In the ever-evolving world of firefighting, leadership plays a pivotal role in shaping the future of the fire service. To truly move forward, we need leaders who understand that leadership isn’t static—it’s in perpetual motion, always adapting, innovating, and growing. This dynamic approach to leadership is what we call perpetual motion leadership, and it focuses on using various styles of creativity to foster a growth mindset among our team members.
The role of a perpetual motion leader is not only about personal growth, but also about removing the barriers that hinder the development of others. We must be willing first look in the mirror when problems exist, and from there, identify obstacles for our people—whether they are personal, physical, organizational, or psychological—and work tirelessly to eliminate or reduce them. These barriers may take the form of outdated systems, lack of proper training, mistakes we have personally made, or even ingrained mindsets that limit potential. Once barriers are removed, it is the leader’s responsibility to guide, direct, and motivate. This isn’t about micromanaging or controlling; it’s about providing the tools, the direction, and the support necessary to ensure that all firefighters can reach their full potential. Perpetual motion leadership focuses on a proactive and adaptive approach to mentorship, training, and motivation, where the aim is to create and identify future leaders within the ranks.
The Machine: Embracing Creativity to Foster a Growth Mindset
Perpetual motion leadership recognizes that if we want our people to evolve, we must think beyond the traditional constraints of mentorship. Leadership that encourages creativity isn’t just about problem-solving in the heat of the moment—it’s about cultivating an environment where new ideas emerge, different perspectives are valued, and individuals are empowered to experiment and ask questions. By incorporating creative thinking into our leadership strategies, we create a team that embraces change, thinks confidently, adapts quickly, and ultimately produces needed results.
For example, in the context of fire training, a creative leader might implement simulations that push firefighters out of their comfort zones, using real-world scenarios that challenge their decision-making skills. Creativity in leadership isn’t just about innovation in tactics; it’s about inspiring and challenging those under our command to continuously develop their skills, mindset, and understanding. This creates a team that is resilient, adaptable, and future-ready.
Creativity and the growth mindset, when viewed as a perpetual motion machine, represent a dynamic and self-sustaining cycle that can drive individuals, teams, and organizations forward. By cultivating an environment rich with opportunity and responsibility, motivating team members, initiating creative projects, supporting innovation, empowering autonomy, and maintaining the momentum, leaders can ensure that the growth mindset doesn’t just survive—it thrives. This cycle, fueled by leadership, creates an unbroken chain of progress where creativity becomes the driving force, and growth becomes the inevitable outcome.
Leadership Investment Strategy: Active Listening and Emotional Intelligence
Leadership equity is the foundation of successful, sustainable leadership. It’s the balance we strike between guiding our people and ensuring they can balance and embrace their own successes. Just as we deposit time and effort into an investment account to see a return, our leadership equity builds over time through trust, respect, relationship, and intentional action for our people.
Active listening is one of the most critical ways to build this equity. Too often, leaders rush to give solutions without fully understanding the problem. However, by listening actively—really hearing and empathizing with the concerns and ideas of others—we demonstrate respect and begin to understand what drives our people. This foundation of trust allows us to lead with purpose, making our leadership not just more effective but more meaningful.
In addition to listening, emotional intelligence (EI) is essential for leadership equity. Emotional intelligence involves self-awareness, self-regulation, motivation, empathy, and social skills—all of which are crucial for navigating the emotional and high-stress situations common in the fire service. When we, as leaders, show that we can remain calm under pressure, understand the emotional needs of our team, and make decisions that reflect a deep sense of compassion, we strengthen our leadership equity. These qualities help create an environment where individuals feel safe, valued, and motivated to push their own boundaries.
Leadership Equity: A Piggy Bank of Growth
Think of leadership equity like a piggy bank. Every interaction, every opportunity to listen, and every moment of emotional connection deposits into that bank. And when we need it, we can crack into that reserve of trust and influence to guide, inspire, and push people toward greater achievements.
But just like any piggy bank, it needs regular deposits. It’s not enough to invest in leadership equity during a crisis or in the moment of need; it must be built consistently through actions that reinforce trust and demonstrate commitment to the growth of those we lead, our people! When we build leadership equity in our teams, we create a self-sustaining cycle of growth. By continually investing in their development, we know that they will not only embrace success but will sustain it and pass it on to the next generation of firefighters.
It’s Not About Me, It’s About ‘We’
Perpetual motion leadership is about more than just leading; it’s about cultivating an environment where growth, followership, creativity, and emotional intelligence are constant and ever-present. As leaders in the fire service, we must recognize that the true measure of our success isn’t just in the immediate impact we make, but in the lasting influence we leave on the people we lead. By building leadership equity through active listening, emotional intelligence, and the removal of barriers, we not only shape the future of the fire service—we ensure that it continues to evolve, thrive, and succeed long after we’ve passed the torch.
Chris Goodnight is an an engineer paramedic with the Meridian (ID) Fire Department with 19 years of fire service experience. He has served as a training captain for the CAL FIRE Firefighter Academy and as a command center captain. He is also secretary of the Treasure Valley F.O.O.L.S.
