The What Firefighters Want in 2024 survey revealed some concerning stats about the state of leadership in the American fire service. The good news: There are also many bright spots that deserve a further drilldown – one such spot involving the priorities and values of fire chiefs and direct supervisors.
Approximately 76% of the respondents agree that their fire chief prioritizes and values firefighter safety. An additional 10% neither agreed nor disagreed, leaving about 13% who disagreed. We see similar results related to chiefs prioritizing training.
So, what’s the secret that most chiefs are implementing? It’s really no secret at all. Chiefs who prioritize firefighter safety and training are generally doing so through strong policy and procedure implementation. They see the value in encouraging their personnel to attend training outside the department to gain different perspectives. They recognize that meaningful training leads to a safer environment on the emergency scene and in the station. They understand that budget funds must be earmarked for training and safety initiatives.
However, the chief can only do so much. Policies and procedures are only useful if they are followed. That’s where the supervisors come into the picture. The good news here is that 83% of the respondents report that their immediate supervisor prioritizes firefighter safety, and 73% agree their supervisor prioritizes firefighter training. In many cases, the supervisor is the most influential person in the firehouse. Based on these responses, it appears as though supervisors are doing their jobs and projecting that influence in a positive manner.
We also see high scores in the categories of fire chiefs exhibiting competence in their position, remaining calm under pressure, and treating members with respect. Likewise, the percentages for direct supervisors are high in those same categories. Again, these traits have a trickle-down effect. Personnel who see their leadership as knowing their jobs well, remaining calm on emergency scenes and treating members with respect are much more likely to mirror that behavior.
So, where do policies and procedures fall into these things?
Training time
When most personnel think about training, they don’t put too much thought into policy. But policy plays a vital role. A solid training policy lays out the plan for the year. It will also clearly indicate the “who” and “what” of the training program. When things like this are laid out well, they tend to instill confidence in the personnel.
Beyond the “big picture” annual training plan, modern training policies allow for personnel to attend training that is not directly sponsored by the department but is approved by department leadership. This type of training is critical in two ways. First and foremost, it helps expose personnel to different ideas, techniques and ways of thinking. There are several versions of an old saying that goes something like, “You’re never an expert within 20 miles of home.” If personnel only attend training close to the house, they’re likely to miss out on some really interesting and helpful topics, or even just being exposed to a little different method of instruction or seeing how others are successfully or even unsuccessfully navigating various challenges.
That being said, it is crucial the training is approved by department leadership. Leaders should vet any training that is not sponsored by the department before signing off on attendance by personnel. The last thing leaders want is to have personnel attend some new-fangled training that puts the members at undue risk or is not going to be beneficial to the department’s mission.
Beyond creating training opportunities, true fire service leaders are cultivating a training culture. Those who are successful most often find that department leaders can’t take a “do as I say, not as I do” stance when it comes to training. While we don’t have concrete numbers, it’s safe to assume that most of those department leaders and officers who make safety a priority are doing so through training. Here’s the caveat, though. They aren’t just scheduling training. They’re active participants in that training. If you’re a fire service leader and you haven’t been in a training class with your personnel in some time, there’s a good chance you’re going to teeter between that 23% of leaders that aren’t seen as prioritizing safety.
The good news is there is a quick fix. Get out of the office once in a while. Put on your gear and head to the training ground. Attend a classroom course the department is sponsoring. Show your personnel that training on safety topics is important to you. A positive attitude can be infectious.
Career advancement
Career advancement is another one of those areas that doesn’t always make people think about policy. But consider some additional statistics from the survey. Nearly 60% of the respondents agree that their chief exhibits competence in their position. Close to another 14% are on the fence. However, only about 28% disagree that their chief is competent. The overwhelming story here is that for every respondent who doesn’t have faith in their chief’s competence, there are two others that are comfortable with the aptitude of their department’s leader.
The numbers are even more compelling when we look at fire service supervisors. Over 71% of the respondents agreed that their immediate supervisor exhibits competence in their position. About 12% neither agreed nor disagreed. Only 15% reported that they disagree that their supervisor is competent. So, at this lower level of department leadership, for every one respondent who was not confident in their supervisor’s competence, we saw five that believe their supervisor has the necessary abilities to do the job.
Looking at these percentages, we’re seeing that fire service leadership is in a solid position when it comes to competence with the necessary job functions. So, what does that have to do with policy? Well, we need to consider a few things.
First is the correlation between career advancement policies and leader competence. Departments that develop competent leaders generally have several policies in place, including those dealing with the agency’s performance evaluation and promotional processes as well as detailed position descriptions and career tracks for aspiring leaders to follow. Policies regarding officer development, educational incentives and tuition reimbursement are also powerful tools to engage personnel throughout their climb up the proverbial career ladder.
Next, we need to contemplate enforcement of those policies. Granted, when most of us consider “enforcing” policies, the first thing that comes to mind is some type of corrective action. While that can be true for many policies, those that address career advancement should be regarded a bit differently. When it comes to enforcement of these policies, we’re talking about consistency.
Take a career track policy, for instance. Let’s say the department has adopted a set of requirements to be eligible for promotion to a company officer position. These are usually going to include various course or education prerequisites and time in grade obligations. Enforcing those minimum requirements builds consistency and trust. Allowing some candidates to bypass some of the eligibility conditions because they are “so close” destroys that trust of other personnel.
So, what’s the correct answer when someone is a day short of the minimum time in grade to qualify? That person isn’t eligible for promotion. How about when someone is in the process of completing a prerequisite certification but hasn’t finished the course? Again, that person shouldn’t be eligible for promotion. But what if the chief thinks that person is a great candidate? Well, they’ll still be a great candidate the next time around, as long as they meet all the requirements.
This discussion brings us to another bright point in the What Firefighters Want in 2024 Survey.
Honesty, humility, fairness and respect
Over a decade ago, the National Society of Executive Fire Officers published the Firefighter Code of Ethics (USFA, 2012). While the document encourages fire service members to pledge several points, three of them stick out as relevant for this discussion:
- Accept responsibility for my actions and for the consequences of my actions.
- Support the concept of fairness and the value of diverse thoughts and opinions.
- Be respectful and conscious of each member’s safety and welfare.
These statements have had an impact on fire service leadership over the years, as evidenced by the responses concerning direct supervisors. Survey participants overwhelmingly agreed that their supervisors exhibit humility, and treat members with fairness and respect.
This is great news for the future of the fire service. As previously stated, direct supervisors, who often hold the rank of a company officer, are often the most influential people in the department. Seeing the vast majority of survey participants agreeing that their supervisors exhibit these tenets means they are likely influencing their subordinates to demonstrate those same principles. Likewise, a company officer who conveys these traits is prone to taking them on their career journey to higher positions within the department.
Just as training and career advancement fall under the policy umbrella, we see a policy correlation to these personal attributes as well. Policies that specifically address uniform regulations, use of various types of leave, conduct and behavior, and grievances encourage fairness. Supervisors who exhibit fairness among their subordinates are more likely to be respected. This tends to become a two-way street at that point, with supervisors returning that respect to their personnel.
The trait of honesty can also be enhanced by solid department policies. Agencies that have a policy that prescribes an oath or affirmation of office put members on notice from the start that honesty is a requirement of the department. Policies explaining the department’s stance on conflicts of interest, petty cash and physical asset management can help reinforce honesty expectations among the members. As we continue to evolve technologically, policies concerning drones, body-worn cameras and helmet cameras can help encourage honest interactions between department members and the public.
While creating policies that require humility among department members probably isn’t practical, it’s possible to develop policies that encourage this trait. Policies that explain ADA compliance and services available for people who are limited in their English proficiency, while required for FEMA grant compliance, can help members understand more vulnerable populations. This is especially true if these policies are required reading for a promotional exam. The same is true of policies related to line-of-duty deaths, funerals and department liaisons to family members during those events.
Believe it or not, a policy on post-incident analysis (PIA) can help encourage humility among the members of the department. PIAs should be designed to identify both strengths and weaknesses that occur during an operation. These events can help members understand they might not be the most important person in the room.
Final thoughts
While the What Firefighters Want survey revealed concerning statistics, it also highlighted great news related to the positive personality traits and attitudes that so many members see in their immediate supervisors. That group of personnel can influence their peers and their subordinates. They are also the future upper echelon of the fire service. As long as they keep honing their skills and encouraging others to do the same, the future of the fire service looks bright.
