By Eric Latimer
Spring is here, and it is a perfect time to start pruning your rose bushes to allow for vibrant flowers that will turn your neighbors’ heads as they walk by. Pruning eliminates old and less productive stems to allow for new growth as the rose bush ages. It’s important to acknowledge that while there are several ways to utilize pruning shears, you must focus on where you cut so that you do not damage the main stem and stunt future growth. Pruning will enhance more substantial primary stem growth, allowing a fuller plant with newer branches and buds to prosper.
In the same spirit of promoting growth, it’s important that we look at areas within our own organization that can be pruned like a rose bush. Each organization is comprised of numerous policies, procedures, directives, programs, personnel and other areas that can be viewed as branches of a rose bush. The organization’s mission is the main stem that allows for growth and vibrant service to the community.
Why we need to prune
While the status quo is seen as the default, some organizations continue to use the same practices and programs implemented several years ago despite advances in technology, understanding and awareness, sparking questions as to whether the department is truly meeting the needs of its community.
This is why continuous evaluation is crucial – it’s not about change for the sake of change but rather about staying relevant and effective in a constantly evolving landscape.
What to cut back
Many policies, procedures and practices that don’t make sense for the current environment are still in place because leaders have not taken the time to re-evaluate their effectiveness in the face of new information, tools or resources. So, when deciding what and where to prune, consider the following:
- Outdated policies or partnerships. Some organizations’ policies might be outdated or in conflict with a new collective bargaining agreement that has been implemented.
- Outdated or unsafe fireground practices. Some practices utilizing various techniques on a fire scene might no longer be applicable.
- The use of irrelevant or outdated tools. Evaluating if the tools on your apparatus are still essential and applicable to the current risks within your community. Just because we have always had them on there does not necessarily mean that they must stay on there.
- Areas that lack new technology. Utilizing the latest technology to help with staffing and scheduling might allow for better planning and communication throughout the organization.
- Outdated administrative practices. Review administrative decision-making to meet the organization’s needs due to a changing workforce and today’s staffing requirements.
Once complete, a department’s pruning results can lead to growth within the organization for succession planning, program enhancement and service delivery.
Furthermore, leaders should be mindful that several legacy practices and programs used in today’s fire service might not be applicable due to the available new technologies or current needs. For instance, documenting staffing in spreadsheets or only on paper can be more labor-intensive than using one of the many staffing software programs available that are more intuitive and work with some record management system software programs. It’s important to stress the need for modernizing practices, as this can lead to improved operational efficiency and better service delivery. Pruning can bring organizational practices up to current industry standards and practices.
Additional notes on pruning
You should be pruning year-round but in small sections, so that you can focus on certain branches to help those develop new buds. Each section of focus should have a leader in charge of the pruning process, as leaders are not just the implementers of change but the architects of it. These leaders should:
- Communicate efficiently and effectively. Being a skilled communicator is essential, as it involves actively listening and answering questions with clarity.
- Hold institutional knowledge. Leaders should have knowledge of what they are pruning and be familiar with current practices and standards.
- Remain adaptable and flexible. Leaders must be open to change and avoid the mindset of, “Well, this is how we have always done it.” Sometimes, leaders must ask themselves, “Why do we do this?”
- Consider creative alternatives. Be the agent of change and think outside the box on items.
- Welcome opinions and ideas. As a leader, garnish input from the workforce and those behind the original program or practice.
Once you start the pruning process, you can’t stop, or you will damage the branches. The idea is to start small and work your way into the main stem. Even small changes will make a massive difference within your organization.
Prune now, bloom later
The goal of pruning within a fire department is to enhance your practices and culture to meet the needs of today’s workforce, as well as stakeholder needs. You can improve your service delivery to ensure you are not duplicating efforts or wasting time on irrelevant outputs.
Bottom line: A healthier workforce, safer equipment, improved communication, streamlined processes and elevated programs are just a few ways that pruning makes an impact. Take your time – start at the edges of your organization and work your way to the main stem to ensure your organization’s mission is being met.
ABOUT THE AUTHOR
Eric Latimer is the division chief of Fire Operations for the Springfield (Missouri) Fire Department where he has served the citizens of Springfield for over 26 years. Chief Latimer holds a master’s degree in communication from Missouri State University, completed his Executive Fire Officer at the National Fire Academy, and holds his Chief Fire Officer designation through the Center for Public Safety Excellence (CPSE). Additionally, he has attended the Executive Leaders Program (ELP) from the Center for Homeland Security and Defense and the National Preparedness Leadership Initiative through Harvard University. Prior to becoming a chief officer, Latimer was the political director for IAFF Local 152 and is a vice president emeritus for the Missouri State Council of Fire Fighters.
