Tenure is often seen as a measure of reliability and familiarity with a department’s culture. While these are valuable traits, time alone does not guarantee the skills, knowledge or leadership ability required for effective command. In fact, years of service without continuous learning and professional development may leave an individual ill-prepared to lead in today’s complex fire service environment.
Leadership during high-pressure incidents requires the ability to think critically, innovate and motivate teams. These skills do not automatically come with longevity. Instead, they are developed through intentional effort, training and experience. Without these qualities, even the most experienced firefighter may struggle to manage the demands of leadership.
Promoting individuals based solely on tenure can hinder department progress by prioritizing longevity over essential qualities such as innovation, vision and proven competency. This approach risks sidelining capable candidates with fresh ideas and solutions in favor of those who have simply “waited their turn.” The consequences of such decisions can impact not only the department but also the community it serves.
A competency-based approach
Competency-based leadership prioritizes measurable skills, proven performance, and the ability to inspire and build teams. While education and certifications are important, they do not guarantee competency. Leadership is demonstrated through consistent actions, sound decision-making, and the ability to earn trust and respect under pressure.
Key criteria for evaluating candidates include:
- Proven performance: Leaders who have successfully managed high-pressure, complex emergencies demonstrate their ability to think critically, adapt quickly and effectively guide their teams. Repeated success builds confidence in their ability to handle future challenges.
- Contributions to innovation: Great leaders do more than maintain the status quo; they also drive improvement. Whether by introducing new programs, enhancing safety protocols or streamlining operations, innovative leaders push their departments forward and set an example for others to follow.
- Education: A strong foundation in fire science, command and leadership equips individuals with the ability to understand fire dynamics, strategic operations and team management. Formal education in a field related to public safety or emergency management further enhances strategic decision-making and a grasp of complex systems. Fire officer or incident command certifications reflect a commitment to ongoing professional development. However, education must be paired with practical, real-world application to ensure leaders can translate theoretical knowledge into effective action.
Leadership isn’t just about knowledge; it’s about applying that knowledge to make sound decisions, inspire trust and create an environment where teams can grow. Competency-based leadership focuses on what candidates have learned and, more importantly, how they use that knowledge to lead, innovate and deliver results.
Building the leaders of tomorrow
To build a strong officer who is capable of solid incident command and leadership, fire departments should rethink their promotion processes. Consider these strategies:
- Update promotion criteria: If you must use tenure, consider combining tenure with performance evaluations, education and certifications to ensure a comprehensive assessment of candidates.
- Focus on leadership development: Offer mentorship programs, leadership training and professional development opportunities to prepare future leaders.
- Adopt objective evaluations: Use scenario-based assessments, structured interviews and skills testing to evaluate candidates’ readiness for leadership roles.
- Encourage lifelong learning: Promote continuing education and certifications to foster a culture of growth and adaptability.
- Recognize diverse experiences: Value candidates with experience across multiple service areas, departments or leadership roles.
A new standard for leadership
The fire service is at a crossroads. To meet the demands of modern emergencies, departments must move beyond outdated promotion practices that prioritize longevity. Instead, we must focus on developing and selecting leaders who bring proven skills, education and adaptability to the table.
Modern leaders must understand evolving challenges, including advancements in technology, changes in building construction and the complexities associated with an aging population. New building materials and construction techniques present unforeseen risks during firefighting operations, requiring leaders to stay current on fire dynamics and structural behaviors. Similarly, the integration of technology into emergency response – from data-driven decision-making tools to advanced communication systems – requires leaders to be technologically adept and ready to leverage these tools effectively. As populations age, fire service leaders must also address an increase in medical calls and the unique challenges of serving older adults, such as mobility limitations and complex health conditions.
By prioritizing competency over tenure, fire departments can ensure they are led by capable, innovative leaders who are ready to tackle today’s challenges and prepared for tomorrow’s uncertainties. Let’s choose leaders based on their abilities, knowledge and vision, not just the years on their clock.
ABOUT THE AUTHOR
Chief Paul Beamon is the fire and EMS chief and emergency manager for Prince George County, Virginia. Beamon has over 28 years of experience in the firefighting and public safety industry, and has received various local, state and national awards for his innovation and leadership. Beamon holds a master’s degree in public administration from Perdue University and a bachelor’s degree in business management and fire science from West Georgia.