Firehouses are microcosms of society: diverse groups of people from different backgrounds come together under one roof with a shared mission to protect and serve their communities. The fire service is inherently high-stakes and deeply rooted in tradition, but in today’s dynamic environment, leaders must embrace a modern approach to foster success. Developing a culture of success requires deliberate training, trusting your team, and creating an environment that allows self-motivated firefighters to flourish.
The teachings of Turn the Ship Around by L. David Marquet, Why Motivating People Doesn’t Work…and What Does by Susan Fowler, and How to Win Friends and Influence People by Dale Carnegie offer powerful insights that can transform firehouse leadership and operational effectiveness. By applying these lessons, leaders in the fire service can create an atmosphere where individuals feel empowered, capable, and motivated, resulting in greater operational success and stronger teams.
The Importance of Training as the Foundation of Success
Training in the fire service is far more than a compliance checkbox. It is the backbone of operational readiness and the key to building a culture of success. In Turn the Ship Around, Marquet emphasizes the concept of “competence and clarity,” explaining that when people are trained thoroughly and understand their roles, they are better equipped to make decisions independently. This principle resonates deeply in the fire service.
Firehouse Example: The Rookie Firefighter
Picture a rookie firefighter on his first 24-hour shift. He’s studied the standard operating guidelines (SOGs), practiced deploying handlines, and participated in search drills. But during a fire call, he hesitates when tasked with stretching a line to the second floor. The lieutenant notices and steps in—not to chastise but to use the moment as a training opportunity.
Instead of simply ordering the rookie to act, the lieutenant asks:
- “What’s your objective in this situation?”
- “How would you accomplish that goal?”
Through guidance, the rookie connects his training to the real-world scenario. This approach not only reinforces technical skills but also builds confidence. The message is clear: training doesn’t end at the drill ground. Instead, it’s ongoing, collaborative, and tied directly to the mission.
By investing time in training that prioritizes understanding over rote memorization, firehouse leaders build a foundation where firefighters can act decisively, even under pressure. This competence fosters trust, which is the next critical component of a successful culture.
Trusting Your People: Shifting the Leadership Paradigm
One of the greatest lessons from Turn the Ship Around is the idea of “leader-leader” instead of “leader-follower.” Marquet argues that traditional hierarchical models stifle innovation and morale. In the fire service, a top-down approach may work in emergencies requiring split-second decisions, but in the firehouse, it can alienate team members and suppress their potential.
Trusting your people means empowering them to take ownership of their roles and decisions. Fowler’s Why Motivating People Doesn’t Work…and What Does complements this by explaining that true motivation comes from autonomy, relatedness, and competence—what she calls “ARC.” When firefighters feel trusted and autonomous, their intrinsic motivation grows.
Firehouse Example: Delegating Responsibility
Consider a department preparing for a community open house. Traditionally, the captain might micromanage every detail, from apparatus placement to station tours. Instead, the captain assigns a firefighter to organize the event, empowering her to make decisions about logistics, staffing, and setup.
Initially, the firefighter might approach the task cautiously, unsure of the captain’s expectations. But over time, she takes ownership, demonstrating creativity in designing interactive activities for visitors. By stepping back and trusting the firefighter, the captain sends a clear message: “I believe in your ability to succeed.”
This shift in leadership not only benefits the individual but also strengthens the team. Trust fosters accountability, and accountability builds a culture where people strive for excellence—not because they’re told to, but because they take pride in their contributions.
Fostering Self-Motivation: The Key to Long-Term Success
Motivation has long been a challenge in firehouse life. Leaders often resort to external motivators, such as rewards or punitive measures, to elicit compliance. But Fowler’s research shows that these methods are unsustainable. Instead, she advocates for fostering intrinsic motivation by aligning tasks with personal values and providing opportunities for growth.
Firehouse Example: The Reluctant Apparatus Operator
Imagine a firefighter who shows little interest in becoming an apparatus operator. Instead of forcing him into training or assigning punitive tasks, the officer has a one-on-one conversation to explore his hesitations. Drawing on Fowler’s principles, the officer asks:
- “What are your career goals in the fire service?”
- “How do you see yourself contributing to the team’s success?”
Through dialogue, the firefighter reveals he feels unprepared and intimidated by the responsibility. The officer responds by pairing him with a senior operator for mentorship, framing the role as an opportunity for growth rather than an obligation. Over time, the firefighter’s confidence grows, and he begins to see the value in mastering this skill—not for external recognition, but for personal fulfillment.
By understanding what drives each team member, leaders can create an environment where self-motivation thrives.
Building Strong Relationships: The Carnegie Approach
The fire service is, at its core, about relationships—both within the firehouse and with the community. Dale Carnegie’s How to Win Friends and Influence People teaches timeless strategies for building rapport, earning trust, and inspiring cooperation. His emphasis on empathy, active listening, and genuine appreciation aligns perfectly with firehouse leadership.
Firehouse Example: Resolving Conflict
Conflict in the firehouse is inevitable, whether it’s about kitchen duties, response protocols, or personal differences. Carnegie’s advice to “seek first to understand, then to be understood” can transform these situations.
For instance, if two firefighters are arguing over task assignments, the officer intervenes—not as a disciplinarian, but as a mediator. They listen to each side without interrupting, validating each firefighter’s perspective. Then, the officer reframes the conversation, focusing on common goals: “We all want to provide the best service to our community. How can we work together to make that happen?”
By showing empathy and redirecting the discussion, the officer diffuses tension and reinforces the importance of teamwork.
Carnegie’s teachings also apply to building relationships with the public. A firefighter who takes time to connect with a scared child during a fire prevention event, or who explains operations patiently to a concerned resident, exemplifies the human side of the fire service. These small acts of kindness build trust and strengthen the department’s reputation.
Putting It All Together: Creating a Culture of Success
Developing a culture of success in the fire service requires intentional effort in three areas: training, trust, and self-motivation. Leaders who embrace these principles will see measurable benefits, including improved performance, higher morale, and stronger relationships both inside and outside the firehouse.
Practical Steps for Firehouse Leaders
1. Prioritize Continuous Training
- Schedule regular drills that simulate realistic scenarios.
- Encourage cross-training to expand skill sets.
- Provide constructive feedback that focuses on growth.
2. Empower Team Members
- Delegate tasks and allow firefighters to take ownership.
- Encourage initiative by asking for input on station projects or policies.
- Celebrate successes, no matter how small, to reinforce confidence.
3. Foster Intrinsic Motivation
- Connect tasks to personal and professional goals.
- Provide mentorship opportunities to develop skills and leadership potential.
- Create a supportive environment where team members feel safe to fail and learn.
4. Build Strong Relationships
- Practice active listening and empathy during conflicts.
- Recognize and appreciate each team member’s contributions.
- Engage with the community authentically to strengthen public trust.
The Legacy of Leadership
Leadership in the fire service is about more than directing operations; it’s about inspiring people to reach their full potential. By applying the lessons from Turn the Ship Around, Why Motivating People Doesn’t Work…and What Does, and How to Win Friends and Influence People, firehouse leaders can create a culture of success that endures beyond their tenure.
A firehouse that trains effectively, trusts its people, and fosters self-motivation is one that not only meets today’s challenges but also prepares for tomorrow’s. The ultimate measure of a leader is not how well he performs individually, but how well his team performs in his absence. By investing in their people, fire service leaders ensure that the mission—protecting lives and property—will always be carried out with excellence.
Nicholas A. Palumbo is a career civilian firefighter with the U.S. Department of Defense, serving since 2009 across all military branches and the Department of Veterans Affairs. A volunteer firefighter since 1999, he has worked in urban, suburban, and rural environments. Outside the firehouse, Nick is a Senior Origin and Cause Investigator for J.S. Held, LLC, and leads The Outside Vent fire training business. He hosts the NJ Fire Guys Podcast and actively contributes to fire service organizations, including the ISFSI and IFSTA committees.
