Change for the better at Lakes Entrance brigade

Inclusiveness in the brigade is the centrepiece of its CFA Succession Planning Framework, aiming to promote an inviting culture that thrives on giving people opportunities.

“Like any organisation you need to build in openness, fairness and transparency,” Phil said.

After 52 years in CFA and with a strong passion for people, Phil refocused the brigade management team meetings to have an open chair policy, allowing difficult conversations and concerns to be raised.

“I also got approval to create a 5th lieutenant position to appoint a young emerging leader within our BMT,” he said. “Additionally, we’ve strengthened our size and diversity. We have really strong brigade contributors from the LGBTQIA+ community and I’ve really pushed to upskill our members in that space.”

Before each BMT meeting, Phil does a welfare check with his members and when new members join the brigade he discovers what they’re most interested in.

“People used to say, ‘Oh yeah, I’m OK’, but now we’ve got people openly and honestly admitting when they’re not travelling all that well, have issues at work or in their relationship, etc, so we say go home and look after yourself.

“With new members, I want to know their gifts, abilities and aspirations so we can try to sew that into a CFA context and attempt to get the best out of them.”

The process of electing teams and leadership has been a strong focus, removing carpark conversations and mates banding together to nominate each other.

“We now have signed nomination forms by all involved and once finalised and posted, nominees explain to us why they would be the most suitable for that role,” Phil said.

Action reviews and debriefs are now non-negotiable, so the brigade can learn from things that went well and identify what needs improving.

“I believe in learning on the job and navigating that with support. We empower people to take on the responsibility of leadership – as long as they’re not out of their depth.”