The Senior Man
One of the most legendary and prestigious positions in the legacy of the firehouse is the “Senior Man.” This celebrated figure is not an officer, but can wield remarkable power and influence based on his standing in the hierarchy of the firehouse; he may not be the official supervisor, but his word and his actions can be even more powerful than those of the formal leader. While some may view this position as a guy who has earned the right to do little or nothing around the firehouse, the truth of the matter is that becoming the “Senior Man” requires as much responsibility, hard work, and dedication as any promotion or appointment.
Few would argue the value of a good “Senior Man” to a company (especially a young one), nor would they begrudge him the privileges and benefits that come with his informal title. Like many other issues in the fire department, however, there are many definitions of “Senior Man”, and some debate about how one attains such a lofty title. Some members have been known to abuse their seniority, and to wave it around like a club when they are interested in getting out of doing something; others feel a sense of entitlement that arises not out of achievement, but rather from the simple passing of time in the job. Since there is no official job description, let’s try to define the role and qualities of the “Senior Man” and talk a little bit about how one can work toward that goal.
Experience
Walking into a fire house ten days a month, for a number of years does not make you a “Senior Man,” any more than walking into the forest ten days a month, for a number of years makes you a tree. Although time in the job is certainly a key ingredient, that time must actually represent something of value. “Job experience” is the true measure of the “Senior Man.” The passing of days, weeks, and years does nothing to guarantee experience, as many people spend significant amounts of time in a job or position without retaining anything of value from that time spent. The “Senior Man” has lived through events, understood the good and the bad that came with those events, and is prepared to apply those lessons to future events. This experience allows him to pass on lessons to younger members and to give advice to the OIC when difficult situations are encountered.
Knowledge
Although they can seem to be similar in definition, there is a significant difference in meaning between experience and knowledge. Without knowledge, it is not possible to gain experience or fully understand the experience as it is happening; without experience, knowledge is nothing more than memorization and study, with no practical example or understanding. The “Senior Man” has plenty of knowledge and experience, which gives him an encyclopedic recall of basic skills and abilities, and a knack for adapting those skills and abilities to a given situation. He may not understand the base chemical reactions that allow fire to grow and spread within a room, but he knows what it looks, sounds, and feels like in a room that is about to flash over; he may not understand the physical and mechanical workings of a centrifugal pump, but he can tell you the proper pump discharge pressure for any hydraulics problem, and can tell you how to keep that pressure going, no matter what problems or issues arise.
Integrity
There are many different forms of integrity, and it is certainly not something that should be restricted to “Senior Men.” The type of integrity that the “Senior Man” must possess is the character, reliability, and willingness to “step up” that allows everyone in the firehouse to count on him. No matter the situation or challenge, you can count on the “Senior Man” to react in a predictable, hard-working, efficient manner, because that is how he handles all situations, big or small. The “Senior Man” doesn’t duck or dodge tough or undesirable assignments or duties, and often steps into tough jobs so that others won’t have to. When he is given an assignment, you can believe that it will be completed, and that his commitment and pride will ensure that it is done correctly. This type of integrity forces those around him to step up their own work ethic, and allows the OIC to rely on him without question. When there is a controversy, or problem in the company, the OIC must be able to rely on the integrity of the “Senior Man,” and must be able to believe his word when he gives it. This reliance will only come after years of watching him react to difficult challenges, and from witnessing his honesty and objectivity in action.
Providing an Example
Perhaps the most important quality the “Senior Man” has is the ability to influence others through the behaviors and actions he displays on a consistent basis. Talk without action is useless; the “Senior Man” not only tells you the right way to act, but he also shows you why it is important to act that way by doing it himself. Too many people are content to hide from responsibility, or stand back while others step in to complete work assignments, or fulfill critical roles. “Senior Men” understand their personal responsibilities, and those of the company, and take steps to begin completing tasks before the officer gives any orders or direction. When the OIC announces a drill, work assignment, or emergency task that may not be easy or “fun” to complete, the “Senior Man” sets the tone for the attitude of the company by being the first one to start working, and by encouraging the other members to jump in. If the OIC’s directions or orders are questionable, or if a policy or procedure does not make sense, the “Senior Man” will take these grievances up the chain, in a productive manner, and honestly represent the concerns of the members. In all cases “Senior Men” strive to set the pace and the example, so that those around them can fall in behind them.
Putting it Together
In order for the company to benefit from having a solid “Senior Man,” that member must possess all of the qualities we have discussed, and must display them consistently, in all situations. As with any other relationship, the influence of the “Senior Man” can erode quickly when the other members see that he cannot be trusted, or suspect that his motives are questionable. Strutting around the firehouse, reciting your hire date for all to hear and respect does little to impress younger members or supervisors; respect and informal authority will always be given to guys who earn it through their efforts and example, not to guys who think the lower number on their recruit school picture automatically makes them better than everyone else in the house. The bottom line is that if the officer can’t trust you, then he or she will not rely on you to mold the company in your own image, or to give him or her advice when needed. If the younger members see that you have no idea what your job is, or how to perform it, or if they notice that you spend as much time getting out of work as you do completing it, they will eventually take their questions and respect elsewhere.
How Do I get There?
Regardless of what some non-firefighting fire administrators would have you believe, promotion and advancement are not the only ways to define success in the fire service; in fact, we have all seen examples of officers and administrators who are no more deserving of respect and deference than the newest kid in a recruit school. Some of the most revered and valuable members of our department, past and present, will end up retiring with the same badge they had when they left the training academy. Their resume will not be built on exams and degrees, but will be the result of consistent hard work and excellence; their influence on the department will not necessarily be felt department-wide, but will come from molding young members in one company into good firefighters and co-workers.
If you are a young guy or girl looking to be a “Senior Man”, the best thing you can do is to start applying these principles and characteristics today, so that they may be sharpened and improved with the passing of time. Knowledge and integrity are free and readily available to members at all levels; setting a good example is something anyone can do, no matter how long you have been in the job. Experience is something you cannot cheat, and can’t do much to speed along as it comes. Some of the best things you can do to gain experience are to keep your eyes and ears open when someone is talking, try to learn something new every time you leave the firehouse, study something new each tour, and form good work habits in all phases of your job. As the years pass, you will be surprised how much you do learn, how positively your co-workers respond to your work, and how much your company officer will rely on you—regardless of the number of years you have served. If you have one available in your house, look to a “Senior Man” for guidance—you’ll know one when you see one.
The good news is that if you are simply looking to “top out,” or to earn Christmas off, or to get one of those snazzy city service gifts, keep watching Springer, prepping for your fantasy draft, or searching for that elusive six letter word for “leafy vegetable”--the minutes are wasting as we speak.
