Leadership training in the fire service is essential. However, the scope of this training must go beyond the fundamentals of managing crews, operating and communicating properly on portable radios, or navigating tactical scenarios. True leadership lies in having the courage to make the tough, sometimes-unpopular decisions that are vital for the organization’s success and the safety of its members. This type of courage must be deliberately taught and cultivated among current and aspiring fire officers.
The Courage to Make Unpopular Decisions
The word “courage” often creates images of dramatic rescues, searching smoke-filled rooms, and the split-second decisions that save lives. While these moments are undoubtedly heroic, there is another, less-sexy courage that defines a leader: the courage to make the unpopular decision. These decisions often do not garner applause or recognition, but they have a profound impact on the organization, its culture, and its mission.
Unpopular decisions are rarely easy, but they are often necessary. They can range from enforcing a safety protocol that meets resistance to making operational calls that might initially seem counterintuitive. These decisions require a leader to focus not on personal popularity but on what is best for the team, the organization, and the community.
For example, consider the story of Colonel Joshua Chamberlain at the Battle of Gettysburg. Facing overwhelming odds, Chamberlain made the bold and unconventional decision to order “fix bayonets” and charge against the advancing enemy. It was a high-risk, high-reward maneuver that turned the tide of the battle and secured the Union’s left flank.
Similarly, District Chief Mike McNamee of the Worcester (MA) Fire Department had the courage to halt further firefighter entries during the tragic Worcester Cold Storage fire of 1999, literally standing in front of the door and making an “X” with his body to stop them from going in. When he made the call, he was met with resistance and heckling from the firefighters on scene who were chomping at the bit to get in there and find their lost brothers. Despite the decision being unpopular in the moment and the heartbreaking loss of six firefighters, McNamee’s decision undoubtedly saved more lives that night by preventing additional fatalities.
These examples illustrate that courage in leadership is not about being reckless or defiant but about making decisions grounded based off of your training, experience, and an unwavering commitment to the greater good—even when those decisions are deeply unpopular.
Passing Down Stories of Courage
Teaching the importance of courage requires sharing the stories of those who exemplified it. Historical and real-life examples offer invaluable lessons and inspire the next generation of leaders to emulate these qualities. Leaders like Chamberlain and McNamee demonstrate that courage can alter the course of events and preserve lives, but these lessons must be intentionally woven into leadership training.
Stories of courage resonate deeply because they provide a realistic connection to the abstract concept of leadership. They show that the ability to make tough decisions is not innate but learned and developed over time. By incorporating these stories into training, we create a history of courage that shapes our organizational culture and prepares our officers to face their own defining moments.
Courage in Policy and Discipline
The courage to lead is not confined to emergency incidents. It is equally critical in nonemergency contexts, such as policy development and disciplinary actions. Making decisions that are best for the organization often requires standing firm against resistance from peers, subordinates, or even superiors. These situations test a leader’s resolve and commitment to doing what is right, rather than what is easy or popular.
For instance, implementing a new safety protocol that disrupts long-standing practices may be met with skepticism or outright opposition. Similarly, addressing performance or behavioral issues through disciplinary measures can be uncomfortable and emotionally taxing. However, leaders who have the courage to confront these challenges head-on foster a culture of accountability, professionalism, and continuous improvement.
Leaders must also recognize that their decisions have ripple effects. Policies and disciplinary actions not only address immediate issues but also shape the long-term culture and operational standards of the organization. A leader who consistently prioritizes the organization’s values over convenience sets a powerful example for others to follow.
Developing Strategic Decision-Makers
Teaching courage alone is not enough. Effective leaders must also be strategic, forward-thinking decision-makers. While impulsive decisions are sometimes unavoidable in the high-speed world of firefighting, the ability to think critically and plan strategically is essential for long-term success.
Strategic decision-making involves a deliberate process of assessing risks, weighing options, and considering the broader impact of a decision. Leaders must draw on their knowledge, skills, and abilities to anticipate challenges and navigate complex situations. When combined with courage, this strategic mindset enables leaders to make sound decisions that balance immediate needs with long-term goals.
Additionally, strategic thinking requires adaptability. The fire service is an ever-evolving field, with new technologies, methodologies, and challenges constantly emerging. Leaders must stay informed and be willing to pivot when necessary, ensuring their decisions remain relevant and effective.
Training for Courage and Strategy
Developing leaders with both courage and strategic thinking requires intentional and comprehensive training. Here are some key components of an effective training program:
- Scenario-Based Training: Create realistic scenarios that challenge participants to make tough decisions under pressure. These scenarios should include situations where the “right” decision is unpopular or counterintuitive, forcing participants to grapple with the complexities of leadership.
- Mentorship and Role Models: Pair aspiring leaders with experienced mentors who can share their own stories of courage and guide them through the nuances of decision-making. Learning from those who have faced similar challenges fosters confidence and resilience.
- After-Action Reviews: Use real-world incidents as case studies to analyze decisions, outcomes, and lessons learned. These reviews provide invaluable insights into the thought processes and courage required in high-stakes situations.
- Leadership Philosophy: Emphasize the importance of integrity, accountability, and a commitment to the greater good. Instilling these core values helps leaders stay grounded and focused on their mission.
- Stress Management: Teach techniques for managing stress and maintaining clarity under pressure. A calm and focused mind is critical for making courageous decisions.
- Continuous Learning: Encourage ongoing education and professional development to ensure leaders stay current with best practices, emerging trends, and evolving challenges.
- Cross-Functional Collaboration: Train leaders to work effectively across different departments and agencies. This fosters a holistic understanding of the organization and enhances their ability to make well-rounded decisions.
Courage as a Cultural Imperative
Ultimately, establishing courage in leadership is about creating a culture where making the right decision—no matter how difficult or unpopular—is valued and supported. This culture begins at the top, with senior leaders modeling the behavior they expect from others. It is reinforced through training, mentorship, and recognition of those who demonstrate courage in their actions.
A culture of courage does not mean an absence of dissent or disagreement. On the contrary, it encourages open dialogue and diverse perspectives. However, it also ensures that when a decision is made, it is respected and upheld, knowing it was made with the best intentions and sound judgment.
Encouraging a culture of courage also involves celebrating successes and acknowledging failures. Leaders who transparently review both good and bad decisions create an environment of continuous learning and improvement. This openness builds trust and reinforces the importance of courage in leadership.
Final Thoughts
Leadership in the fire service demands more than technical proficiency or tactical expertise. It requires the courage to make tough, unpopular decisions that prioritize the safety, well-being, and success of the organization and its members. By teaching our leaders to embrace this courage and pairing it with strategic decision-making skills, we equip them to navigate the complexities of their roles with confidence and integrity.
Through intentional training, mentorship, and a commitment to passing down the stories of courageous leaders, we can ensure that the next generation of officers is prepared to face the challenges ahead. Courage is not just about running into burning buildings; it is about standing firm in the face of adversity and making the decisions that truly matter. That is the essence of leadership, and it is a legacy worth cultivating.
As we continue to develop our leaders, let us remember that the fire service is built on a foundation of courage and resilience. By emphasizing the importance of courage in leadership training, we honor that foundation and ensure it remains strong for generations to come. True leadership is not about being the most popular or the loudest voice in the room; it is about having the conviction to do what is right, even when it is hard. And that, above all, is what defines a leader.
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DAVE McGLYNN is an instructor at FDIC International, a contributor to Fire Engineering, a member of the FDIC and Fire Engineering Advisory Board, and the host of the Fire Engineering podcast The Training Officer. McGlynn is also the author of The Training Officer: Do You Have What It Takes?
