Many of the best leadership and leadership lessons come from the field of our military battles and training. In this article, you will encounter frequent references to military-style terms and definitions. Although I have never served our nation in the military, and I cannot pretend to know what that is like, I have had some particularly amazing mentors who were former U.S. military service members. There is no denying that some of the best men and women this world has produced served their country with honor and discipline. The references made to our great leaders and their tactics are out of respect for their service, not an attempt to pretend I was there.
When a firefighter is injured or, even worse, killed in the line of duty, it affects everyone on some level in the service. However severe and tragic, these events present us with an opportunity for psychological and tactical growth. We must not let this opportunity slip away. No man or woman should be hurt or killed in the line of duty without a very significant stand down occurring to review the “how’ and “why.” It is a dangerous and unfair field we play on, but that’s not to say that we should not pause and analyze the view, if for no other reason than respect for those who have passed in battle.
The National Fire Protection Association (NFPA) reported that 89 firefighters lost their lives in the line of duty in 2023 (NFPA, 2024), an 8% decrease from the previous year. The decrease is a testament to many positive factors. However, in comparison, in the United Kingdom, from 1978-to-2007, there were 121 reported line-of-duty deaths (LODDs) in the fire service (FBU report, 2008), but that’s over the span of 29 years. Factors such as building construction, tactics, and call volume, to name a few, must be considered when looking at these numbers. According to the London Fire Brigade, in 2021, they responded to more than 170,000 calls, with more than 20,000 being confirmed structure fires. These statistics underscore some of the aforementioned factors. But even if there was only a single LODD, it has significant ramifications for the department and the fire service at large. I personally find my day ruined anytime I learn about an LODD or injury. That could be me or someone close to me.
Uncomfortable and ego-driven questions persist: Are we learning and evolving? I firmly believe we are, especially if you, like me, have experienced the loss of a family member in the line of duty. We learned many lessons from that incident, and it’s crucial that we continue to learn from past incidents to improve our operations.
Many factors are outside our control when entering the battlefield, on the fire ground, or at a rescue scene. The one thing that remains totally in our control is our brain. Factors outside our brain, such as scene characteristics, fire advancement, and time of day, are not of our choosing. Training our brains on how to react and lead others into the battle of the fire and rescue scene is, however, entirely up to us as leaders. Remember, the color of your shirt or helmet has no bearing on your leadership abilities.
Over the past decade, it has become clear that the type of person entering the fire service has changed. How we interpret this change is a personal choice. However, the fire and rescue service is on a great track. As the world evolves, so must our considerations as tacticians and commanders on the fireground. Although we are still on an upward trajectory of success, it’s crucial that we acknowledge and adapt to the changing nature of our field.
Task Saturation vs. Doom Loop
“Task saturation” is a psychological term describing when the brain becomes overwhelmed by too many tasks. This is a concept frequently referenced in NIOSH reports and the aviation industry. The challenge is that the person experiencing “task saturation” often does not realize what is happening to them or the scene. This is not due to a lack of experience or competence but rather a natural phenomenon in the brain. The brain becomes overwhelmed and struggles to complete basic tasks, even those concerning self-preservation. This tends to cause a person to continue with a decision that may have been a poor decision, not necessarily because of their ego but because the frontal lobe of their brain (where analysis and reasoning occurs) has shut off due to fight-or-flight reactions. Essentially, the brain becomes counterproductive to the battlefield commander.
Understanding task saturation is not just important, but crucial. This phenomenon can have a significant impact on our operations, and it’s essential that we are aware of its potential effects.
A “doom loop” is a cascade of events where one bad or wrong decision leads to another, and another, and another. This is not necessarily on purpose but because the brain is stressed and overwhelmed. An example in the fire service would be continuing to perform an interior attack after an immense flashover, failing to recognize that conditions have changed, unable to alter your plan and tactics. This could lead to injury or death.
Resetting the fire momentarily and continuing the fire attack after improved conditions would have been more favorable for both the crew and mitigating the overall scene. However, because the overwhelmed commander failed to recognize the changing conditions, the fire may get worse, the crew may get hurt, and the exposure may light off. This is just an example of a case of events may have been preventable
Extensive research has shown that the average human brain can handle two tasks at once; at most, some can handle up to four at the max. Consider how many things are occurring on the fireground at any given time. How many of the tasks on the fireground require our total undivided attention? The answer is all of them, which is a lot to ask of one person. Picture the most intense scene you responded to; ask yourself if one person could have effectively managed that scene.
Senior vs. Junior
Just as an experienced commander can be psychologically overwhelmed, a new, inexperienced recruit may also be susceptible to feeling overwhelmed, albeit by a much smaller scale of tasks. This vulnerability is not a sign of incompetence or inexperience but a natural occurrence in the brain. As tacticians of our craft, we must be physically and mentally prepared in today’s high-stress environments.
One way we can prevent LODDs is by understanding what can occur if we, as leaders, or our firefighters become task saturated. Imagine the doom loop that occurs if you get lost in a structure. If you want to briefly realize that fear, think about what it feels like to forget to turn on your self-contained breathing apparatus when you have your mask on. Your reasoning skills will quickly flee, despite your best-laid plans. This is why you must understand, as a veteran of the service or a senior firefighter, that simplicity is often the key to success and can be the difference between going home and not going home. These simple skills and ways of thinking must be handed down to the next generation. This is especially true in a social media-driven world where Facebook and Instagram are the new department training officers, and many times, that training officer is inexperienced.
Great leaders are almost always great simplifiers. They can cut through argument, debate, and doubt to offer a solution everybody can understand. — Colin Powell, U.S. general and statesman
What are we doing to improve our mental abilities and impart those tools for success to those who depend on us for leadership in battle? In my previous article, “Controlled Tactical Aggression,” I mentioned that if the firefighter or commander can control himself or herself, he or she can control and influence the battle on the fireground. How exactly does one regain control when they feel like they are losing control and are caught in a doom loop? One of the best things a task-saturated leader can do is implement a mnemonic I have developed called the “READ” method. We must “READ” the change on the battlefield.
READ Method
Request more help. If you recognize that you are becoming overwhelmed, call early for backup, whether that is additional chief officers or equipment. Resources take time, and time is critical, so start early. A good leader knows when the battle is slipping away and calls for reinforcements or advice. A good leader wants to win the war, not just the battle with their ego. There is no Hall of Fame for ego champions. However, humility is always respected after the fact, and humility can often save lives.
Employ the basics. There are times, as stated above, when the best-laid plans fail. Failure is often outside the control of anyone on the scene. When failure occurs, do not dig in deeper. Step back and reassess while in the reset phase, and institute basic procedures. This keeps the battle moving forward, albeit temporarily slowed, but allows for a change in tactics that may prevent harm to personnel. A five-minute reset can ultimately get you to victory in the long run.
Ask an expert. Write down on your dry-erase board or a notepad and read out loud what you have decided. Does it make sense when you hear it? This may seem somewhat silly but try it; sometimes changes your interpretation of events. Quickly but methodically confer with other personnel you trust and ask them direct questions about your decision. Use closed loop questions: “BC Jones, do you feel if we pull back and go defensive, this will save the exposure?” Direct questions prevent open discussion that goes down the rabbit holes of wonder and storytelling.
Remember that person who has been on the backstep or driving for 30 years? We all know an individual like that who we can turn to for tactical advice. Do so.
Deploy your updated plan. Yes, sometimes the best-laid plans fall apart; usually, it is no one person’s direct fault. Fantasies in your mind are always perfect because you can fix every little problem that would or could occur, but that is not the case in real life.
However, even after your plan falls apart, there are probably some aspects that are salvageable. Plans are made to be readjusted and recalibrated. Be confident that you had an initial plan and that, with new details of the scene, you can formulate an updated tactical plan, execute the mission, and successfully mitigate the scene and its hazards.
“The best-laid plans never survive first contact with the enemy.” — Helmuth Von Moltke, Prussian field marshall, 1800-1891
Helmuth Van Moltke believed that strategy was merely a set of options and outcomes to be trained on and understood. Only the beginning of the battle can be planned; after that point, we must adapt and adjust as the situation evolves. Using the READ method will help you achieve flexibility, humility, and leadership forward thinking.
Everyone Goes Home
Failure or success is not the end of the road; they are merely stops along the way.
Frequently, we are tasked with unimaginable stress and chaos that we must deal with and try to resolve. Many of us are at the tail-end of our careers, but some are just beginning. As leaders, we must impart confidence and psychological skills to the next generation of leaders and mentors. The fire service has always been a fantastic organization, team, and family. It will remain that way as long as we love the job and, in turn, lift each other up.
Remember, in the war with the ego, the loser always wins. When it comes to the battles we often find ourselves in, the losers often lose their life. That is a risk we take in this job. However, we owe it to the fire service and ourselves to always attempt to make the most sound tactical decisions and be willing to put the good of everyone and the scene above our ego-driven feelings for seeking glory.
References
Encyclopædia Britannica. (n.d.). Helmuth von Moltke: Chief of the general staff. Retrieved from https://www.britannica.com/biography/Helmuth-von-Moltke/Chief-of-the-general-staff.
Fire Brigades Union. (2008, November). Study on firefighter line-of-duty deaths (LODD). FBU Journal.
Gasaway, R. B. (n.d.). Task Saturation Impacts Situational Awareness. Situational Awareness Matters. Retrieved from https://www.samatters.com/task-saturation-impacts-situational-awareness/.
Mike Norris has been serving in the fire service for more than 25 years. He is the captain of an engine company in the St. Louis Metro area. He is a firefighting instructor and has published multiple training articles on commonsense firefighting tactics and leadership strategy.
