Becoming a leader was not on the agenda

A good friend of mine, Dicky Day, has recently, unexpectantly, been promoted on a 12 month secondment into senior leadership. Unexpected but not really a surprise. He's incredible at what he does and an infectious, engaging human being, duly rewarded and recognised for how he moves in the world.

As we spent our usual Saturday morning working out and going for coffee, the chat shifted to the role of leadership within an organisation, his own 'shock' promotion reminded me of my own, one in which I shared with him...........

Back in 2011, 6 years into my Fire Service career, as we are coming off our tour of duty, my guvnor at the time, approached me to ask if I'd like to take temporary promotion at a neighbouring station, and that he needed an answer within the hour, before we left.

Becoming an officer was not on my agenda at all up to that point in my career.

I loved the camaraderie, the togetherness and the opportunity to high perform in a team environment under high pressure, often high risk scenarios that required concise decision making, and at times, just the raw commitment to be courageous and to work your socks off for your team and your own high standards.

I said yes.

It was nerve wracking. A new station. A new watch. A new shift pattern. BUT what put a real magnifying glass on this is that I'm taking a leadership position in which I hold no training in, and having to meet my new crew at the same level as them, yet given the responsibility to be ion charge of them, 'acting up as their officer.

My time in top level sport and emergency service taught me respect must be earned from who the leader is BEING, not from the position held.

I had to build trust quickly and connect with my crew on a deep level to ensure my own integration was smooth, more importantly, we could perform to the high standards, TOGETHER, that was potentially required in our high performing, dynamic environment.

Understandably, the first few hours I'm being sized up to find out what I'm about. Some people crumble, play it safe in this position I found myself in, become passive, keep a low profile, do enough to get through it to say they've done it.

Leadership isn't that for me. You cant be a bystander.

Leadership, for me, is the ability to cultivate an environment where extraordinary potential is exposed, fulfilment found and where vulnerability and emotionally exposure leads to greatness.

If you know anything about firefighters, being taken for an ice cream is sure to soften a tough exterior.

We took the truck out and I shouted everyone a 99....with a flake ??

What I did next set up the foundations to an incredible 12 months with my crew, and what I would love leaders to take on board if you truly want your players, students, staff etc to excel....

-I told the crew I need there support, because I'm scared. I'd not done the role before and really value their help and experiences given the nature of the diversity of what we may face. That I trust and love them unless they show me I can't.

-I don't have all the answers, I DO have 6 years experience and I give every ounce of my-SELF for my teams, no matter what. I will have there back, I'll protect my people, not hang our crew out to dry, and I appreciate that back. I want to create a WE and US culture, not an I and YOU.

-I don't set expectation. I prefer to make agreements. If we share a vision and make dual contribution, we are more likely to feel empowered to uphold our standards, feel more fulfilled and create accountability over the stereotypical 'command and control' nature of leaderships 'expectations' which ultimately leads to disengagement and unfulfillment....leading to average performance.

-I have ideas, you have ideas. Lets explore together. Find what works, what doesn't, TOGETHER. Take ownership individually and collectively, express what's going on within outwardly, be unapologetically creative.

This is purely a snapshot share on one of my own experiences in leadership.

I shared my FEAR, my VULNERABILITY, I had to collapse my EGO.

I emotionally exposed myself, and surrendered any control to creating trust, belief and connection, in the hope my crew would be empathetic and willing to sweat blood for me.

We spent time in some difficult scenarios TOGETHER, high pressure, time pressure, life changing and life threatening events, all outcomes based on our ability to think, communicate and act clearly under extreme circumstances.

The crew made a request after 6 months for my secondment to be extended.

Leaders MUST, MUST, MUST become deeply SELF and HYPER AWARE.

Its not about more ILM courses, degrees, etc it is ALL in emotional intelligence, understanding SELF to understand others and provide the environment to excel and express god given talent.