The title of this article may sound strange. After all, leadership is as much a part of the fire service as it is a part of the corporate world. In individuals, leadership is that characteristic that exudes confidence and inspires action. It’s a quality that workers seek out and strive to exude on their own. We all know people who have leadership qualities; we’re drawn to them. But leadership is often recognized as much for its absence as its presence.
Referring to the top management in an organization, leadership sets the tone and drives the pace in any organization. In this sense, leadership is seen as the forefront of organizational initiatives. In the fire service, the leadership role can be that of a company or chief officer. But the position of leadership is not for everyone.
Some Don’t Want to Lead
Not everyone is called, desires, or deserves to be in a leadership role. Some members of the fire service are perfectly comfortable in a nonleadership position. When presented the opportunity, they may actually decline to “study for promotion” or apply for a role in management, because are satisfied in their current assignment. Some would argue this is a sign of laziness or an unhealthy organization. “You must not be motivated” if you don’t want to lead.
I would argue that perhaps the reason is more pragmatic. Being comfortable in your role is okay if you realize that leadership is not for you. Perhaps you’re simply not interested in leading people and would rather be directed (rather than directs). Perhaps your job satisfaction comes from being a backseat firefighter or engineer—two absolutely critical roles that every agency needs. Maybe you enjoy being in more of a support function and would rather stay away from the limelight.
As a fire-EMS chief, I have absolutely no problem with members who choose not to pursue a leadership role; but there’s a catch. If you choose not to pursue leadership roles, I ask only two things. First, be the best at your role. Whether you’re a firefighter, educator, inspector or any other critical position—hone your craft to be the best at it. Take classes, go to school, learn from others—whatever it takes, perform to you fullest capability. And secondly, be willing to teach others. Use your skill and expertise to train the next generation so they, too, can be the best.
Another Take
There is some truth to the idea that if people in an organization shy away from leadership roles, there may be an unhealthy culture in the department (or maybe just some lazy individuals). If an organization finds itself in a predicament where no one is putting in for promotional exams to leadership positions, there could be a problem. If members are barely coming in the front door (recruitment) or fleeing out the back door (resigning/retiring) but not promoting, that is indeed a sign of a cultural issue—a toxic atmosphere, poor leadership, failure to see the vision, etc.
These types of challenges are indicative of a larger predicament and are often the symptoms of underlying issues. Such difficulties require a more focused evaluation of the department and the undercurrent that may be plaguing an organization. You may need a new direction and a fresh way of thinking. A thorough introspection is necessary, and the agency would likely benefit from a third party (unbiased) evaluation.
Some Shouldn’t Lead
If you’ve been in the fire service long enough (or any profession for that matter), you’ll soon come to the realization that some people in leadership positions should not be serving in that role. Again, leadership is not for everyone. There are some in our service who achieved a leadership position because of a faulty promotional process. If your promotional processes focus on only one element (like time on the job) and not the ‘body of work’ of an individual, you may be promoting individuals who are not best suited to lead in your department.
We all know people who were really good firefighters but poor officers. Generally, experience in firefighting is an important prerequisite for promoting to a company officer position. But it shouldn’t be the only requirement. Skill sets like interpersonal dynamics, decision-making under duress, multi-tasking, prioritization, time management, etc., are all critical elements that also make good firefighters even better officers. Company and chief officers need to be well rounded and versed in a wide variety of areas if they are to be successful and perceived as good leaders.
I believe the same argument holds true for those promoting from company officer to chief officer. Not everyone wants to be a chief (or the chief). And that’s okay; not everyone can be. Again, there are some members in our organizations who make good officers but would not do well in a chief officer position. A chief officer often has far more administrative responsibilities than most folks would be interested in. If managing projects, engaging with other entities, or administering discipline is not something that appeals to you, perhaps a chief officer position is not the right fit.
Crossing that threshold from “us” to “them” is sometimes negatively perceived by department members who struggle with officers going from “buddy” to “boss.” It can indeed be difficult, especially when administering discipline or writing performance reviews, in light of your changed relationships. However, gaining a wider perspective and better understanding the overall direction of the department can help prospective chief officers lead effectively. Relations between traditional labor groups and management do not have to be antagonistic. Members on both sides who are mutually committed to the mission and the membership can foster an incredibly satisfying and productive work environment.
I Want to Be The Chief
Statically speaking, there are not a lot of firefighters these days who are seeking that top position in a fire department—the fire chief. Some new recruits may come into your organization and espouse that as a long-term goal. More often, somewhere along the way that once-idyllic aspiration loses its appeal, and members settle in somewhere in the department that seems most appropriate for their skill sets, work-life balance, and personal satisfaction. Leadership is not for everyone!
The role of the fire chief may sound appealing and can certainly be an attainable goal or aspiration for many. As fire service leaders, we not only have a responsibility to prepare the next generation of leaders, but we must also paint a realistic picture of what that role looks like on a day-to-day basis. This is as true for the role of fire chief as it is for a new firefighter. We often relate dramatic images of large fires or technical rescues to recruit new members, then wonder why they leave disillusioned after a year or so on the job with only a handful of working fires. They were sold a “bag of goods.” The reality for most firefighters is that they will spend far more time running medical calls than fighting fires.
In a similar vein, the lofty expectations often associated with the role of a fire chief can differ greatly from the reality of the job. It’s unlikely that anyone fully explained the complex, interconnected challenges that many fire chiefs face. How many fire chiefs truly understood the weight of responsibility placed on their shoulders before stepping into the role? Consider the new and emerging threats—such as advancements in technology, climate change, and others—that fire chiefs may not have been trained to handle and must learn to navigate on the fly. That’s not even counting the challenges of navigating an ever evolving and demanding political landscape. Do you think these factors shift their perspective or alter the plans and goals they had when they first assumed leadership of the department?
The job and capability of the fire chief varies somewhat depending on the size of the department and the budget afforded to the agency. In smaller agencies, the chief may be actively engaged in daily operations, including incident command or apparatus response. In larger agencies, the chief may be more of a figurehead or administrator. The impacts of budget appropriations also may directly affect what the chief is able to accomplish in the department. Without the appropriate resources, fleet and facilities fall into disrepair. Staffing shortages create logistical challenges. Firefighters try to manage without crucial equipment. All these shortfalls impact department morale.
As a department head, the fire chief should be the department’s lead advocate—supporting the firefighters and building an agency framework that ensures everyone goes home. I believe it is the responsibility of the fire chief to lobby for the data-supported needs of the department. The role of leadership is to set the tone and point the way. The fire chief should be able to articulate a vision of the organization and assemble an empowered team of leaders to execute that vision in a cohesive and collaborative environment. That should be the embodiment of leadership.
Is Leadership for You?
Leadership in the fire service is a unique and multifaceted challenge, requiring a balance of technical expertise, emotional intelligence, and strategic foresight. While not everyone is suited or inclined to lead, those who step into leadership roles, particularly as fire chiefs, bear significant responsibilities that demand resilience, adaptability, and a commitment to growth. The success of a department often hinges on the ability of its leaders to navigate complexities, inspire their teams, and advocate for their organization amid ever-changing circumstances.
For those willing to embrace the mantle of leadership, the rewards can be profound. However, it is equally vital to recognize and respect those who choose to contribute in other, nonleadership capacities, as their roles are just as essential to the overall success of the department. Ultimately, leadership is not for everyone, and that’s okay. What matters most is that everyone within the fire service brings their best to the table, working together toward the shared mission of protecting and serving their communities with professionalism, integrity, and excellence.
Salvatore J. Scarpa is a 34-year fire service veteran who serves as the fire-EMS chief for Columbus, Georgia. He has written numerous articles for the fire service and presented at many regional, national, and international conferences on contemporary issues in the fire service. He has an associate’s degree in fire science, a bachelor’s degree in public administration, and a master’s degree in leadership studies. He is a graduate of the National Fire Academy’s Executive Fire Officer (EFO) program, a credentialed Chief Fire Officer (CFO) with the Center for Public Safety Excellence, and a graduate of the International Association of Fire Chief’s Fire Service Executive Development Institute (FSEDI). He serves on the National Advisory Council for FEMA and is a commissioner for the Center for Fire Accreditation International (CFAI) representing metro fire agencies.
