Author: Nick Terrell, National Wildfire Coordinating Group
Can you think of someone you work with, or have worked with,
who’s actions and words don’t match? I bet you can, and I can too. It's called
incongruence and it's not a desirable leadership trait. The extreme example of
this behavior is the “do as I say, not as I do” leader. You don’t need to hear
it from me that this method will lose a person in a position of power massive
amounts of respect real quick. You know that already, probably from experience.
On the less offensive side of the spectrum, this behavior could manifest as
someone who is remiss to speak up or who speaks up in a way that they perceive
is socially acceptable in their peer group but does not align with their
personal character. It's someone who is not living in a way that is true to
their personal value system.
I have been this person, and I have known many smart,
capable, and competent wildland firefighters who speak and act differently when
they are faced with an opportunity to step into a spotlight. No matter how
small that spotlight may be, the fear of being judged by our peers can keep us
from manifesting our true character. As a Follower developing into a New
Leader (reference the Wildland Fire Leadership Levels https://www.nwcg.gov/committee/leadership-committee/leadership-levels)
I hesitated to speak up and show my true character) I hesitated to speak up
and show my true character. I believe
that was a function of building competency and confidence when making this
leadership level transition. In other words, I had not yet built the various
skill competencies that wildland firefighters use, so I could not conceptualize
how to overlay my personal value system in carrying out my Duty.
It was the transition from New Leader to Leader of
People where I hesitated to speak up because of a fear of judgement. At
this point in my career, I was confident and competent, and I knew that I did
not use my confidence to mask a lack of competence. Some people do that. I bet
you have encountered those folks in your career too. I had reached a level of
skill competency where I could authentically manifest my personal values in my
leadership style, but I did not speak and act in a way that was true to that
value system for fear of judgement from my peer group.
So let's back up a bit. I mentioned incongruence as the
undesirable leadership trait. What we need to focus on and strive for is
congruence in what we say and what we do. Congruence is an effective and
desirable leadership trait because of its association with authenticity.
Effective leaders are authentic. You can sense it.
When leaders speak and act in alignment, you can tell that
it's coming from a genuine place. From a place based on what they value as a
person. Through this alignment of action, word, and value, a person manifests
their true character. So now think of the person who you have worked with who
employs authenticity in their leadership style. Maybe it was someone who wasn't
even in a leadership position, but you could feel that they were putting their
heart behind what they said and did. On the rare chance that you can’t think of
an example, maybe the person is you. This person is a much more effective and
likeable leader, the kind of person we all want to work with.
I have worked with too many good people who do not practice
congruence and authenticity. I believe that many wildland firefighters hesitate
to show their true character and values because they fear being seen or
ultimately judged by peers for what we perceive to be deviations from what is
culturally acceptable. This phenomenon is difficult for me to cope with and
it's hard for me to abide by. I believe it reduces the richness of our wildland
fire culture.
Perhaps you don’t have a clear picture of what your personal
value system is. No shame if you don’t, values change over time. People change
over time. I could not have articulated my personal values until somewhat
recently when I completed a values assessment. I have included the assessment I
took below and I encourage you to take it to map your personal value system to
gain a good anchor point to lead people from.
A wildland fire leader’s ability to manifest their personal
value system congruently between their actions and their words is a core skill.
A Personal Anchor Skill. We have the Duty to be proficient in our
jobs, both technically and as a leader. Effective and proficient leaders lead
from an authentic position based in their personal value system. Through
authentic behavior, fire leaders generate Respect by knowing their
subordinates and looking out for their wellbeing, and they lead with Integrity
by setting the example. Speak and act in alignment with who you are and
what drives you as a person no matter how unique your style may be. The people
you lead will respond to it positively, even if there are aspects of your
character that stand in contrast to their own.
References:
1) Further reading to expand your perspective of authenticity and congruence:
“Congruence is what separates the most influential
leaders from everyone else. Here’s why.” Matthew Jones. Inc.com. 2018.
2) Personal Values System Assessment:
https://www.guilford.com/add/miller11_old/pers_val.pdf?t=1
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Nick Terrell is a career federal wildland firefighter. Following a career altering injury, he left his position on a handcrew for a wildland fire support position. The career change has allowed him to pursue a master’s degree at Boise State University studying Conflict Management and Leadership. He still maintains operational fire qualifications and is a diligent student of fire.
