Page 30 - Volume 19

Gaining Acceptance...
as the “Outside” Chief
By Chief Lou Ann Metz, OFE, Bainbridge Township
Lou Ann Metz, OFE, NREMTP
Author Bio
Lou Ann Metz, OFE, NREMTP, Chief, Bainbridge Fire Department, has 35 years in the fire service serving on vol- unteer, combination and career departments; currently serving as Chief of the Bainbridge
Fire Department. She has 18 years as a Hazardous Materials Technician with Summit County Hazardous Materials Response Team. She is a graduate of
OFE Class 9 where she was the recipient of an OFE outstanding research paper award for her paper Maximizing Employee Performance in the Stow Fire Department Through Effective Use of Performance Appraisals. Chief Metz is also a 2008 recipi- ent of the Frank Giampetro EMS Educator of the Year Award
and the 2011 Mayer Glimscher Award for excellence in trauma education.
So, you are the new Chief, an outside Chief. How will you be accepted by the members of your new department? What challenges will you face as the new Chief? How will you fit in? Hopefully, your career development has given you the skills needed in order to be successful. And remember, you are not alone.
The first piece of advice I would offer is be prepared. Learn as much about your new department as possible. Know its history. What are the strengths and weaknesses of the organization from both inside and outside perspectives? Learn about your predecessor. You can bet members of your new department have researched you!
Next, be humble. Remember you are an interloper. As the new Chief, there is no guarantee you are going to be welcomed with open arms. You need to earn your place at the table. Initially, spend more time listening than talking. Make sure to spend time with them around the kitchen table, on the bay floor and in the training room. Be present and engaged.
It is important for you to be available and approachable. If your new department has part-time personnel who work different shifts, make sure you work hours that will accommodate their schedule. Let them know you are around and your door is open. When they come to your office, welcome them warmly; turn off the radio and turn away from your computer. Let them know they are important to you and the organization.
Be honest! Let members know you will tell them the truth, even if it isn’t pretty. You will be judged by your actions, not your oratory. If you say you are going to
do something, do it. If you can’t get it done, ask for help. If you make a mistake, own it. This builds trust and is critical to developing influence, a key component in team-building and productivity. A leader’s ability to influence those they lead is the true measure of their leadership ability.
As the new Chief, look to identify the true leaders of the department. Many times, these are not the people in promoted ranks, but the old salts. These are the people who can help you the most. Talk to them; ask them what the department needs. Remember that, in general, most people do not have total influence; it’s important to assemble a team of influential people.
Develop your inner circle, those individuals whom you can trust to tell you the truth and give you solid advice. Choose wisely. Your association with these people can greatly affect your influence.
Communication is key in building relationships, and daily interaction with employees is critical in developing a connection. This requires that you are
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