EMS World Expo: 10-Step Checklist for New Leaders

Are you a new leader in your organization or are you tasked with mentoring new managers? Are you setting new administrators up for success?

Ryan Greenberg, MBA, FACPE, NRP, presented “10-Step Checklist for a New EMS Leader” Oct. 13, 2022 during EMS World Expo in Orlando. Greenberg has a 30-year history in EMS and currently serves as New York State’s EMS director.

People want recognition, Greenberg said. A pathway to advancement is a powerful way to attract candidates and keep them engaged in the organization. It’s cheaper in the long run to pay current staff more after a promotion than to keep training new hires.

Greenberg outlined a 10-step checklist for success when it comes to preparing new leaders in your organization.

Set expectations. What do you want out of your leader and what do you want them to do? Determine objectives and a timeline. One example: every new supervisor needs to be an instructor. Whether you’re on a stage or on a scene, you need to be a confident presenter, Greenberg said.

Orientation. If you have an orientation for new staff members, you should also have one for new managers. Provide a thorough orientation to cover the administrative aspects of the position. Show newly promoted leaders the tools they will be using in their new role. Even if you have to start with a 1-day orientation, it’s a reasonable and achievable goal you can build on.

Training. What do you need to be a successful leader? Take this training outside your organization if you need to. Beyond the Streets, Supervisor Boot Camp, the National Fire Academy and EMS Leadership Academy are some examples of outside resources you can model your own from—many of which are free. “Borrow with pride,” Greenberg advised. “You do not need to recreate the wheel.” Most people in leadership are more than willing to share their models. Create a professional, distraction-free space for focused training.

Goals. Set clear and realistic goals for new leaders. Start gradually—a goal can be as simple as “for three months, just observe what others are doing” or “get to know all your direct reports.” Put it down on paper and check it off when it’s complete. The effort you put into your leaders will be passed down to their reports and ultimately the customers—your patients and the public.

Evaluations. Provide formal 3-6-9-12-month evaluations that are meaningful and valuable. Identify clear feedback and work with managers to figure out solutions to challenges. Match them with other members of the organization with skills to help if necessary.

Leadership training officers. Identifying LTOs can be effective for guiding new managers.

Resources. Don’t just throw new managers out on their own; avoid saying “here’s your gold badge—good luck!” Provide resources such as the NEMSMA Seven Pillars of National EMS Officer Competencies. It’s more important to learn how to be a strong leader than the individual daily tasks (such as filling out a staff schedule) that will be refined on the job.

Watch for pitfalls. Look out for new leaders who “listen but don’t watch,” “fake it to make it,” micromanage or lose sight of the big picture. Coach new leaders not to say “yes” to every project, which leads to overburden and substandard performance.

Establish mentors. Set a time to meet each month, establish five goals you want them to achieve, document and share your meetings, be ready to listen, and be flexible.

Credentialing. Leadership credentialing establishes accomplishment and motivates leaders to learn more. It's not just a certificate on the wall; it's a demonstration of commitment, investment and professionalism.

EMS is still in the awkward teenage years in comparison to fire and law enforcement, which are ahead of EMS when it comes to defined career ladders, advancement pathways and preparing new leaders, concluded Greenberg. How do we get better? Start small, build gradually, and soon you will have an organizational culture that attracts and fosters new leadership.