Leadership in the Fire Service
There are literally dozens of roles within the fire service. There are firefighters, line officers, civil officers and instructors to name a few. One title that will likely never be found is “leader” and that is because leadership cannot be contained and defined in a label. There is no NFPA standard. Further, leadership might be a long-lasting concept such as an officer that has to consistently design and implement drills or it could be momentary on the fireground when any firefighter regardless of rank can take the lead in knocking down the flames.
In French “je ne sais quoi” translated literally means “I don’t know what” but is used to portray an indescribable, special distinguishing feature. Leadership can be thought of in these terms due to often being intangible. Also that any firefighter can inspire other firefighters to follow his/her lead.
Leadership may also come in a more tangible and indeed administrative form such as lobbying for safer firefighting tactics and equipment, changing an employment policy to allow leave for firefighter to respond to calls or ensuring that instructors have the necessary gear to teach with or pursuing legal remedies such as the volunteer firefighter benefit law (VFBL).
Not to complicate this topic even more but being a leader is sometimes natural but can also be developed. There are some firefighters that simply give off an aura that compels others to follow them into a burning building while other leaders in the fire service over the years put in the time, energy and effort to learn their craft and as a result ascended the ranks to leadership positions. A good example of developed leadership would be the perfection of radio communications since this skill typically must be practiced consistently.
How leadership is attained is irrelevant when considering one of the common roots i.e. knowledge of necessary skills. Firefighters won’t simply follow a title and are far more likely to follow someone that has intimate knowledge of firefighting and firefighting tactics to the point they make quick, decisive choices when necessary.
One other intangible quality that defines leadership is confidence. On the fireground that translates to having the confidence to trust the firefighters around you and under your command. When comparing those officers/chiefs that trust their blackhats to do the job expertly, effectively and safely versus those that feel that they must control every aspect of the firehouse from the fire scene to rolling hose in the apparatus bay and you’ll find the most efficient and successful is the former model.
What then is the role of a fire service instructor relative to leadership? First and foremost, instructors are typically leaders themselves that consistently display leadership whether it’s in the classroom facilitating a discussion or demonstrating motor skills. Instructors are the first line in recognizing natural leaders (one could argue it takes one to know one) and certainly in developing others. In most cases, leaders display those skills consistently which from an omnipotent standpoint is easily recognizable. There are times when an instructor will have to have a simple conversation with a potential leader because that firefighter may not recognize their own potential.
What then can an instructor do to beyond recognition. That answer is also simple. Provide opportunities to shine. Provide opportunities to lead and instruct other firefighters within the class such as designating that firefighter as team manager. This is not to say that an instructor should ignore potential leadership abilities in other firefighters. Rather focus on the most promising students – realistically, there are only so many opportunities in a given class. Since leadership also involves having a more intimate knowledge of the fire service Instructors can also recommend firematic books such as Seven Fires by Peter Charles Hoffer. As an aside this is an excellent book about seven historical fires that shaped the current fire service.
Displaying leadership may also involve having the authority to discipline other firefighters under your charge. In this regard there is a time, place and method to do so. Generally, it is wise to be critical but not criticize. Remember that leadership involves improving the performance of those around you. Being critical as a form of evaluation aimed at improving firefighter skill sets is essential. Criticism on the other hand is typically unnecessarily negative and has the opposite effect breeding contempt and resentment – two properties that any fire company can do without.
In the quest to develop leaders and leadership there are definitely impediments. If ever there was an enemy of leadership it would be bureaucracy and complacency. Standing tall based on principle is a necessity even it means having to endure some backlash. For example, not being complacent with current, unsafe practices or possibly following the chain of command above and beyond the first level bringing awareness to an ongoing safety concern. Displays of leadership can be described in this regard as the “Courage to be Safe”. Fire Learning Network’s online class in this regard can be accessed here: https://www.fireherolearningnetwork.com/training_programs/courage_to_be_safe.aspx
To summarize:
Brendan Boyle, a civil officer for a capital region (NY) volunteer fire company, in a recent speech commemorating the installment of officers remarked the following in reference to leadership:
The role of an officer is one that requires selflessness, and an unwavering commitment to the well-being of others. The well-being of each other. It’s a calling that goes far beyond just wearing a uniform—it's about showing up when it matters most... and serving with integrity and pride. It’s about abandoning your ego and putting your commitments before all else.
Leadership is a sacrifice. It is. To those stepping into leadership roles, you’re not just officers— you are the leaders of our community, the exemplar who set the tone, foster teamwork, and ensure that we are well prepared to meet the challenges ahead.
Leadership is a privilege. As we move forward, let’s continue to work together to ensure that we remain a beacon of resilience, committed to readiness and service to our community.
Leadership is the greatest honor. To our outgoing officers, we extend our sincere gratitude. Your hard work, dedication, and vision have shaped the direction of this department, and we owe much of our success to your leadership. Your contributions will be felt for years to come.
No information from the author.
