PRESIDENT'S LETTER
From the October issue of FireRescue magazine

By Chief Jack Parow, MA, EFO, CFO, MIFireE

Today’s fire department workforce is very different from the one I entered 35 years ago. In my experience, personnel don’t seem to act, think or look like the workforce of the past, and they seem to have different expectations, values and experiences. Why is this? Shifts in demographics, culture, education, physical abilities, job skill requirements and other differences have shaped our modern fire service, and they’ll continue to shape our future.

With that in mind, it only makes sense that our management practices need to adapt to this new workforce and our ever-changing environment. As leaders we have to embrace these changes and ensure that we create an inclusive work environment. We must capitalize on the benefits of having diverse perspectives, experiences and skills in our ranks. Departments that continue to manage and lead as they have in the past will be less productive and struggle to be successful in the long run.

The Leader’s Role
As fire service leaders, we have the key role in this transformation by creating an organizational culture that reflects inclusion and recognizes and accepts the benefits of this diversity. There’s no one way to institute this transformation, though most would agree that the secret to success centers on open communication and strong ties to the community that the department both protects and reflects.

Of course, managing a cultural shift like this is not easy. You may wonder, “Where do I begin?” That part is easy: You start with yourself.

First, we need to become more aware of our own perceptions and biases so that we can better accept differing opinions. By understanding the personal lens we look through, we can help ensure that our professional lens is one that is honest and fair.

Second, we must understand that diversity is not just a numbers game. We shouldn’t just want to “show” our diversity; we need to use the benefits of being a diverse organization to make us better. We need to create a work environment where everyone, no matter how “different” they are, can thrive and have their contributions recognized.

Finally, as leaders of our organizations, we need to model the behaviors we want to see in others. This is more than adding the words “diversity” and “inclusion” to our mission statement. We need to make it a thread in everything we do; we need to take actions that enable each person to bring what they have to the table.

A Level Playing Field
It’s disappointing that some in our ranks equate diversity to lowering standards or levels of performance. Being sensitive to an individual’s needs and uniqueness is quite different from excusing them from adhering to established principles. Job-related standards should be properly designed and implemented across the board. This creates a sense of understanding of what is expected and helps to level the playing field for everyone.

In Sum
Creating a diverse and inclusive fire and emergency service culture may present some challenges, but it will present far more opportunities. It will benefit our organizations by allowing us to have a true understanding of the needs of those whom we are sworn to serve, as well as those we serve alongside every day.

Chief Jack Parow began his career as a firefighter in 1975, and he has served as fire chief since 1991, the last 16 at Chelmsford (MA) Fire & Rescue. He is a past president of both the New England Division and the Fire Chiefs’ Association of Massachusetts and has been active in many IAFC sections, committees and taskforces. Chief Parow is a National Fire Academy Executive Fire Officer graduate and has received his Chief Fire Officer (CFO) designation. In addition, he is has been a professor at Anna Maria College in the Fire Science and Management program since 1996.

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