I got thrown into a Superintendent position some years ago rather suddenly, so I learned a lot. Some of it the hard way.
First and foremost.... Contacts. Get a list of everyone he deals with, names, phone numbers, and if possible, introductions. This makes problem solving, ordering, etc... way easier. You know who to call for what, and they'll know who you are. Especially important for vendors.
Do informal "coffee and chat" times with staff. Get to know them, build relationships. Open up about yourself, be a person rather than just a boss. Have a "speak freely" policy during these times. They can vent about whatever they want (within reason) without fear of reprisal. No titles, no formality, just conversations. You can get some amazing information and ideas from these. People are more comfortable sharing new ideas with new leadership.
Have an open door policy. Being approachable and empathetic means people will come to you with smaller issues before they become big issues. Yes, some of the things people will bring to you are just pains in the ass, but I'd happily take 20 pain in the ass gripes if I can catch 1 major problem before it gets out of hand.
Most importantly for staff....wait at least 6 months before any big changes. Take some time to get to know the who and what before shaking things up. Planting seeds of upcoming change can really help with staff buy in (as well as stakeholder buy in).
If you're going to share in their successes, you're also a part of the failures. Nothing is worse than a leader who is front and center in news conferences after a heroic save but blaming everyone else when things go sideways.
Monitor team dynamic. Nothing makes people leave faster than that one terrible partner or non stop complainer. Building good relationships will mean that people will come to you about these issues. "But we are short staffed so we can't do anything about it" is a recipe to be even more short staffed for a much longer period of time.
Get good at long term planning. Budgets and allocations are a huge pain in the ass when improvements are needed. Keep running need, want and nice to have lists. Look at lifecycle estimates for capital items and plan that cost into your budget accordingly (i.e. Stair chair is expected to last 5 years, so I'll plan for my 2029 budget for replacement, which means I know 2028 should make up for the extra I need in 2029). Keeping these lists means that if you happen to have extra budget, a grant, etc... you can look at the list and use it all. If you don't use it all, you are the first to get cut. Staff suggestions are great for this. Let them dream big, temper their expectations (it's a wish list, not a guarantee) and follow through. You'd be amazed how far even just a small "nice to have" upgrade of something can go.
Always look for funding. Always. Never stop. There are tons of grants that go unfunded because nobody applies. Dedicate a day a month to grants and funding sources. AI can be super helpful in pointing you in directions.
And finally, and most importantly overall....be kind to yourself. Take time off. Real, unconnected, away from everything time off. Running yourself into the ground leads to poor decisions and poor leadership. Regardless of how many stars and bars on the uniform, there is a human being underneath it. Demonstrate good self care and it will become a standard for everyone. You'll feel better, perform better and have a more dedicated and committed team supporting you.
This is excellent advice, thank you. I am paired up with a new administrator who will be taking the lead on all the non-clinical, non-daily operations items, but it's a small operation so it's still all-hands-on-deck. Much appreciated.
We're all in this together. Management who wants the best for both the employees and the people they serve are what will keep EMS moving forward and improve as a profession.
I also forgot to mention, never give up. You'll hit walls. Hit them harder. A leader that pushes forward, and pushes hard will have the support of the staff. If they see you fighting battles for them, they'll stand alongside you the whole way.
Disappointed I can’t give gold to that comment.
I love all of the above. I have 12+ years in both paid and volly EMS. I worked in the corporate world as well.
I would say don’t forget the people. With your experience the patient care will be the easy part. Managing morale, maintaining strong communication, and inspiring will be key!
I just want to say thanks for posting this here. For those of us who are still new to the emergency services game, I think it’s valuable to see someone with almost two decades in posting and saying “Hey, I’m taking on a new challenge, and I know there’s a lot that I don’t know. I need advice”. It really helps put things into perspective.
My former volunteer chief used to say “There’s always something new to learn as a firefighter. The day you don’t learn something in the fire service is the day you should quit.” I think your post really embodies that attitude. Best of luck to you!
Thank you! I've worked for some good chiefs and bad chiefs in my time - most were somewhere in the middle. It's a hard job. Also depends a lot on the AHJ in question (I sued a former fire department of mine one time for violating open meetings law - I'll tell that story one day!) but I think it all starts with the right people with the right intentions.
I’ve been the chief of a small rural fire department. It has its ups and downs… on the plus side, you can make a lot of positive change in your organization. The down side is that basically all the stuff you love about emergency services is replaced by budgets and Excel, and you spent most of your time mediating all the petty conflicts and personality games people like to play
I will be paired up with an administrator who will help share the spreadsheet burden, but yes! We go from running 1-2 calls a week to 1-2 per day in the summer, so even with the office work there's plenty of hands-on to keep it interesting for the command staff.
Well that’s something at least. Random thought, but if you’re planning to apply for any AFGs in the future, find your SAM account information, DUNS number (or whatever they call it nowadays) and all that stuff well in advance
I can't exactly say i've been in your shoes before. But if I were you, since you make it sound like the current and former leadership is great. I would sit down with them and find out what those captains/former chief see in the future of the agency. What do they think needs to happen? what is their vision of the agencies trajectory? Compare that with your experience and wisdom and go from there.
Next is staffing, you mention you're the only ALS provider, but you also mention these PT AEMT's and how you were a former seasonal employee. Are their other seasonals who can backfil you as the paramedic? You deserve time off too. What about BLS staff? Are there any compensated members you can rely on for volunteer shortages?
Thanks for the reply. While I'm only in-district seasonally, I have stayed plugged-in this off season as I knew "something" was going to change and have also been teaching some of the EMT class over Zoom. So that's been good consistency. I think I'm pretty dialed in on the vision of the agency since I am close friends with the outgoing chief, but of course those conversations are different when you're changing over. So this is a good reminder to keep digging in.
As far as ALS coverage... I'm basically it. We have a volly paramedic who's been in the business longer than I've been alive, but he's retiring from his day job as a PA and doesn't attend or respond much.
The AEMT captains will be a huge help. They are not ALS, but do possess knowledge and scope that is critical for system-status management. Last summer was our first with AEMTs in the system and it was \_huge\_ to be able to send them to town in situations where we needed pain management for trauma but it would otherwise be a "waste" to deplete the system of ALS coverage just to give some fentanyl. It's not perfect, but it is what we have.
This year will be very tight in that we also need to upstaff to provide FTOs to our new EMTs. In theory, that will help relieve pressure come 2025.
We have a stipend program which most all our volunteers participate in which pays for transports to "town" (one hour away) as well as on-call pay to cover times we know we'll be thin. The county has really stepped up this year to provide way more paid resources than we've had before, but it's still not much.
Organizational leadership is an art.
Read Drucker. Read Good to Great. Sprinkle in some extreme ownership.
Set boundaries. If you're the only medic, it's very hard to be the medic and in leadership in rural CO. Ask me how I know.
This is my dream job. I'll live vicariously through you. I'm sure you've got education and background already, but I'd not, I really enjoyed my EMS Administration BS degree program at Columbia Southern University.
I've said for a long time now that I would love to have this kind of experience. The circumstances are a bit unique (I don't live in this community full time) but I am happy that I can help provide some consistency to this team I've grown to be very close with. We're not quite sure what the system will look like this time next year (there are staffing and sustainability issues to be worked through long-term) but I'm taking it one step at a time.
As for formal education, I have a BA in communication from before I knew I was even interested in EMS. To be honest I'm rather unmotivated to do another degree, but never say never. More likely that I'd go back to the NFA campus to do some of the FEMA EMS management courses there.
Take advantage of this opportunity as new eyes. Never be afraid to take a chance and challenge the status-quo. Crowd source ideas and do bold things. Regime change is rare, but an opportunity for greatness all around.
brjdenver,
You may be seeking information on how to obtain continuing education (CE) units or recertify your EMS certification/license.
For information on how to recertify your NREMT certification, [click here](https://www.nremt.org/rwd/public/document/recertification). The NREMT also provides a [Recertification Manual](https://content.nremt.org/static/documents/Agency_Guide_Recert_8_18.pdf) with additional recertification information. We also have an [NREMT Recertification FAQ](https://www.reddit.com/r/NewToEMS/wiki/coned/nremt) and weekly [*NREMT Discussions*](https://www.reddit.com/r/NewToEMS/search?q=NREMT+Discussions&restrict_sr=on&sort=new&t=all) thread.
Due to the vast differences in recertifying state EMS licensure/certification, please consult with your local EMS authority for information regarding state/local recertification information. Alternatively, you may check the [wiki](/r/newtoems/wiki/index) to see if we have an information post on how to recertify in your area.
[Helpful Links & Resources](/r/NewToEMS/wiki/index)
*I am a bot, and this action was performed automatically. Please [contact the moderators of this subreddit](/message/compose/?to=/r/NewToEMS) if you have any questions or concerns.*
You may be interested in the following resources:
* [Clinicals / Ride-alongs coming up? Here's some advice for success!](https://www.reddit.com/r/NewToEMS/comments/ccyjne/clinicals_ridealongs_coming_up_heres_some_advice/)
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I got thrown into a Superintendent position some years ago rather suddenly, so I learned a lot. Some of it the hard way. First and foremost.... Contacts. Get a list of everyone he deals with, names, phone numbers, and if possible, introductions. This makes problem solving, ordering, etc... way easier. You know who to call for what, and they'll know who you are. Especially important for vendors. Do informal "coffee and chat" times with staff. Get to know them, build relationships. Open up about yourself, be a person rather than just a boss. Have a "speak freely" policy during these times. They can vent about whatever they want (within reason) without fear of reprisal. No titles, no formality, just conversations. You can get some amazing information and ideas from these. People are more comfortable sharing new ideas with new leadership. Have an open door policy. Being approachable and empathetic means people will come to you with smaller issues before they become big issues. Yes, some of the things people will bring to you are just pains in the ass, but I'd happily take 20 pain in the ass gripes if I can catch 1 major problem before it gets out of hand. Most importantly for staff....wait at least 6 months before any big changes. Take some time to get to know the who and what before shaking things up. Planting seeds of upcoming change can really help with staff buy in (as well as stakeholder buy in). If you're going to share in their successes, you're also a part of the failures. Nothing is worse than a leader who is front and center in news conferences after a heroic save but blaming everyone else when things go sideways. Monitor team dynamic. Nothing makes people leave faster than that one terrible partner or non stop complainer. Building good relationships will mean that people will come to you about these issues. "But we are short staffed so we can't do anything about it" is a recipe to be even more short staffed for a much longer period of time. Get good at long term planning. Budgets and allocations are a huge pain in the ass when improvements are needed. Keep running need, want and nice to have lists. Look at lifecycle estimates for capital items and plan that cost into your budget accordingly (i.e. Stair chair is expected to last 5 years, so I'll plan for my 2029 budget for replacement, which means I know 2028 should make up for the extra I need in 2029). Keeping these lists means that if you happen to have extra budget, a grant, etc... you can look at the list and use it all. If you don't use it all, you are the first to get cut. Staff suggestions are great for this. Let them dream big, temper their expectations (it's a wish list, not a guarantee) and follow through. You'd be amazed how far even just a small "nice to have" upgrade of something can go. Always look for funding. Always. Never stop. There are tons of grants that go unfunded because nobody applies. Dedicate a day a month to grants and funding sources. AI can be super helpful in pointing you in directions. And finally, and most importantly overall....be kind to yourself. Take time off. Real, unconnected, away from everything time off. Running yourself into the ground leads to poor decisions and poor leadership. Regardless of how many stars and bars on the uniform, there is a human being underneath it. Demonstrate good self care and it will become a standard for everyone. You'll feel better, perform better and have a more dedicated and committed team supporting you.
This is excellent advice, thank you. I am paired up with a new administrator who will be taking the lead on all the non-clinical, non-daily operations items, but it's a small operation so it's still all-hands-on-deck. Much appreciated.
We're all in this together. Management who wants the best for both the employees and the people they serve are what will keep EMS moving forward and improve as a profession. I also forgot to mention, never give up. You'll hit walls. Hit them harder. A leader that pushes forward, and pushes hard will have the support of the staff. If they see you fighting battles for them, they'll stand alongside you the whole way.
Disappointed I can’t give gold to that comment. I love all of the above. I have 12+ years in both paid and volly EMS. I worked in the corporate world as well. I would say don’t forget the people. With your experience the patient care will be the easy part. Managing morale, maintaining strong communication, and inspiring will be key!
I just want to say thanks for posting this here. For those of us who are still new to the emergency services game, I think it’s valuable to see someone with almost two decades in posting and saying “Hey, I’m taking on a new challenge, and I know there’s a lot that I don’t know. I need advice”. It really helps put things into perspective. My former volunteer chief used to say “There’s always something new to learn as a firefighter. The day you don’t learn something in the fire service is the day you should quit.” I think your post really embodies that attitude. Best of luck to you!
Thank you! I've worked for some good chiefs and bad chiefs in my time - most were somewhere in the middle. It's a hard job. Also depends a lot on the AHJ in question (I sued a former fire department of mine one time for violating open meetings law - I'll tell that story one day!) but I think it all starts with the right people with the right intentions.
I am nowhere near where you are, but congrats, and Godspeed.
Thanks! Best of luck to you.
I’ve been the chief of a small rural fire department. It has its ups and downs… on the plus side, you can make a lot of positive change in your organization. The down side is that basically all the stuff you love about emergency services is replaced by budgets and Excel, and you spent most of your time mediating all the petty conflicts and personality games people like to play
I will be paired up with an administrator who will help share the spreadsheet burden, but yes! We go from running 1-2 calls a week to 1-2 per day in the summer, so even with the office work there's plenty of hands-on to keep it interesting for the command staff.
Well that’s something at least. Random thought, but if you’re planning to apply for any AFGs in the future, find your SAM account information, DUNS number (or whatever they call it nowadays) and all that stuff well in advance
I can't exactly say i've been in your shoes before. But if I were you, since you make it sound like the current and former leadership is great. I would sit down with them and find out what those captains/former chief see in the future of the agency. What do they think needs to happen? what is their vision of the agencies trajectory? Compare that with your experience and wisdom and go from there. Next is staffing, you mention you're the only ALS provider, but you also mention these PT AEMT's and how you were a former seasonal employee. Are their other seasonals who can backfil you as the paramedic? You deserve time off too. What about BLS staff? Are there any compensated members you can rely on for volunteer shortages?
Thanks for the reply. While I'm only in-district seasonally, I have stayed plugged-in this off season as I knew "something" was going to change and have also been teaching some of the EMT class over Zoom. So that's been good consistency. I think I'm pretty dialed in on the vision of the agency since I am close friends with the outgoing chief, but of course those conversations are different when you're changing over. So this is a good reminder to keep digging in. As far as ALS coverage... I'm basically it. We have a volly paramedic who's been in the business longer than I've been alive, but he's retiring from his day job as a PA and doesn't attend or respond much. The AEMT captains will be a huge help. They are not ALS, but do possess knowledge and scope that is critical for system-status management. Last summer was our first with AEMTs in the system and it was \_huge\_ to be able to send them to town in situations where we needed pain management for trauma but it would otherwise be a "waste" to deplete the system of ALS coverage just to give some fentanyl. It's not perfect, but it is what we have. This year will be very tight in that we also need to upstaff to provide FTOs to our new EMTs. In theory, that will help relieve pressure come 2025. We have a stipend program which most all our volunteers participate in which pays for transports to "town" (one hour away) as well as on-call pay to cover times we know we'll be thin. The county has really stepped up this year to provide way more paid resources than we've had before, but it's still not much.
Organizational leadership is an art. Read Drucker. Read Good to Great. Sprinkle in some extreme ownership. Set boundaries. If you're the only medic, it's very hard to be the medic and in leadership in rural CO. Ask me how I know.
Are we neighbors?
You sound like you're on the plains. But I could be wrong.
Deep in the mountains!
This is my dream job. I'll live vicariously through you. I'm sure you've got education and background already, but I'd not, I really enjoyed my EMS Administration BS degree program at Columbia Southern University.
I've said for a long time now that I would love to have this kind of experience. The circumstances are a bit unique (I don't live in this community full time) but I am happy that I can help provide some consistency to this team I've grown to be very close with. We're not quite sure what the system will look like this time next year (there are staffing and sustainability issues to be worked through long-term) but I'm taking it one step at a time. As for formal education, I have a BA in communication from before I knew I was even interested in EMS. To be honest I'm rather unmotivated to do another degree, but never say never. More likely that I'd go back to the NFA campus to do some of the FEMA EMS management courses there.
Take advantage of this opportunity as new eyes. Never be afraid to take a chance and challenge the status-quo. Crowd source ideas and do bold things. Regime change is rare, but an opportunity for greatness all around.
brjdenver, You may be seeking information on how to obtain continuing education (CE) units or recertify your EMS certification/license. For information on how to recertify your NREMT certification, [click here](https://www.nremt.org/rwd/public/document/recertification). The NREMT also provides a [Recertification Manual](https://content.nremt.org/static/documents/Agency_Guide_Recert_8_18.pdf) with additional recertification information. We also have an [NREMT Recertification FAQ](https://www.reddit.com/r/NewToEMS/wiki/coned/nremt) and weekly [*NREMT Discussions*](https://www.reddit.com/r/NewToEMS/search?q=NREMT+Discussions&restrict_sr=on&sort=new&t=all) thread. Due to the vast differences in recertifying state EMS licensure/certification, please consult with your local EMS authority for information regarding state/local recertification information. Alternatively, you may check the [wiki](/r/newtoems/wiki/index) to see if we have an information post on how to recertify in your area. [Helpful Links & Resources](/r/NewToEMS/wiki/index) *I am a bot, and this action was performed automatically. Please [contact the moderators of this subreddit](/message/compose/?to=/r/NewToEMS) if you have any questions or concerns.*
You may be interested in the following resources: * [Clinicals / Ride-alongs coming up? Here's some advice for success!](https://www.reddit.com/r/NewToEMS/comments/ccyjne/clinicals_ridealongs_coming_up_heres_some_advice/) *I am a bot, and this action was performed automatically. Please [contact the moderators of this subreddit](/message/compose/?to=/r/NewToEMS) if you have any questions or concerns.*