My story is not a typical one; it’s more a tale of how I stumbled into the fire service. My son was four years old at the time, and we were out for a walk when he saw firefighters. He wanted to see the fire trucks, so we approached and the guys invited us over to chat. I was very nervous, a little afraid to even interrupt what they were doing,because I looked at their careers as being so very important that I was not part of that equation in any way. But I obliged and went over, and my son began to play on the fire truck.
One of the firefighters asked me,“Hey, have you ever thought about becoming a firefighter?”
I responded quickly, “No! I’m the girliest girl I know; they will never hire me.”Little did I realize that a simple question would open a door I never knew existed. I didn’t know I would be breaking new ground. Against all odds, I was hired.
I worked my way through the ranks to becomeone of the first two female drivers in the city's history.
From there, I became a lieutenant in the fire marshall’s office, the executive officer to the chief,and the first black female captain in the city’s history. Now, I’m the fire chief of the department in a different town, the first Black female fire chief in New England.This journey has shaped my career and profoundly influenced my leadership philosophy.
Reflecting on my journey, I realize how crucial it is to ask the unassuming woman, “Have you ever considered a career in the fire service?” Because what if I had never been asked? What if that firefighter hadn’t sparked a thought in my mind?
Many women don’t see the fire service as a career option because they aren’t aware they belong there, or they’ve never been asked to consider it. As leaders, it’s our responsibility to create an inclusive environment where every voice is valued and matters.
###You never know who might be listening or watching.
Leadership is about seeing the potential in others. I challenge everyone in the fire community – mentors, leaders, and colleagues – to ask, inspire, and uplift women who may be unsure or unaware of the opportunities available to them. Share your stories of resilience and determination and demonstrate your unwavering support.
Empower women to be strong, brave, and ready to answer the call.Sometimes, all it takes is one question to ignite a lifelong passion. You never know, you might just be talking to a future fire chief.
Part Two - Mentoring In The Fire Service
Category: Leadership By: Lydia Wilcox, President, Fire Service Women Ontario
When I joined the board of Fire Service Women Ontario (FSWO) in 2014, I was driven by the idea of creating a mentoring program for young women interested in entering the fire service. My intention was to create connections between current fire service members and those looking to enter the profession. When asked about the program, I often informed candidates that they could become firefighters independently,but it's much more enjoyable with others. I hadn’t realized how accurate my words were.
Initially, my research led me to believe that mentoring was a simple exchange of knowledge from one person to another, operating in a linear manner. This exchange would yield greater understanding and knowledge, aiding an individual in achieving their chosen goals, such as obtaining a job or a promotion.
However, mentoring goes beyond simply sharing knowledge; it focuses onforming connections between individuals united by a common theme.
It evolves over time through a single interaction or through passive observation. At times, a person may not even recognize that they are mentoring; nonetheless, their actions or decisions are being observed.
We possess tacit knowledge, a term I first encountered while researching the topic of mentoring.
Tacit knowledge arises from lived experiencebut cannot be codified and is often difficult to articulate.
The exchange of knowledge occurs when communication can happen freely,when a relationship has been established, and when trust exists. We continually develop and enhance our inferred knowledge through our everyday experiences.Similarly, a person’s mentoring ability is constantly evolving, as we are always learning and growing.
When the FSWO mentoring program launched, I thought I understood how it would manifest. I believed it would be a linear transfer of knowledge, but it wasn’t.I answered questions about what it was like to be a woman in the fire service, where my challenges lay, and whether I felt supported at the hall.
These questions could be difficult to answer, but if I reflect on it now,
I realize that when these women asked, “What was your experience?” I was being asked to paint a picture,one in which they might be able to see themselves in the fire service.
These potential fire service candidateswere seeking a connection where they could envision themselves. So what does mentoring look like?
While mentoring can be organized and structured,some of the most effective mentorships occur over a cup of coffee. By sitting back, relaxing, and working through problems, concerns, or worries together, individuals feel heard and believe their opinions matter.As a result, they remain engaged and maintain a more positive outlook in the workplace.
Another excellent mentorship method involves effective onboarding and assigning a buddyto support new hires during their first six to 12 months on the job. Helping new members navigate the work environment as a reliable sounding board and trusted team member can help alleviate everyday workplace anxieties,enhance learning experiences, and set a member’s career on the right path.
Mentorship is a dynamic andreciprocal relationship between individuals or groups.
It can open doors and break down barriers, providing new and experienced fire service members with opportunities to assume both formal and informal leadership roles and learn from those who came before them.
Ultimately, one of the greatest gifts of mentorshipis the chance for all parties to engage, learn to lead, and feel their voices are heard.
