The following content is part of a new FireRescue1 initiative – the Fire Leader Playbook – aimed at helping new fire service leaders increase their effectiveness, enhance their leadership KSAs, develop trust among crewmembers, and build confidence. Through a handful of questions presented by FireRescue1, veteran fire service leaders reflect on their early days in leadership roles and offer advice, while newer leaders detail their experiences taking on a new position. Email editor@firerescue1.com to offer your insights for the Fire Leader Playbook.
Following are the Chief Insights from Dale Loberger, fire chief of the Griffith Road Volunteer Fire Department in Monroe, N.C.
What was the incident or person in your career that put you on the path to becoming a chief?
When I became a firefighter, I had no intention or desire to become the chief. I just wanted to be good at what I did. It was my retiring chief, Ron Richardson, who inspired me and encouraged me. He showed me what it took to be a chief officer and taught me the things to do and not to do as a leader.
When he faced retirement, he recommended me to be his replacement. All I know about being a chief officer has been taught through his example and confidence in me through my previous promotions. It was his inspiration that encouraged me to accept this position.
What surprised you about the transition?
Even though I was being groomed for the position, I was surprised at the list of duties in the meeting officially transferring that position. In the first month, there are many financial decisions I must make regarding budgets, grant applications and pay. I hope to be fiscally responsible in those decisions to lay a proper groundwork for continued success this year and beyond. It was unforeseen that my retiring chief would be hospitalized and out of reach shortly after the promotion, leaving me largely on my own but with the assistance of my other senior officers.
What do you want to accomplish, improve or make better in your first 30 days, 6 months and year as chief?
In the first 6 months, I hope to exhibit and inspire leadership in the existing officers and through wise promotions to positions of leadership in my administration.
I look to establish a team-oriented, cooperative spirit to leverage the skills of others while maintaining discipline and leadership authority. I want to accomplish ideas for progress and improvement of conditions within the station that have been delayed.
Recruitment is a primary focus and building relationships with politicians, county staff and other mutual-aid departments.
By the end of the first year, I hope to have a stronger department throughout all positions by welcoming new recruits, encouraging education, and better leveraging the skills of all staff.
How will you create an organizational culture that people want to be a part of, to join and to stay?
I was able to inherit a stable culture with strong staff. My goal is not to be overly aggressive in making change but rather to prioritize projects that will advance our reputation and strengthen our ability to respond and recruit. I have been having regular meetings with my officers to establish these priorities and move them forward. It has been more difficult to move projects forward than I had anticipated. This has been partially due to the timelines of acquiring supplies and new equipment.
What’s your process for making major decisions, like implementing a new policy, launching a new department initiative, allocating limited resources or making a major product purchase?
I have had to do many of these things already. My approach was to ask for advice and opinions, but not simply put questions out there and request answers, rather provide my opinions along with the presentation of problems and seek honest input. I quickly took advice and modified my proposals to improve them with the input I was given.
I have made a few directives so far but used the consensus of opinions from my officers. Strength is not always represented by command but can be made in compromise in many decisions. On the fireground, however, the decision-making process is somewhat different and requires a more active voice on my part than the daily or strategic operations.
How do you show your personnel that you are leading with honesty and integrity and other value-based behaviors?
I have learned that leadership is not command-driven but inspired. I want to support everyone in my department to attain personal and professional goals. It is my intention to promote a “just culture” environment that inspires growth. I hope to educate officers on the concept and direct them through example. I have participated directly in company drills already as any other firefighter and allowed line leaders to assume their leadership over me during these events. I have yet to be challenged with any major personnel conflict but suspect it is only a matter of time and that I will be watched closely. I hope that my integrity recognized over the years with these individuals will help carry me through those moments when they occur.
Lightning round leadership
- What is a leadership book, podcast or seminar you’ve found invaluable? I am still searching for a regular source of leadership inspiration, but I rely a lot right now on LinkedIn from the connections I have built over the years.
- How do you organize your schedule and stay on schedule? This is probably my biggest challenge at this point. It has been more difficult than I imagined, so I am leaning on my officers to share that load and responsibility. I am giving them clear authority over specific projects and events to free my time. Micromanagement has never been my style, so once authority has been granted, I accept the result.
- If you knew the budget request would be approved, what’s a big purchase you’d make for your department today? There are some major renovations I would love to see of our facility to make it more practical for modern operations and training. I have been given a strong financial position and have initiated improvements based on that, but they are scaled back from what I would ultimately like to see. Perhaps these will become longer-term initiatives.
- At the end of the workday, how do you recharge? I have interests that are far outside the realm of the fire department that are either singular pursuits or groups outside of my department. Separation of myself from the work demands is important but also remains a challenge at times, as the position has demanded even more of my time recently and increased schedule conflicts. Prioritization in a larger scheme for myself is becoming easier but still a challenge.
About the author
Dale Loberger is fire chief of the Griffith Road Volunteer Fire Department in Monroe, N.C.