Leadership development for the new fire chief

Becoming the fire chief of any department is a monumental responsibility. The first 100 days are critical in integrating yourself with your department, building relationships and creating the foundation for your leadership. In the recent webinar, “Stepping Up as Chief: Navigating Leadership in Your First 100 Days,” a panel of highly respected current and former fire chiefs shared their wisdom on how new fire service leaders can approach this pivotal period. The panel included:

• Deputy Chief Billy Goldfeder of the Loveland-Symmes (OH) Fire Department
• Fire Chief Tim Sendelbach of the Loveland (CO) Fire Rescue Authority
• Fire Chief (Ret.) Joanne Rund of the National Fallen Firefighters Foundation
• Fire Chief Julie O’Berg of the Spokane (WA) Fire Department
• Fire Chief Reginald Johnson of the Charlotte (NC) Fire Department
• Fire Chief (Ret.) Steve Pegram of S3D Public Safety Consultants

Each panelist contributed unique insights drawn from their diverse leadership backgrounds, helping those in attendance understand what it takes to lead successfully starting on day one.

Below are some key takeaways from the webinar as well as actionable advice for new fire chiefs on how to navigate those critical early days of their tenure.

Building trust and relationships

One of the recurring themes in the webinar was the importance of establishing relationships and building trust, both within the department and with external stakeholders. Chief Pegram emphasizes that relationships are everything and follow-through is crucial. “It’s all about staying true to what you say,” he explains, stressing how being consistent in words and deed is critical for earning and maintaining trust.

For a new fire chief — particularly an outsider coming in “cold” — establishing trust can be a delicate process. Sharing his own experience of being brought into a new department, Chief Pegram contrasts his situation with that of someone promoted from within the organization. In cases where a chief rises through the ranks, their past performance as a firefighter or officer will likely impact the way their colleagues perceive them as a leader.

Deputy Chief Goldfeder expands on this point, advising new chiefs to be patient with the process of building relationships. “You’ve got to spend 60 to 70% of your time focusing on your subordinates, especially early on,” he says, stressing the need to engage with the department at all levels.

Here’s Chief Pegram talking about the legacy of a mentor who exemplified the importance of relationships of trust:

Chief Johnson also points out that many departments have hidden “gems” — employees who have “a lot of talent, a lot of abilities” but who may have been overlooked by previous leaders. The only way to recognize them is by getting out of your office and interacting with your subordinates:

Understanding the political landscape

Fire chiefs, especially those in larger departments, are often required to navigate a difficult political landscape that includes city governments and governing boards. Chief Sendelbach notes that being a fire chief isn’t just about managing fire services. It’s also engaging with other city departments and developing an understanding of the larger ecosystem that the department operates in. “You better understand politics, and you better learn to love it,” Sendelbach says. The panel noted the crucial role fire chiefs play in aligning departmental needs with broader city objectives like trash collection, parks and infrastructure.

Chief O’Berg underscores this point, with particular emphasis on departments facing financial struggles. When her own department faced a $25 million budget deficit, she had to work closely with the heads of other city departments to find solutions that benefited the entire community. “It doesn’t matter how elite your fire department is if the rest of the city is crumbling around you,” she notes.

Pericles, the famous Greek statesman, famously quipped, “Just because you do not take an interest in politics doesn’t mean politics won’t take an interest in you.” Chief Sendelbach notes the three keys to dealing with politics are communicating, building relationships and influencing behavior:

Listening before acting

Perhaps one of the most emphasized strategies for new fire chiefs was the need to listen and gather input before making any major decisions. Chief Johnson advises new chiefs to spend their first 90 days simply listening to the department’s concerns before implementing any significant shifts in policy or process. “I promised myself I wouldn’t make any changes unless there was a safety issue,” Johnson says, describing how gathering information from personnel at all levels of the organization helped him gain a clearer picture of the department’s needs.

Chiefs O’Berg and Rund agree that conducting a “360-degree” review of a new department is essential to help identify areas of strength and weakness. Rund advises chiefs to leave no stone unturned to ensure they understand the internal dynamics before making policy shifts. Actively listening — whether through formal meetings or casual conversations — helps a new fire chief identify potential landmines while gaining the trust of the team.

After gathering as much input as possible, a fire service leader must eventually make decisions. In this excerpt, Chief Johnson outlines three questions a new chief needs to ask before making that “final call”:

Transparency and accountability

Two additional pillars of leadership success include transparency in communication and fostering a culture of accountability. Chief Pegram and the other panelists advise new fire chiefs to share their vision openly and frequently with members of the department. Transparency, according to Pegram, helps squash rumors and build a more cohesive work environment. “People want to know what’s going on,” he says, “and if you don’t tell them, someone else will.”

Chief O’Berg recounts her own experience of the highly positive feedback she received after outlining the department’s shaky budget situation in a clear and accessible way. She had initially feared that budget discussions would bore her staff, but instead, she found people appreciated being in the loop on the department’s financial challenges.

Accountability is equally important. “If you allow bad behavior to go unchecked, you’ve essentially given permission for others to do the same,” says Chief Pegram. Not only should service leaders hold their team members accountable, but they should also hold themselves to an equal standard. By maintaining consistency and fairness, chiefs can nurture a department culture that values responsibility and professionalism.

Relationship with labor unions

One of the more challenging aspects of being a fire chief is managing relationships with labor unions. Chiefs Rund and Sendelbach both share strategies for building productive relationships with union leadership. Rund advocates for regular, open communication with union representatives, noting how she held weekly meetings with her department’s union president to address and resolve issues before they became larger problems. “It’s important to remember that you’re all on the same team,” she explains. “You can’t run a department without people, and in many places, those people are unionized.”

Sendelbach takes a similar approach, stressing the need to work with union leadership to demonstrate a unified front to both elected officials and the public. “It’s not 1970 anymore,” he says. “Labor and management have to work together.” From his experience, building communication channels for regular dialogue and collaboration with union leadership is essential for ensuring smooth operations and maintaining morale.

Finding balance: Ego and humility

One of the most important lines a fire chief must walk is the delicate boundary between ego and humility. As Chief Pegram notes, fire chiefs often feel pressured to be the expert on everything, but it’s essential to understand when it’s time to solicit advice. “You have to know when it’s your decision to make and when you need to get help,” Pegram advises. This balance helps ensure the chief remains grounded while still taking appropriate decisive action when it’s warranted.

Chief O’Berg adds that as a fire chief, you’re still part of a team; forgetting that (or failing to acknowledge it) can be detrimental. Emphasizing the importance of collaboration and openness to feedback, she said, “You’re not running a solo race. You’re still part of a team.”

Here’s what Chief Rund had to say about setting aside your ego as a new fire chief:

Practical steps for new fire chiefs

In the webinar, the seasoned panel of fire chiefs deliver a wealth of actionable advice for new fire chiefs to consider as they step into their new role. From building relationships and understanding politics to fostering transparency and collaboration with unions, these insights provide a roadmap for success based on decades of experience in fire service leadership.

For those preparing to step into a fire chief role, the key takeaways are clear: Listen, build relationships, communicate openly, and act thoughtfully yet decisively. By taking the time to assess the department, getting to know the personnel and understanding the challenges ahead, new chiefs can set themselves up for long-term success and foster a culture of trust, accountability and unity within their department.