they serve. This love, not a salary, motivates the re and emergency services responders to return to duty after a tragedy. Greenleaf was right; in the end nothing counts but love and friendship, and showing love, caring for one's people, is the key to successful leadership. It's a fact of life: When you love something, you become passionate about it. If you love your people, you become passionate about them. If you are passionate about your people, you become committed to them, and most of all, you desire to serve them. Desire ch 6 CHAPTER 6 HUMILITY "To be humble to superiors is duty, to equals courtesy, to inferiors nobleness." - Benjamin Franklin HUMILITY IS THE SECOND CONSTRUCT OF SERVANT LEADERSHIP. To be humble does not mean that one relinquishes power or position but, rather, realizes the humanity in both self and others.' In an essay that outlines lessons from Americas "quiet CEOs," Merwin A. Hayes and Michael D. Comer concluded that "Humility is one of the most important attributes of leadership, because it helps connect the leader to the follower through their common bond of humanity." A humble leader achieves great things yet remains grounded as a person. Researchers Lee Hean and Guat Tin showed that humility in leadership actually improves the organization, a surprising nding to many who think the proper role of a leader is to always be strong, and even sometimes grandiose.3 Earlier in this book you learned that competition in the re and emergency services is normal. There is constant competition to be the fastest, the most accomplished, the strongest, and the ttest. In the recruit academy and beyond, re ghters take part in "bunker-drills." A bunker-drill begins with re ghters standing behind their turnout gear and self-contained breathing apparatus (SCBA) while an o cer stands in the center with a stopwatch. On the word Go, the re ghters are timed as they don their turnout gear and SCbA. All departments run bunker- drills and though they are supposedly about being able to put on your gear quickly and correctly, they are, in fact, competitions between re ghters. Not that there is anything wrong with that kind of competition if it hones life-saving skills, but the point is that humility can be a virtue even in competition. Humility is the fastest re ghter being able to compete in healthy competition while putting ability in perspective. James Autry wrote that great leaders do not seek out angles that will make them fi fi fi fi fi fi ff fi fi fi fi ff fi fi fi fi fl ffi great; rather, a leader's humility allows for e ective leadership. What this means is that a leader's being produces e ective leadership, not tricks and tools. Moreover, a leader who is authentic and humble will inspire others. An authentic leader functions through relationships built upon trust. Researchers Bradley P. Owens and David R. Hekman studied the behaviors and outcomes of humble leaders and discovered that humility in leadership in uences four areas. The rst is organization development and change. The humble leader is committed to the organization and the individual, and this commitment fosters positive change for both. Put another way, the humble leader understands that the organization is the individual, and collectively, the individuals are the organization. This relates to Spears' comment that servant leaders have a commitment to the growth of the followers, It is an important point for those who wish to develop todays on trust. The third issue uncovered by Owens and Heckman's research was the relationship between a leader's humility and the engagement of followers. A humble leader fosters "ownership" of one's position. Fire Chief Rick Lasky wrote a book about the power of passion and ownership of one's position in the re and emergency services, in which he noted that the more pride responders have in their positions, the more they own the position, make it personal, elevate it beyond just being a job. Personal ownership fosters a dedication to one's people and profession. The humble leaders understand this; they engage their followers and foster pride. The followers in turn take ownership of their roles and responsibilities and contribute to the overall organization. Owens and Heckman found that the fourth emergent aspect involved change to an organization' structural approach. A humble leader desires to hear from those at the bottom, the individuals most a ected by decisions and policies. The people on the ground can give guidance on how to best deliver re and emergency services to the public because they are the ones responding; they are the end-user of decisions. In an interesting study, author and researcher Dr. Julie Exline found that humility was important for both the givers and receivers of acts of kindness, and reported on the literature that showed how humility leads to increased motivation and better performance in academics and on the job. Other studies show that the humble leader is one whose leadership approach leads to healing and forgiveness Perhaps Larry Spears put it best: Healing involves both the healing of self as well as the healing of others. The humble leader desires to put others' worlds back together. Humility allows humanity to ourish; it is a commitment to forgive others as well as self for resulting decisions and practices. Humble leaders understand that if they cannot forgive, they cannot be forgiven, and without forgiveness, there is no healing; wounds will remain open. The healing of the individual, whether oneself or another, is imperative to success. A person cannot successfully function in a constant state of sadness. Self-blame and guilt that humans assume sti es fi fi fi ff fl ff ffi progress; the servant-leader strives to heal these wounds for the good of the individual. Dr. Exline showed how humility allows one to receive gratefully, the gifts, “thank-you's", or forgiveness from others.!3 Humility does not coexist comfortably with grudges. One must strive to seek forgiveness as well as forgive because grudges are destructive; they take up space in the soul. Furthermore, one's humility fosters personal generosity as well as a desire to help others. Even Robert Greenleaf discussed the notion of humility in leadership as a leader's ability to accept generously,' Here is a scenario to ponder: Imagine you are a lieutenant of a ladder company in a very poor re district. Last week during a snowstorm, your company responded to an o cer- fl fi fi re and emergency services professionals into tomorrow’s leaders, because people who have been supported and groomed will be ready to lead the organization. The humble leader understands that a leader who grows individuals also grows and develops the organization. The second emergent factor Owens and Heckman discovered was that humility improved the relationship between leaders and followers. The humble leader within the re and emergency services is approachable, not the stereotypical aloof, macho-gru individual who has been written about by thoughtful observers." Humble leaders keeps personal strengths, talents, and position in perspective, realizing that not everybody is like them or feels as they do. Consistent humility promotes strong leaderfollower relationships built acknowledges that being invincible is a myth, that regardless of experience or training, humanity is fragile. For the re and emergency services leader, humility does not weaken but rather strengthens one's role, not only as a leader, but also as a team member.' Scholar and author Annette Suzanne Peters and her research colleagues discovered that arrogance, the antithesis of humility, had a negative e ect on interpersonal relationships. In the re and emergency services, responders act as part of a team and humility seems to strengthen the team. The humble leader is the honest leader." The humble leader can speak truth to followers as well as truth to power. The humble leader makes the fair decision in all situations and does not hide behind policy to avert consequence. To understand this point, we need to revisit the scenario from Chapter 1 involving the distraught re ghter asking for the night o. The re ghter came to your o ce after returning from an emergency medical services call where a vehicle struck a teenager in a crosswalk. The re ghter, a father of a disabled child, asked for the night o. On this call, he had been the patient technician providing advanced emergency medical care to the victim. During patient transport, the patient went into cardiac arrest and died. Instead of answering his request for a night o with "We just don't have the sta ng and downtown is giving too much grief about using overtime," you asked if he was all right or needed to talk, then you granted him the night o and o ered to set up a critical incident stress debrie ng. You then called in an overtime to sta the re ghter's position. In this revised scenario, even though you were protected by department policy to rule bureaucratically, your humility allowed you to make a fair and caring decision." As a leader who loves your people, you defended your decision to your superiors and protected your re ghter. As a manager, you were in your right to say that sta ng is an issue and deny the request for the night o. However, because you are a humble leader, you instead chose the compassionate thing to do." Research abundantly supports the e cacy of humility ffi fi fi fi ffi ff ff ff ffi fi ff fi fi fi ff fi ff ff fi ffi ff fi ff fi fi fl ffi in a leader, Researchers Chan, McBey, and Scott-Ladd argued that humility was a virtue of the ethical leader? Researchers Nielson, Marrone, and Slay found that followers were more committed to a humble leader's vision because the leader demonstrated empathy for their situations?* Again, this concept is not about being weak but real and trustworthy." Researchers Grahek, Thompson, and Toliver found that the act of being humble is a testament to one's character and goes to the heart of a person being worthy to hold a position of leadership. Fire fi fi assist call where an older woman had locked herself out of her apartment; the woman lived on the fourth oor. A police o cer on patrol found her shivering in front of her building. The property owner could not be reached nor were any locksmiths available to respond due to the weather; regardless, the woman could never a ord " locksmith, You decided so have your company deploy the aerial ladder, climb up to and open a window of her apartment, and enter the structure from the outside of the building to unlock the door. In all, the operation took 10 minutes. Later that week, the woman arrived at the re station asking to see you. She had baked you and your crew a dessert and wanted to thank you for your work. Humbly, with an open heart you accepted this kind gesture. The operation your crew performed was mundane and somewhat trivial, but from that woman's perspective, you saved her-your crew put her world back together. Regardless of how trivial the operation, to her your actions were heroic. Understanding this, you did not play down the operation and you gratefully accepted her generosity. Author and researcher Dr. Neal Krause found that humility was correlated with better health.' Fire and emergency services professionals need all the help they can get to stay healthy. The profession takes a heavy toll on responders, both physically and mentally. Responder play witness to human tragedy. Upon arrival, they become a part of the situation; they are not bystanders. Humility allows a responder to gratefully receive the help and assistance that are so needed for his or her overall physical and mental health. Humility and emergency services leaders need to be empathetic to those they serve, and empathy relates directly to humility. Humility in re and emergency services leaders drives their ability to be empathetic with their followers, as well as to those to whom they render aid. This is not always easy on the scene of an emergency response. It requires a balance of empathy for the situation of others while avoiding irrational or unwarranted judgment. Emergencies sometimes occur in dilapidated dwellings and dangerous locations and they often present to the responder the realities of poverty and human su ering. Empathy allows responders to be aware of the dangers while simultaneously performing their jobs. Researcher Dr. Jennifer Foster studied nurses working with the World Health Organization and found that humility, and cultural humility speci cally, is the essential component to delivering healthcare on a global scale." She learned that interaction over time between groups of people creates a natural humility, fostered by an understanding that can only stem from being together. Again, the notion is not that persons in leadership roles should become meek but, rather, to realize the innate dignity of humanity dictates that all people have worth. The re and emergency services responder cannot choose who receives care; the responder simply renders aid to all without question. Cultural humility involves an understanding of di erent healthcare needs and vulnerabilities relevant to di erent segments of a population." Simply put, di erent people have di erent personal needs, as well as cultural needs and traditions that go along with who they are. In order to be successful, the re and emergency services responder must understand these factors without judgment. This is important because the re and emergency services professionals form the frontline of the emergency healthcare system, Nationally, 85% to 95% of calls to re and emergency services organizations are emergency medical responses." Like nurses, that makes re and emergency services professionals essential to the healthcare system. The practice of cultural humility helps responders function in multiple situations involving diverse populations. To refer to one's self as a re and emergency services professional means that one must act professionally, which means going beyond the basic training and education needed to perform a task. Humility drives a desire to understand others, to appreciate the di erences in cultures and people. Authors Robert Dennis and Mihai Bocarnea wrote that humility means, "viewing oneself as no better or worse than