Discover why prioritizing engagement and performance is essential for organizational success in volunteer fire departments.
Let me share a story about how one person can make a big difference in creating a culture of engagement and performance.
I joined the Air Force and was stationed at Cannon Air Force Base in Clovis, NM, in the middle of nowhere. I was just a young Material Management Specialist in the Receiving section of the 27th Supply Squadron. (Sup Sup – Damn Right!)
At Cannon, I met Chief Master Sergeant Cousin, pronounced Cooh-Zan, as he would politely remind you. He was a figure whose influence would leave an indelible mark on my career. Chief Cousin wasn’t just a leader, mentor, and champion for those under his command. Despite his imposing presence, he possessed a warmth and sincerity that endeared him to all who crossed his path. Under his supervision, I first learned the importance of creating a culture of engagement and performance.
One day, Chief Cousin invited me to lunch, and we talked about everything under the hot New Mexico sun—my background, family, you name it. But what stuck with me was a conversation we had about holidays. He asked if I preferred spending Thanksgiving or Christmas with family. When I said Christmas, he asked if I’d be okay with being deployed but back in time for the holidays. It showed me he understood the importance of family, especially during special times like Christmas.
So, I deployed to Saudi Arabia for a few months to support “Operation Southern Watch.” True to Chief Cousin’s word, I was back home in Sacramento in time for Christmas. His insight showed me that he understood the importance of work-life balance and family commitments.
When I got back to base in January, I found out I’d won the Airmen of the Year award for our squadron. It was a huge honor, and I knew I owed much of it to Chief Cousin’s support and understanding. The achievement was not only mine but also for the entire Receiving section, and it demonstrated the positive impact of creating a culture of engagement and performance within our organization.
Looking back, I realize that Chief Cousin knew how to create an environment where people could do their best work. He understood that engagement and performance aren’t just about following orders—they’re about feeling valued, supported, and motivated.
Creating a culture of engagement and performance is crucial for any organization, especially in the volunteer firefighting and EMS service. Here’s why it’s so important:
- Enhanced Morale and Satisfaction: Valued, supported, and motivated members lead to a positive work environment, boosting morale and satisfaction.
- Increased Retention: Prioritizing engagement and performance retains members by appreciating their contributions.
- Improved Performance: Engaged members perform better, enhancing productivity and effectiveness in fulfilling the organization’s mission.
- Better Teamwork and Collaboration: Engagement fosters camaraderie, promoting effective collaboration towards common goals.
- Attraction of Talent: Organizations with supportive cultures attract prospective members, facilitating team expansion.
- Adaptability and Resilience: A culture of engagement enables resilience and innovation during change or crisis.
- Alignment with Mission and Values: Engaged members embody the organization’s principles, advancing its goals.
Chief Cousin’s leadership exemplifies why creating a culture of engagement and performance is crucial for any organization, especially in volunteer firefighting and EMS services. Fire departments can adopt Chief Cousin’s leadership approach by actively learning about each member’s reasons for joining and what drives them. Through honest conversations and personalized support, leaders can build a culture of trust and empowerment, making the organization stronger and more resilient.
Thank you, Chief Master Sergent Gene Cousin – #Salute
BY WALTER CAMPBELL, RECRUITMENT & RETENTION STRATEGIST
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