Editor’s note: The following content is part of EMS1’s EMS Leader Playbook – aimed at helping new EMS leaders increase their effectiveness, enhance their leadership KSAs, develop trust among crewmembers, and build confidence. Through a handful of questions presented by EMS1, veteran chiefs reflect on their early days in leadership roles and offer advice, while newer leaders detail their experiences taking on a new position.
Email editor@ems1.com to offer your insights for the EMS Leader Playbook or to nominate a chief to be featured.
In this installment of Chief Insights, we feature Nicholas Oleck, Scott County EMS Chief.
What was the incident or person in your career that put you on the path to becoming a chief?
I would have to say that I don’t think I have a moment in which I wanted to be groomed or on a fast track to be a chief. I had progressed at the service I was at for approximately 7 years from an EMT, supervisor, paramedic, and then finally into a paramedic supervisor role. We had some internal structure changes within the department I was at, and had some opportunities for advancement, however, I was initially not selected for the deputy director position.
I was included in a majority of discussions internally about progress, protocols, structure, etc., however, remained in the paramedic supervisor role. In the first quarter of 2021, an adjoining county reached out to me asking if I would be interested in helping their department transition into a different mindset, and if I would be interested in applying for their executive director position.
In February, I was selected to be their executive director and that was my first exposure to the top leadership positions within EMS. It was definitely overwhelming, as I feel like I jumped a few steps along the way. However, I believe that was also one of the things that helped with our success, as I feel like a lot of administration is disassociated from their crews and forget what it’s like to be in their truck positions on the day to day.
Look ahead: What’s something you want to accomplish in your next year as chief?
I think one of the things that all EMS services struggle with is progressive pay for their providers. Over the last 4 months, we have been working on structuring our budget, dropping lines were we could, and restructuring the budget to support sustainable raises for our department. The unique thing about our department is that our EMS service receives $0 from our general fund taxes, 7% of our budget from our local income tax (only covers group policy insurance, workman compensation and vehicle insurance that the county is under an umbrella plan for), and the other 93% of our budget, which is 100% of operational budget, our EMS service funds itself through insurance reimbursements. So we are constrained to a lot of different parameters that most services don’t face, as we are not county funded. Our goal is aiming for a 12% raise for our providers for the next budget year to help with retention and recruitment.
How do you create an organizational culture that people want to be a part of, to join and to stay in?
I would have to say that not everyone wants to stay here. Our expectation of our employees is displayed during the interview process. Our service is not for everyone, and we are selective during the interview process. Not only do we gauge their clinical abilities, but also how their personalities and work ethic would mesh internally. If either of those boxes aren’t checked, we then ask, is this something that can be overcome, is this an education issue, is this a prior culture issue, etc. We attempt to plan for the future and not the immediate need.
Another thing we do in out department, is I have my command staff perform the interviews. Rarely do I as chief ever sit in on the initial interviews. I feel like those who we interview should be evaluated by the people who will be working with them day in and day out. I feel that gives my command staff a sense of accountability and control within the department. It also causes them to take some ownership in the process. Everyone having a voice and allowing their opinions I feel like is a strong quality often overlooked in our profession.
How do you support and stand up for your personnel, internally and externally, to show that you care about them as a person and a professional?
I feel like the biggest quality I give my crews is an open forum for opinion and conversation. Whether it is new equipment we are looking to bring on, such as monitors, protocols, etc., we always have a think tank and process that allows the crew to evaluate them. They have a voice in every decision within the department.
For example, we recently switched to new monitors this year. I had my mindset on what I thought would suit our service best. We did a demo of three different monitors over the course of 2 months. After field testing and usage, the crews came back with a resounding opinion that was not what I had chosen. We purchased the monitors the crew had chosen the following month. They are the ones using this equipment day in and day out, so they should be able to choose what they are using. Additionally, I have an open door and open phone policy, personally, or professionally. Some employees take advantage of that, some don’t, but they all know the opportunity is there.
How do you demonstrate servant leadership?
I don’t ask my crews to do anything I’m not willing to do myself. I don’t forget what it’s like to work the street. I think over my career, that’s one of the things most administrators forget. I told myself years ago, if I ever made it to a leadership position, I would do my best to not be one of those who led from an office. I still jump on and staff extra trucks. I chase in my QRV all hours of the day, night and weekends. I still staff trucks during peak hours to assist with transfers or crew staffing. I am not different than anyone else here. I just have a different title. And my crews know I am no different than them, I just have more responsibility and accountability.
What is a leadership book, podcast or seminar you’ve found invaluable?
“The 21 irrefutable laws of leadership,” by Sebastain Enges.
If you knew the budget request would be approved, what’s a big purchase you’d make for your department today?
Investing into the crews for their pay, updating their living quarters and allowing a bigger budget for career advancement. We are lucky to have a medical director who allows us to have extremely expansive protocols, and lucky to be able to support our own budget to have amazing equipment with the approval from our commissioners and council. We have newer trucks. We now have LifePak 35s, we have Hamilton T1 ventilators on every truck, ultrasound on every truck, iStats on every truck. We are very fortunate from an equipment and protocol standpoint.
How do you recharge/improve your resiliency?
Taking a step back. Having relax days at work with the crews. Allowing additional downtime with the crews. Making lunch/diner for the crews and having shift dinners. I think the family mindset is extremely important within the walls of the department.
Out of work, I enjoy my hobbies: sports, card collecting, kiddos. Sometimes, you do have to just shut the radio off and be able to lose the control a bit.
