Most employees feel frustrated, concerned, upset, or discouraged at some point during their work day. Why? Because they disagree with the boss, don’t support the suggestion of a colleague, or otherwise possess different views from the vocal majority. And yet almost none of these employees share their opinions in a way that gets results. They either clam up because they figure it’s politically unwise to disagree with the majority or the authority, or hold their differing opinions inside until they eventually blow a gasket. That is, they toggle from silence to violence. Neither method gets an idea out into the open where it can be made part of the collective view—and neither method helps improve working conditions or relationships.

Why do we routinely toggle from silence to violence? We go to silence because we dread crucial conversations. These are interactions where stakes are high, opinions differ, and emotions run strong.  We fear them because our past experience has taught us that if we’re both emotional and honest, bad things are likely to happen. So we go to silence. Better to let someone else speak his or her mind then risk our own reputation...

What image in your mind do you have of a leader? It was very clear what leadership looked like when George Washington was leading troops across the Delaware River. He was standing upright leaning into progress with eyes on the objective, one knee up braced for action, but with a sense of calmness. An early image of fire service leadership looks very much the same; recall Currier and Ives prints. All of them have scenes of action, a bent knee, and eyes on the objective, leaning into the task. In every multi company scene there is, a commander, bugle in hand, majestically pointing the way. These images indicate what fire service is very good at, coordination, where others see chaos. That coordination is that what is critical to our safety, the safety of the citizens we serve, and the quick solutions to progressing problems.

Today the image portrayed of fire service leadership is often from television; a chief officer with a white helmet, grey hair, and deep creases of character in his face, with a presence of calm competence. He is usually behind the main characters not part of the action but playing a role we all know the importance of.

The Washington Fire Chiefs (WFC) sent a letter to BNSF Railroad on March 6^th, 2015 expressing their concern regarding oil train safety, and requesting vital information regarding worst case scenarios, catastrophic insurance levels, comprehensive emergency response plans and route analysis documents.

BNSF contacted the WFC shortly after receiving the letter, and requested a meeting be set up.  This meeting took place on April 30^th, 2015 and included representation from the WFC, BNSF, Washington State Senate staff, Washington State Association of Fire Fighters and the Washington State Fire Commissioners Association. 

On February 25th, 2015 the Training, Safety and Officer’s section wrapped up another successful annual conference held in Yakima, WA.  The event was a great success solely because of the hard work put in by the Board members and their spouses from around the state who volunteered their time to make it happen.  And another round of ‘Thank You’ is necessary for all the staff at the Washington Fire Chief’s office.  There were 5 full days of classes covering topics of leadership, instructions, driver safety, Train-the-Trainers and more!  It was great to see so many departments represented and the networking that took place is always an added benefit. 

Chief Rick Lasky (Ret.) was our keynote speaker and did a fantastic job.  If you have ever heard Chief Lasky speak or if you have read his book Pride and Ownership then you can imagine the lasting impression he left with all of us.  In his general session presentation he delivered a powerful historical overview of the fire service and touched on why we as a fire service have come to do things the way we do.  From code enforcement changes to safety practices developed Chief Lasky relayed real life examples, which have killed civilians and firefighters, and the resulting changes that emerged following these tragic events.  As the class was entitled, it truly was something that They Should Be Teaching This on the First Day of the Academy...

The Washington Fire Chiefs, in a pointed letter, have asked the BNSF Railroad to turn over “Worst Case Scenarios” for an oil train accident as well as “Comprehensive Emergency Response Plans” for high hazard flammable trains.

The letter comes as three oil trains pass through Seattle each day en route to northern Puget Sound refineries. Railroads now transport one-tenth of U.S. crude oil output — approximately 1.1 million barrels a day.“What is the potential impact of a crude oil disaster in Washington communities?” the chiefs want to know.

Writing to BNSF CEO Matthew Rose, the fire chiefs said Seattle “narrowly missed disaster” last July when three tanker cars derailed at a rail yard under the Magnolia Bridge.

The train was going only 5 mph, but the cars that derailed were carrying 27,000 gallons of Bakken crude oil from North Dakota.

Signed by Washington Fire Chiefs Executive Director Wayne Senter, the letter sounded a note of frustration, telling Rose...