In the real estate world the important theme is: location, location and location.  In the world of diversity recruitment it is relationships, relationships and relationships! 

Here are a few guidelines to help you and your department to be more effective in building strong, trusting and working relationships with members from different multicultural communities. 

• Do your homework. The more you know about your target audience the more effective you’ll be.  Each target audience will likely require a different message, a different messenger and a different medium to deliver the message. 

• Find a mentor in the community who can help you to navigate who to reach and how to reach them.  You don’t have to get to know a lot of people.  Invest in building relationships with one or two trusted people from the target community.  They’ll open doors and help you to avoid pitfalls.

• Building relationships doesn’t have to cost money.  In fact, strong, trusting relationships will more likely yield free resources for the department.  (translation, PR/media, hosting recruitment and prevention events, etc.)

• An example of happy and satisfied diverse firefighters in your department is the best way to guarantee the next recruit class of qualified, inclusive, diverse and safety-conscious candidates.

• A community-engaged department culture needs to start at the top.  This is truly a ‘walk the talk’ commitment, and needs to come from, and be supported by, formal and informal leaders from both management and labor.  If you’re specifically working on recruitment, don’t forget leadership from HR.  As my friend Hanley says, “If you want them in on the landing, you better get them on board for the take-off.”

• Prevention is an excellent recruitment strategy.  Engaging and partnering with different multicultural communities in joint prevention efforts builds relationships and trust.  It provides an immediate pay-back to the community.  The relationships you build during prevention will provide huge benefits when it comes time for recruitment.  You’ll already have your community network in place and they’ll be informed about the job and who’s likely qualified.

• If relationships are going to be built in multicultural communities, the fire department will likely need to take the lead.  One of my favorite stories came from a focus group that we did with a South Asian community group (Indian, Pakistani, Bangladeshi).  They all lived within a mile or two of their neighborhood fire station, however none had ever been to visit the fire station before we had the focus group.  We inquired why, and the community leader said, “In our country, we would never visit a person’s house unless we’re invited.  The firehouse is where the firefighters live, and we would not come unless we receive an invitation first.”

In 2007, FIRE 20/20 completed the first diversity and safety study in the fire service.  The Multicultural Safety & Health Research Program was funded through a Fire Prevention and Safety Grant with additional funds through IAFC. 

We had heard anecdotal stories about how language barriers and cultural misunderstandings had put both first responders and community members at increased risk, but no formal research had ever been conducted.

Seattle, Austin and Milwaukee fire departments participated as U.S. research sites.  They were selected because they served a wide variety of multicultural communities and all had fire chiefs who wanted to do a more effective job in their multicultural communities.  FIRE 20/20 also conducted a companion study in Calgary, Alberta.  The results were remarkably similar.

The study findings showed four key areas that increased risk for both first responders and community members.  These included language barriers, trust issues, knowledge gaps and lack of positive, proactive relationships. 

So you may ask, ‘How can this report about safety and risk help with diversity recruitment?’ 

You are problem solvers.  You are in business to save lives and property.  The findings point out key safety problems in multicultural communities.  And the research showed these problems are putting both firefighters and your customers at increased risk if they’re not addressed. 

A qualified, inclusive, diverse and safety-conscious department is the SOLUTION to these problems.  It’s the most effective way to address these issues in both the short and long term.  It pays dividends in emergency response, in prevention, in disaster preparedness, and in emergency management.  And if the department embraces this value and embodies an inclusive culture, your diversity recruitment and retention challenges will diminish. 

When I travel around the country and speak to departments about diversity recruitment and retention, they always ask about best practices.  They want to know the list of tasks that successful departments do to successfully recruit and hire more qualified women and people of color. 

So here’s the secret sauce.  Successful diversity recruitment does not start with marketing and ad campaigns, giveaways with your department name, having a booth at career fairs or a flashy diversity website.  Don’t get me wrong.  These are all important.  But the starting point of successful diversity recruitment and retention is that the leadership of your department (fire chief, labor leader, HR) gets it!  They understand why inclusion and diversity are important to fulfilling your department’s mission, more effectively and safely serving your whole community, and how this commitment will ensure the future of your department. 

Serving multicultural communities is only going to increase.  The sooner your department understands the opportunities, the better prepared they’ll be to attract the best of the best. 

Many people have never met a woman firefighter, even though women have been fighting fires for hundreds of years. My motivation for writing On the Line was very simple: I wanted to create a book that would give a face and a voice to women firefighters across North America.

Those early women firefighters were few and far between. Women have only been included in the career fire service since the mid-1970s, and when I was hired as a firefighter in 1980, there were probably only around 200 full time career women firefighters nationwide.

The numbers are much higher now. By 2009 there were possibly over 9,000 women serving as career firefighters in North America. But numbers can be deceiving. In recent years, many fire departments report problems with recruitment and retention of women. Some fire departments have given up doing any focused recruitment. A number of departments have not hired a single new woman firefighter in over a decade.

When recruitment and diversity hiring efforts are not prioritized, the result becomes a self-fulfilling prophecy. Women in the community don’t see women working as firefighters and emergency responders, so they are less likely to imagine themselves in that job. Girls in school only see men on fire trucks, and conclude that only men can be firefighters. The numbers of women who pursue firefighting as a career stagnate and diminish, and as older women retire, many fire departments start to look at lot like departments did back in the 1970s.

But women are doing this job, and finding tremendous satisfaction in being part of this wonderful vocation. Young women today are actually better qualified in many ways to be firefighters than the women were when I was first hired in 1980. Young women now have access to elite sports programs, they can attend college programs in fire science and emergency medicine and they may come out of military service with extensive field experience. There is a whole generation of women out there who would thrive in the fire and emergency services, but they may not even know what opportunities exist.

In my book On the Line: Women Firefighters Tell Their Stories, I profile over 35 women firefighters from across the United States and Canada. Each featured profile includes a photo of the subject as well as a brief story about her experience, told in her own words.

The women in the book are as diverse as the fire service itself. Some of the women featured have over 30 years of service, a couple less than two. They come from all types of backgrounds—former attorneys, dispatchers, students, corporate executives, military veterans, medical workers, teachers, even an opera singer. They represent all races, ethnicities, and physical types.

In writing this book, I wanted to present a positive and diverse portrait of the women who do this job, but also a realistic one. Women talk about the fear and excitement that accompany the first big fire call. For Katja Lancing of Fairfax County, VA Fire-Rescue, that first fire was responding to the Pentagon on 9/11. “My heart dropped. I was scared to death because I was only a month out of recruit school and really didn’t know what to expect.” At the end of that long shift, Katja said, “I felt good about what we did that night. I had good leadership that day, and I think that made all the difference.”

Many women in the book had promoted to higher ranks, including that of chief, and they talked about the rewards of taking on greater responsibility within the organization. Susan Salinger, who retired as a battalion chief from San Jose, CA Fire Department commented, “Everyone has to prove themselves when they get to the next rank, and I think this is more true for women than for men. I think I did this, and not just to them, but to myself as well, while always being true to myself.”

Women in the book talk about the rewards of the job—serving the community and working in close teams. The fun of the job is also important to their experience, as it is to any firefighter. Station rituals, practical jokes, nicknames—all these firehouse traditions are ones that women enjoy when included equally.

From a personal standpoint, I felt tremendously honored to write this book. These women shared so many personal stories and feelings with me, and in most cases, I was a complete stranger to them. I used social media and other networking tools to put the word out at the beginning of 2011 that I would be working this project, and I let people opt into the project as they heard about it.

In this way, I ended up including a woman who works for a small volunteer fire department in Nova Scotia, and another who started a new fire department in rural Colorado after 9/11. I talked to women who fought decades-long battles for inclusion and equality in Louisiana and Florida, and those who have begun their fire service careers only recently, and with few obstacles. I heard about innovative programs such as the Glendale, AZ Crisis Response Team, the Pennsylvania State Animal Response Team, and the Phoenix Fire Camps of New York.

In most ways, the women who contributed to this book are like all other firefighters. They love the job and cannot imagine doing anything else with their lives. They do not want special recognition, but do want equal and respectful inclusion in their organizations. The purpose of this book is to give these women, and all women firefighters, the recognition they deserve, and to let young women know that firefighting is a great career or vocation that is possible for them as well.

Diversity is a key strength and resource that will allow fire and emergency services departments to meet the challenges they will face in the 21st Century. Women must be part of this effort. It is not just a brotherhood anymore.

_________

Linda F. Willing was a career firefighter and officer with the Boulder, CO Fire Department. She is currently the principal consultant and trainer with RealWorld Training & Consulting www.rwtraining.com and has worked for many years as an instructor, course developer and research evaluator with the National Fire Academy. She was the co-founder of Women in the Fire Service in 1982. Linda’s book, On the Line: Women Firefighters Tell Their Stories, is available online at major booksellers and at www.rwtraining.com

PHOTOS: 
Meg Richardson, a company officer with Marietta, GA Fire Department.  

Komako Goolsby, a firefighter with Toledo, OH Fire Department, standing with her father, Kevin Goolsby, a lieutenant with Toledo FD

Women have been in the career fire service for well over 35 years now and in the volunteer service even longer. Those of us who have been involved for most of that time have seen many changes in recruitment, selection and training, and how women are welcomed, accepted and integrated into their fire departments. I spoke with four women from diverse backgrounds who are relatively new in their role, from two months out of recruit training to five years on the job.

I wanted to get their perspective on their new career as well as the words of wisdom they wish to share with other women who may be considering such a career. They are Megan Ellzy, Alexandria Fire Department, Virginia; Alexis Koo, Atlanta Fire Rescue, Georgia; Meredith Walker, Casselberry Fire Department, Florida; and Nadia Martinez, Austin Fire Department, Texas.

Megan Ellzy was hired in July 2011, graduating from the recruit academy in December, followed by a month of medic unit ride-alongs and assigned to a company in February, so she is still very new working in her new position. Is it what she expected?

“I had a look into the job before because I had volunteered, so it’s definitely what I expected. It’s actually even better. Every day, even if we hadn’t planned a company drill, there’s something I can do that keeps me busy. I never feel that I’m just sitting around, bored, waiting for something to happen. There’s always something to do, and I like that.”

Megan chose her department, at least in part, because of its size. The Alexandria Fire Department has nine stations with about 250 fire personnel plus EMS, which is a separate entity within the department.

“I chose Alexandria because I like the fact it’s smaller. It has that small town feel where you get to know everyone, and I feel that my opportunities are greater here. Since the others know me and I know them, it’s firsthand knowledge.”

The hiring process took five to six months, including the application, followed by a basic test on reading and math skills, then the CPAT, an interview with one of the assistant chiefs, and a psych test. She states one of the highlights was an interview with the fire chief:

“That was kind of neat because a lot of people don’t get the opportunity to do that, to sit down with the chief and have a face-to-face conversation. It was an interview, but he was open to questions as well. He was pretty direct about, ‘This is what we expect and this is how things go in our department.’ That was nice.”

Even though Megan is very new, she has already had the opportunity to distinguish herself. When she was in recruit school, she received an award given to the person who most promotes the values and traditions of the fire department, and who always goes the extra mile.

While it may be early for career goal-setting, Megan has already given it some thought. She is thinking about short-range and long-range goals.

“In the near future, I really just want to work on my rookie year, building a good foundation. I want to take classes that will help me learn my job better and eventually help me move up the ladder. I want to be seen as someone who does a good job and is someone you’d want to have on your crew. And, then later I do want to take the lieutenant’s exam and be promoted. I think it would be three to five years before I can do that. And then, based on how things go, and when I feel ready, I may go for a captain’s position. So yes, move up the ladder.”

Megan’s advice to women considering a career in the fire service or just starting out:

“It’s a great career. It’s a very physical job, so be aware of that. You can often adjust the way you do a certain task; you won’t necessarily do it the same way most of the guys do, but you can get it done just as well. It also takes a lot of dedication. There’s a lot of pride and tradition in the fire service. Just know that change doesn’t come easily. And for someone who is just starting, I would say always try to do the right thing, work hard, and excel at any task you’re given. The reputation you make during your first couple of years will most likely stick with you for the remainder of your career.”

Alexis Koo was hired in March 2011 and been out in the field about two months. I asked Alexis what attracted her to the fire service.

“I’ve always wanted to be in public safety, but I was somewhat limited in what I could do because I’m blind in one eye. I had a customer at my previous job who was an Atlanta firefighter. And he would come in and we’d talk and I’d ask him how his shift went. One day he came in and handed me an Atlanta Fire tee shirt and said, “Thank you for always being so kind to me.” It gave me the idea that maybe I should join the Atlanta Fire Department. It sounded like something I would love. So, just like that.”

So I had to ask if she was concerned that being blind in one eye would disqualify her.

“I actually was concerned. I still went through the hiring process, knowing that at any point I could get disqualified. It ended up not being a problem. I learned a few months ago that a year before I was hired, they had changed the NFPA standard that had said you’re not able to work as a firefighter with monocular vision.”

The Atlanta Fire Department is a metro size department, with 35 fire stations including five stations at the Atlanta Airport. The fire department’s reputation is what drew Alexis to apply there.

“I had applied to another fire department before Atlanta. But I heard a lot of great things about Atlanta, how they’re a more aggressive department than others in this area. They do more offensive than defensive firefighting. And they pride themselves on being one of the best fire departments in the Southeast.”

Alexis held two leadership positions while in recruit training—vice-president on the fire side and president on the EMS side. She was responsible for making sure everyone was on the same page, that they got their clean-up chores completed, and that they met their lieutenant’s standards and expectations. Now that she is assigned to a company, are there any surprises?

“It’s pretty much what I expected—no big surprises. I’m at Station 16, a busy company, and I’ve thought this isn’t that bad. I don’t think we’re all that busy. But I wasn’t accustomed to having any down time. I came from a very fast-paced work environment. We’re always training, always staying up with new techniques and procedures. One thing I’ve found hard to do is waking up at night for calls. I just have a hard time getting used to that. And we might have to get up 10 times after midnight.”

When asked if she felt she faced any special challenges because she may be perceived as different from the majority of the firefighters she works with, Alexis answered:

“I believe that since I’m a woman, people may think I may get a promotion just because of that or because I’m the only Asian woman in our department. I feel that people will always have their opinions and you can’t change that about them. What I can do is do my job the best I can and show I can do this job as well as the next person. That’s all I can do.”

Advice from Alexis to other women considering a career as a firefighter:

“Don’t ever give up, even if other people think you can’t do the job because of your size or because you’re a woman.”

Meredith Walker has been with the Casselberry Fire Department for about four and a half years. What attracted her to the fire service were the excitement and the sense of family.

“After college, I was taking EMT classes. I had to do two types of clinicals—one in the hospital and one in the fire department. When I did my ride-along with the fire department, it was so cool! We were busy, we got to help people, and we did fun things like rappelling. I was at a fun station and a busy one. Then we would sit down and eat dinner as a family. I thought this was awesome. And that’s what sold me on it.”

Meredith chose her department, in part, because of its size and the fact that they recruited her.

“I believe they might have reached out to me first. I think I got a phone call or an email from HR, saying, ‘We’re going to be hiring; would you send us your résumé?’ I had no idea at the time, but I learned later they get a recruitment list of females and other demographics for recruiting. The way we do our eligibility list, if you have a degree, you’re ranked higher on the list. I was the top student in my Fire Standards class. Plus I had a four-year degree, and I ranked well in the interview.

“There are pros and cons to being in a small department, kind of like a small university versus a big university. It’s like why I chose a small university. There’s a lot of one-one, you get to know your area. There are only two stations, whereas in the county you could have 20 stations and you’d always be floating around, and you don’t know the people a lot of the time. Of course there would be more opportunities to move up in a bigger department. So those are the pros and cons.”

Meredith spoke of the physical challenges and ways to overcome them.

“It was hard physically to do things, but not as hard as in Standards because I’m able to find the ways that work for me. In Standards, I had all male instructors. So it was, ‘This is the way you hold the hose and this way only,’ and ‘This is the way you do the ladders and this way only.’ Once you get out in the field and you start working with other females, you learn, ‘We can’t do it that way. This is how, as a female, you can use your body to lift the weight. We’re structured differently from men and you need to lift it this way, or walk it up this way, or pivot it this way.’ And oh, this was so much easier. But I didn’t have that direction in Standards with the male instructors.”

When asked about particular strengths she brings to the job as a woman or just as herself, she answers:

“I think women in general, maybe because they’re a little smaller, seem to thrive in the confined space area. We generally don’t get as claustrophobic as some men do, and we can move through the spaces more easily. One thing I think I’ve brought to the table is organization. I’m an organizer. I’m detail oriented, and I can see what needs to be done and how best to organize it.”

Advice from Meredith to women entering the fire service:

“Don’t get discouraged or intimidated. It’s hard. You’re going to face a lot of old school attitudes that this is a man’s job. But times are changing. You just need to keep a good attitude, and know that it’s possible. For us in Florida, everything you do in school is hard, and it’s probably harder than you’ll do in the field, but you don’t know that at the time. Everything you go through in school is by yourself as an individual. But in the field it’s a team. In fact freelancing is not done; it’s frowned upon to go off and do something by yourself. So even though you’re not going to have to do those things by yourself, it’s good to know you can.”

Nadia Martinez has been a firefighter with the Austin Fire Department for about five years. When asked what drew her to the profession, she answered:

“I’ve always been the outdoorsy type. I had thought about the fire service, but to be honest with you, I thought I was too small. I’m only 5’2”. And then one day I got a flyer in the mail, asking me to volunteer as a firefighter. I was living out in Lake Jackson, southeast of Houston, and they had a volunteer fire department. So I did that without really thinking too much about what it would involve. When I did my first live fire burn, I freaked out. I just wanted out. But I was with a friend of mine, an experienced volunteer, and he took me back inside and helped me realize I could do this. I could overcome this fear. Afterwards, I knew that if not for him, I would have quit. If not for him, I would not be here today.

“Then my cousin told me they were hiring in Austin and they were encouraging women to apply. So I applied and next thing I knew, I was passing test after test, and then I got accepted and I got into the academy. I was lucky because I got in on my first try. The academy was six months of hell, but I got through it.”

When asked about her experience of five years and how it has compared to her expectations, she replied:

“It became more than I expected in a good way. I knew it was going to be financially good. I wasn’t going to get rich, but I was going to be well off and have some security. And that’s part of why I wanted it. But once I got in, I got nervous. I thought they weren’t going to want a female in there. I thought there could be some type of hazing, some type of ugliness. It actually has been the exact opposite. I think I’ve been very, very lucky. Even though I’m not naïve enough to think that everyone’s comfortable with women being in the fire service, there has been very little negative. So my experience has been really good. If I’ve needed help, there’s always someone there to help me. Even in training, I never felt like they were trying to get rid of me. They were just trying to help me and make me better.”

Nadia is realistic when assessing what has been the most challenging part of being a firefighter.

“Oh definitely the physical part. That’s the most difficult part for me. That and not being tall enough. I can still get the job done; I just might do it a little differently like getting a rock or a stool to stand on. I try to work on my strengths, such as getting into the attic, or I’ll be the one to get into the manhole. Also, while I may not be able to break down the door with one kick, I’m the one who has the cardiovascular fitness to outlast my group. I’ll be the last one on air. So we all have our strengths and our weaknesses. Also, I’m bilingual, so if there are Hispanic people there, I can speak Spanish with them. Now that’s useful.”

Nadia’s advice to women who are seeking a career as a firefighter:

“Never give up. Never, ever give up. And that applies to any aspect. If doors close, keep going. Apply here, apply there, just keep going. Don’t let anyone tell you that you can’t do this because you’re too small, or not strong enough, you’re not this, or you’re not that. And you can actually sabotage yourself. I remember sitting there in training and thinking, ‘I don’t think I can do this.’ Don’t do that to yourself. You have to be positive and know you can do it.” 

“This is an amazing career…every day is a challenge, and the rewards of truly helping people and giving back to the community are immeasurable,” said Chief Bercik. 

We are grateful for Chief Bercik’s valuable ongoing contribution to the work of FIRE 20/20.

In acknowledgment and celebration of African American History Month, February 2012, FIRE 20/20 interviewed George Collins, founder of the African American Fire Fighters Historical Society.

Clubhouse meeting attended by Fire Buffs Box S.H.S., African American firefighters who worked to protect their communities as volunteers.  

FIRE 20/20:  When was the African American Fire Fighters Historical Society (AAFFHS) founded and what is its mission?

GEORGE COLLINS:  The African American Fire Fighters Historical Society was founded on January 23, 2009.  It was started as part of an event celebrating  the 55^th reunion of the class of Feb 8^th 1954. This was the last class of the first 41 African Americans accepted into the Baltimore City Fire Department. 

Our official statement is, “The AAFFHS mission is to collect, preserve and disseminate historical data, memorabilia and information relating to the contributions made by firefighters of color to the fire service. As well as others who have made a contribution to such history. As the repository and archivist of this information, we will facilitate the utilization of these materials for education, fire safety/prevention, and the mentoring of youth, as well as professional growth and development of fire service members.”

As part of our work we especially want to preserve the important stories of the elderly African American firefighters, while they are still with us.

FIRE 20/20:  Why do you feel it is important for us to remember and be aware of the history and contribution of African American firefighters?  

GEORGE COLLINS:  I think it’s important for us to be aware of the history of the African Americans who had to fight to get into the firefighting profession so they could provide a protective service for their own community.  At that time, if you didn’t have an uncle, father or brother in the fire service, the chances were you might not get in. Even if you did the conditions and discrimination issues were very challenging.

FIRE 20/20:  Is there a particularly inspiring example of historical information that the AAFFHS has discovered that you’d like to share? 

GEORGE COLLINS:  Yes, one document really stands out. When I placed my hand on it and saw it, it was really unbelievable.  This document relates to the 1963 event in Birmingham Alabama when the City Commissioner, Bull Connor, ordered firefighters to direct fire hoses at full blast on protesting high school students.  Firefighters in New York wrote a resolution condemming the firefighters of Birmingham for using fire hoses against people, instead of protecting people.  The resolution was passed preventing such misuse from happening again in the USA.  AAFFHS has this document.  One of our 2011 honorees Ret. Capt. Vincent Julius of the Uniformed Fire Officers Association of the FDNY is very proud about his advocacy for this resolution.

FIRE 20/20:  How does the work of AAFFHS benefit safety and prevention today?

GEORGE COLLINS:  When we are invited to speak to young people and schools, we make fire prevention information part of our program when we present the history of African American firefighters.  We encourage children to develop an escape plan and to be the ‘Fire Marshal’ for their family when they go back to their home.  A lot of the children enjoy having a project to do and an outline of how to get it done and protect their family.

FIRE 20/20:  In what ways does the work of AAFFHS help with creating a more diverse and inclusive fire service?

GEORGE COLLINS:  AAFFHS brings awareness of the issue of diversity in the fire service when we are invited to speak at schools and at events such as the African American Heritage Festival.  We sometimes have high school students tell us they have never seen an African American firefighter.  The opportunity to connect with young people in-person helps them to know that we do exist.

A teenager may tell you that he or she had never talked to an African American firefighter before meeting someone from the AAFFHS.  Through meeting an African American firefighter they are able to talk about their dreams of joining the fire service.  Although they may have these dreams, they often have no clue about the process until they talk with someone who has accomplished it. Young people have ideas that to become a firefighter you have to volunteer somewhere and that you have to go to college, simply because nobody is there to tell them how the process works in their local jurisdiction. 

We’re invited to events and schools to present information about the history, but while we’re there it opens up a conversation with individuals who may want to become part of the fire service of the future.  On several occasions I was able to give information to parents for their children, and to individuals who want to learn about careers in the fire service.  We know that most recruiting processes are not in the places where the people are, so the AAFFHS is bringing this information to the young people. 

FIRE 20/20:  How did AAFFHS connect with FIRE 20/20?

GEORGE COLLINS:  I first met Executive Director Larry Sagen at the International Association of Black Professional Fire Fighters (IABPFF) Day on the Hill. Larry was so passionate and he was serious about addressing the issue of diversity.  We discussed the work of FIRE 20/20 and the ways we can address the issue of diversity, now, in the present.

Larry talked about the issue of diversity from the point of view of the CULTURE of the fire service, looking at it psychologically.  This is different to other approaches, such as legal action related to discrimination issues that have been dealt with in court.  FIRE 20/20′s angle of looking at the culture was something I hadn’t thought of before. 

FIRE 20/20:  Do you have a physical location that people can visit?

GEORGE COLLINS:  Our organization was 3 years old on Jan 23.  We want to become a repository for the stories of the first African American firefighters who are now reaching the end of their lives. After looking carefully at the approach, we decided to focus on the infrastructure of the organization first, and create a strong foundation for the organization. A building is a part of our longer term planning.

FIRE 20/20:  How is the AAFFHS celebrating African American History month, or is it a yearlong celebration for AAFFHS?

GEORGE COLLINS:  We do have activities going on all year long and accept invitations to give presentations.  This month we have been approached by one of our local high schools, we have a confirmed date with a mentorship program in Prince Georges County and we are continuing a partnership with Verizon at their annual open house at the Reginald F. Lewis Museum of Maryland African American History & Culture.

FIRE 20/20:  What is your vision for the future of AAFFHS? 

GEORGE COLLINS:  The African American Fire Fighters Historical Society has a vision to establish the premiere research and resource institution that will bridge the gap between the history of firefighters and the history of firefighters of color. To recognize and honor firefighters of color who have made a significant contribution to fire service history and anyone who has been instrumental in shaping the history of fire fighters of color. Our new website will be launched in Spring of 2012.

FIRE 20/20:  How can people help?

GEORGE COLLINS:  People can help the African American Fire Fighters Historical Society by keeping the organization in prayers, and by contributing resources , time and material support.  We have seen it develop during the past 3 years and begin to taking on a life of its own, but much work still needs to be done.  As a 501C(3) there are always opportunities for investments financial donations and sponsorships.

An Interview with Reginald Freeman, Assistant Fire Chief / Deputy Director of Emergency Management at City of Hartford, CT., by Michèle Carbery.

Assistant Chief Reginald Freeman’s strong path to leadership in the fire service was identified by FIRE 20/20 as a powerful mentoring and diversity success story. Here we share an interview with Chief Reginald Freeman in which he talks about his mindset, methods, experiences and the role of mentoring in the context of diversity recruitment and retention.

FIRE 20/20: What inspired you to choose the fire service as your profession?

CHIEF FREEMAN: I always wanted a team-oriented job, something that was physical, at the same time demanding and challenging. With my passion for wanting to help and serve people, becoming a firefighter was at the top of the list.

FIRE 20/20: Has the work and career path turned out to be as you expected?

CHIEF FREEMAN: There is actually a lot more to it than I thought when I was initially looking at it from the outside. I looked at the service part of it, and I looked at the duty aspect, and I told myself, “Wow I would love to be the person who responds and makes someone’s situation better, because at that point in time it could be possibly the worst thing that’s ever happened to them.”

As I actually started doing the work, I quickly realized that, not only did I value the opportunity to serve as a firefighter, but I also had aspirations of climbing the organizational chart because I knew I could make an even bigger impact in the community that I serve, and help the progress of the men and women that I serve with.

FIRE 20/20: You’ve been with the fire service for 11 years? In terms of career paths, that sounds like a very short time in which to reach your leadership position.

CHIEF FREEMAN: Yes, it’s very uncommon and as I meet associates from across the country and around the world, I can see their facial expressions change when they find out how young I am. To be a 33 year old Assistant Fire Chief for a city such as Hartford, is not seen that often. Unequivocally, I would not be in the position that I am now if it wasn’t for coaching and mentoring. It would be impossible for me to have accomplished what I’ve accomplished without being mentored.

FIRE 20/20: Was it one particular person who mentored you?

CHIEF FREEMAN: It was a combination of formal mentoring from three key people. They have been there for me consistently from the start of my career to this current day. My mentors have always been people I looked at as exemplifying or modeling the characteristics of personal integrity, accountability and excellence. I reached out to them and asked them a series of questions basically interviewing them. I asked them what it took to reach the position they’re in, because I had the same ambition. Then, of course I needed to feel comfortable enough to be able to call them about issues and ask questions, at the same time being willing to hear their constructive criticism or perspective without taking it personally.

FIRE 20/20: How did you find and select your mentors?

CHIEF FREEMAN: I thought long and hard about who I’d like to mentor me and did an in-depth review of possible candidates. It’s a very critical decision to make when you are talking about professional development and professional ambition. So, I wanted to ensure that I did my homework and made sure I was selecting the right men and women. Keep in mind that it has to work for both parties. Specific things I looked at were their current position, the prior positions that they had held, their training, higher education, professional credentials and their work within their respective communities.

I also looked at some of the things they like to do in their personal time. It’s important to be realistic with regard to characteristics or personalities because if there was something that conflicted, those relationships wouldn’t last. Then, I identified three criteria that were important to me, I wrote them down. From that point, I did a process of elimination and built a list of those I would reach out to.

FIRE 20/20: How would you say you developed trust with your mentors?

CHIEF FREEMAN: In the very beginning, ground rules were set. As I reached out and solicited their assistance and guidance, all three mentors established a set of rules. I can’t emphasize enough how important these ground rules and clear communication are to a successful mentoring relationship. They said, “Yes Reggie I will do this for you on these conditions: You have to be available. You have to stay in contact. You have to not take anything personally because everything I’m going to say to you is to help you, not hurt you. You also have to be ready to make a decision. I won’t do it for you, but I may frame a certain situation for you or I may frame a challenge for you, so YOU can make the decision.”

I accepted the stipulations surrounding our relationship and agreed to meet the commitments. It’s been very good for me.

FIRE 20/20: It sounds like you have taken a very thoughtful and deliberate approach to mentoring. Have you in turn been a mentor to others?

CHIEF FREEMAN: Oh absolutely, as a member of the Black Chief Officer’s Committee, our motto is to, “Reach out, reach back and reach down.” Knowing that I would not be in the position that I am in without mentoring, it is incumbent upon me to ensure that I coach and mentor anyone who approaches me looking for guidance and assistance.

Of course, I do the exact same thing as was done by my mentors. I sit down with the individual who may be seeking assistance such as advice for revamping their resume, recommendations for training classes they should take at a specific point their career, or recommendations for a college. For long term mentoring, I sit down, look at the situation, assess it, then I come up with my ground rules with regard to providing assistance and guidance.

I have been contacted by people internationally, such as from England, Nigeria and the Middle East. People come across some of my work, editorials, or hear my name through social networks, and want to reach out and ask for guidance and assistance because they too may be young in age but senior in their position within their respective organization. Or, may be young and have aspirations of being promoted, just as I did. It’s been very humbling and rewarding to have people think about me in terms of being a mentor. Currently, within my department, I’m mentoring several people as preparation for their professional credentials and being promoted to the next level of supervision. I always openly and tenaciously engage individuals and render any assistance that I’m able to offer.

FIRE 20/20: In terms of recruitment and the retention of diversity in fire departments, and the creation of an inclusive environment, how do you see mentoring fitting into that role?

CHIEF FREEMAN: Yes, I think that mentoring and coaching really have to occur in a fire department in order to obtain the levels of diversity recruitment and retention that the community and members of the department expect.

At this time in the fire service, professional development is a necessity, due to the large number of baby boomers that are currently eligible to retire. We have Generation X and Generation Y members stepping-up to positions of authority and with that comes a lot of challenges, not only on the operational side of things, but also in terms of human resource-related issues which has been a challenge in the fire service for some time. If we’re not recruiting the right people and preparing the work force, we’re really handicapping the organization and prohibiting members from truly reaching their full potential. Mentoring within the department and community is a big part of the solution.

FIRE 20/20: Do you think there is enough mentoring going on in the fire service?

CHIEF FREEMAN: Collectively, I don’t really have data to quantify that, but I do know it is a concern of a lot of fire service leaders and it is on their radar. We hear a lot more discussion about mentoring in the fire service now than I think we did 10 years ago.

FIRE 20/20: Do you feel believe there is ‘bad’ mentoring and if so, what does that look like?

CHIEF FREEMAN: Yes, I really do think there is bad mentoring. It often comes from the informal side. Mentoring is sometimes done by informal leaders, individuals who are not necessarily in a position of authority, but have some influence in their organization or shift.

There could also possibly be bad mentoring from a formal standpoint. This can happen when a person is trying to be a mentor but the process may not have been communicated to them in as much detail as it should, or the mentor was ASSIGNED to be a mentor instead of WANTING to be a mentor. If a person’s heart is not into it, they’re not going to get the results that everyone expects and deserves. So you really have to look at the dynamics of the entire situation in order for mentor/mentee relationship to be successful.

It’s a lot better to start a mentoring program by first identifying the need for the program. Secondly, identify the objectives to be included in the program and this should be done by obtaining input from all levels of the organization. Then you have people volunteer to be mentors and mentees, and then you know they’re going to be invested in the program and give it 100%.

FIRE 20/20: What are your thoughts on handling difficulties in a mentor/mentee relationship?

CHIEF FREEMAN: There’s always going to have to be follow-up, especially with a mentor/mentee relationship. However, there will be times when you’re going to be disappointed. There may be times the mentor is disappointed; at times the mentee is disappointed. For instance, a mentor may be disappointed because the mentee did not produce what was expected at the agreed upon time. As a mentor, you have to be tactful when addressing disappointment or let downs. There are times a mentee may feel they’re not receiving what he or she had hoped for.

Yes, there will be disappointments, but it’s not going to be the end of the world, and that’s one of the reasons you set up the guidelines in the beginning which helps when it is time to have those crucial conversations. Also, you really have to be flexible. There are always things that will occur in people’s professional and personal lives that we all have to take into consideration, no matter whether we’re a mentor or mentee. A professional mentor relationship naturally transforms into making you a better person overall, and that’s really what it’s about.

FIRE 20/20: Has your department and work benefited by connecting with mentors from different groups and cultures in the community?

CHIEF FREEMAN: Most definitely, within the community that we serve, we aim to be transparent and communicate everything we are doing. Reaching out to leaders in the community is highly encouraged because when it comes to examples of successful management and leadership, we don’t need to only focus on fire service leaders, we look for community leaders with characteristics that we can also apply in the fire service because we are a service and people-oriented profession.

The same thing applies with leaders of cultural organizations in the community as it does with the men and women in the private sector. Ideally, the diversity of our fire department is supposed to be reflective of the community that we serve. Due to their diverse backgrounds, a lot of the men and women working in the department already have a relationship with cultural leaders, through religious or other cultural organizations and are able to relate with them and to communicate with them, possibly in a better way than we may be able to as fire service leaders. So establishing that groundwork and forming those relationships is very important.

FIRE 20/20: Do you believe that mentoring improves people lives?

CHIEF FREEMAN: Oh, absolutely. Mentoring has such a critical impact on the professional development of men and women within the fire service from a standpoint of both the professional and personal aspect. For example, maintaining a high level of integrity, and realizing that we’re accountable for not only our actions, but also our inactions, is critically important. Also, being able to delegate accountability while holding the responsibility, and understanding the importance of following-up when we do delegate accountability. Learning these things through mentoring and coaching has a greater impact on us as individuals than I think a lot of people realize.

Once the individual has a heightened sense of awareness of self, then that coherently has a larger impact for the citizens we serve through our departments. Also, a large proportion of the students in the Explorer/Cadet program go on to become career firefighters. So yes, I would definitely say mentoring improves peoples’ lives.

FIRE 20/20: In an ideal world, what would your vision for mentoring in the fire service look like?

CHIEF FREEMAN: In an ideal world, I would say mentoring in the fire service would be incorporated into a professional development program based on a model that would be used nationally. There would be an outline of what the professional development program looked like. It would include mentoring for both uniformed and non-uniformed people within the organization.

Everyone should have some form of development plan and process in place. It’s not just for people in fire suppression roles. We also have to look at the administrative assistants and the mechanics because everyone benefits from mentoring at some level.

Mentoring is even more important in the volunteer fire service. Men and women are volunteering their time and their skill sets to serve their community. They may not have the time and/or resources to receive formal training, so the mentoring and development process is critical.

FIRE 20/20: What advice would you give to anyone who is thinking about becoming a mentor?

CHIEF FREEMAN: Ask yourself if you are really committed to doing what it takes. Are you committed to the process? That’s exactly what it is, it’s a process. Once you answer that question, then the next step is to identify an outline for certain criteria that you think are important. Consider a path for your mentee’s professional development. Professional certifications and professional associations should all be part of your plan. You have to be willing, and able to give honest feedback and have crucial conversations with your mentee. And finally, you need to be willing to inspire those you’re mentoring when they need it most.

By Fire Chief Hank Teran, Bainbridge Island, Washington State

The theme of FIRE 20/20’s January eNewsletter is Mentoring. Mentoring means different things to different people. It’s important to remember that mentoring is not about a program, but rather part of the culture of your department.

Mentoring has been identified as a guiding principle in departments that value inclusion and diversity. It begins during recruitment; carries through the academy; offers support during probation; is an integral part of the promotional process and provides an opportunity for retirees who want to continue to give back and play a role after they retire.

The motivation for a successful mentor is seeing a positive outcome for the mentee; often recognizing potential that the mentee may not yet be able to see. Mentoring is not a one-size fits all process. For some it’s encouragement, and for others it may simply be a shoulder to lean on.

One of the unique things about mentoring is that it tends to carry a pay-it-forward, ripple effect, often though generations. If a firefighter has had a positive mentor early in their career, they’re more likely to serve as a mentor for other firefighters.

Looking back over the last 33 years, a number of great mentoring moments come to mind within my fire service career. I have been blessed to be mentored by a number of individuals both in and out of the fire service.

I would define the word mentor as time. Taking the time to share with others your life experiences and “scars” is very valuable to the new firefighter or new officer. Lessons I have learned in those impressionable years are still with me. Today, mentoring also helps support individuals and departments in the work to create inclusive and diverse fire departments that reflect the communities we serve.

Many of those who mentored me did so before the term of “mentor” was as prevalent in our culture as it is today. I have many fond memories of the “old head” firefighters instructing me, not with words, but with actions and valuable one-on-one time.

Although I had learned many important lessons from my chief officers and captains, I was mentored mostly by the firefighters that I worked alongside. They took the time to not only coach me, but to teach me many valuable lessons in the art of firefighting and most importantly, taught me the things they believed were imperative for success in the fire service and in life.

For example, one fond memory was when I was assigned as a “rookie “to Fire Station 1 in downtown Long Beach, California. I was assigned to “the big house” where 15 firefighters responded to numerous EMS and fire calls. I believe our call average was 15 a shift. A night was considered “good” when you only got up twice after midnight. Getting up prior to midnight did not count at Station 1.

One night, I was assigned as the nozzle man on Engine 1, when a reported structure fire toned in. Upon turning the corner, we could see heavy fire and smoke billowing into the late night sky. When we arrived on scene, the heat was almost unbearable. The senior firefighter (Ralph) and I quickly pulled the pre-connect line and were just about to make an aggressive attack on the fire when Ralph yelled, “Hank, where is your helmet!” In disbelief, I realized I had left my helmet on the engine cover. I was in full bunker gear and even had on my SCBA but no helmet! I tried to reach for my helmet but, with the hose line now fully charged, I was about an inch short of being able to grab it. Ralph was right next to my helmet so I pleaded with Ralph to give me my helmet and he refused! Ralph said, “Give me the nozzle and get your helmet and I will give you the nozzle back!” I quickly gave Ralph the nozzle, grabbed my helmet and before I could take another step he took off with the nozzle and left me to be his backup man.

After the fire was knocked down and we started overhaul, Ralph came to me and said, “Hank, I could have easily given you your helmet but you would have forgotten this teaching moment. ALWAYS have your full safety gear on and ready when you step off the Engine.” Ralph didn’t know it, but that lesson would resonate with me the rest of my career and not only me but also with others when I’ve shared the story.

Some may say that Ralph was not mentoring me at all but took advantage of a forgetful rookie. I know different. Ralph took the time to use a “teachable moment” and would also provide other educational moments during my assignment at Fire Station 1.

As I look back over my career, my greatest memories are conversations with those I have mentored, or the occasional letter that I have been privileged to receive thanking me for taking the time to help them. In fact, only last month I had a conversation with a firefighter from my old department who told me that he missed my mentoring and that he was thankful for the time he spent working with me. It was an unsolicited comment and one I did not expect, but one I will never forget. His comments would have never been possible if I had not taken the time, like those before me, to not only share successes, but failures, as well.

Mentoring can be especially critical for those individuals who come from a diverse background or culture where a career in public safety may be considered unattainable. By taking the time to mentor these individuals, we can demonstrate firsthand how the fire service can be an extremely satisfying profession.

We are all extremely busy and find little time for much these days. However, the time we share with others when mentoring them is priceless and will have an impact on their personal and professional life for years to come. Remember, “Don’t forget your helmet!”