68 SPRING • 2011
www.carolinafirejournal.com
Carolina Fire Rescue EMS Journal
Strategic vision continued from page 52
cross country trip; indeed you may reach the other coast if you simply get in a car and drive. However, you will most certainly have a more fulfilling and efficient trip, if you spend time to map out the journey weeks in advance.This preparation allows you to chart out things you want to see along the way and things you’d rather choose to pass by. Relating this to the fire service; setting the goal of an organization lies at the epicenter of all being discussed here.This goal will be the port by which all the vessels of our department are guided, and no matter the tide, or storm they encounter, that port will always remain the steadfast course. Members
will know that the tasks they perform, and projects they complete are supporting roles in the mission of the department, and that they are doing something more than just “getting through today.” The goals of the department should encompass all involved parties; the members, the administration, and the public they serve, as each have their own vested interests in the continued long term success of the department. It is up to the department to find what the driving values of the organization will
be, and from this can be drawn the routes it will travel to reach its’ goals.
Communicating, and Embracing Vision Using these newly established goals of the organization as a guide, one can begin to
formulate the best ways to implement them. At this point leaders should look once again to the most important resource they have, their people, as without them, nothing will ever get accomplished. Find what drives them, what they are enthusiastic about, what is their true passion, and how can it be best utilized to help drive the organization forward. After assessing who and what your organization is currently composed of, you can work on inspiring them to help the department as a whole achieve. Identify every possible
asset your firefighters can offer toward the common good, and trigger it into action. Value their opinions and input and allow them to create true, and tangible results, all the while guiding their work towards the long term vision of the department. As this environment continues to thrive, administrators will hopefully begin seeing standout individuals form their own personal visions; both for their own career’s and for the department.These people can serve as the greatest catalysts in springboarding your departments progression, as they bridge the gap between administration and the rank and file. Embrace their ideas and let them help push the organization forward.
Adjusting Vision As an organization grows it will soon begin to outgrow its defined vision and goals. At this time leaders will again start the process from the beginning. This time however they are drawing from the already established direction of the department and are simply looking to augment and improve it, not invent and create it as before.This allows for a flexible but steady set of core values and goals that can be shifted and formed to meet the current needs, or abilities of the department.Think of a rest stop on that long road; yes you may need to deviate temporarily from your charted course, but will quickly pick up where you left off, refueled, re-energized, and ready to continue the pursuit of your long term plan.
In Conclusion Strategic Vision is far too diverse and expansive a topic to be covered in one magazine article, or even an entire volume worth of articles. It is different to each organization, but its results are the same.Those being; a more efficient, effective, and organized group of individuals holding a belief that what they are part of is an organization with a purpose, that will remain long after they’ve retired. It is strategic vision that prevents people from falling victim to the mentality of “just get through today” or worse yet, “just get through until retirement.” Like Benjamin Franklin once said,“It is easy to see…it is hard to foresee.” Chris Haley is an eight year veteran of the fire service in the volunteer and career sectors. He has served as a Lt. is a state of CT Fire Instructor, and a graduate of the National Fire Academy, as well as a member of ISFSI. Chris can be reached at haleychristopherm@yahoo.com.