By Brandon Lambert
Courage is defined in my department’s core values as “the ability to act rightly in the face of popular opposition.” Among our core values – professionalism, integrity, compassion and courage – this latter value is often the most difficult to uphold.
While my department, which transitioned from volunteer to professional in the 1970s, is not as old as longstanding institutions like the FDNY, we have a rich history and a deeply ingrained set of organizational habits. These habits, formed over decades, shape how we operate on firegrounds, how we communicate, and how we approach leadership. Some habits are positive and reinforce our identity, but others create blind spots that challenge our ability to grow.
Pre-pandemic habits that hindered progress included freelancing on the fireground, complacency in training and fitness, and unsafe practices such as backing apparatus without a ground guide. These habits became so ingrained that they were rarely questioned. Then the pandemic brought about significant disruption to our organization, accelerating organizational deviance and introducing new challenges. Post-pandemic behaviors included lax uniform compliance, reduced willingness to perform an acceptable workload on overtime assignments, and open push-back against unpopular policies and leaders.
The pandemic didn’t create these challenges but rather amplified vulnerabilities already present in the organization. Longstanding habits like freelancing and complacency in training set the stage for new forms of deviance to take hold, making it even more critical for leaders to step in and address these issues.
A simple but revealing example
Recently, I flagged a member’s job shirt that did not meet our standards. Our policy requires uniform items to be in good condition, but the job shirt – purchased by the employee – had clearly seen better days. When I instructed the member to buy a new job shirt or request a jacket, his response was, “I don’t like the jackets provided by the department.” I made it clear that any uniform item worn must meet the department’s standards, even those purchased by the employee.
What struck me was how many company officers had walked past this faded hat, and many others in similar condition, without addressing the issue. Over time, this small act of deviance had been allowed to become the norm, and as norms erode, so do standards. The lack of correction for the job shirt eventually led to far more egregious uniform violations. By tolerating small violations, we unintentionally set the stage for larger ones.
Former Secretary of State Gen. Colin Powell once said: “Being responsible sometimes means pissing people off. Good leadership involves responsibility to the welfare of the group, which means that some people will get angry at your actions and decisions. … It’s inevitable, if you’re honorable.”
Courageous conversations will not always be pleasant. In the case of the shirt, the member did not agree with my reasoning regarding uniform compliance, but he ultimately complied and replaced it. At the same time, someone else in the organization likely appreciated that accountability was upheld.
In the short term, it may seem easier to permit these small acts of deviance, but doing so has the potential to erode the trust of the majority to avoid a difficult conversation with the few. Though uncomfortable, these conversations benefit the whole organization over time, particularly if more leaders consistently participate. Some individuals, no matter how justified you are in your assertions, will protest and refuse to perform or comply. However, those who desire to perform and comply should not suffer because a leader is unwilling to address the outliers.
As Powell reminds us, “trying to get everyone to like you is a sign of mediocrity.” Leaders who avoid conflict to maintain popularity often procrastinate on tough decisions, avoid confronting those who need correction, and fail to distinguish between high and low performers. Over time, this unwillingness to act fairly and consistently sends the wrong message. Anything you tolerate or allow to persist will be perceived as something you condone.
Swift and consistent correction
Correction must be swift and consistent. When leaders have the courage to address deviance directly, they protect the integrity of the organization, build trust among high performers, and reinforce accountability as a core value. While these conversations may be uncomfortable in the moment, they ensure that the organization as a whole continues to move toward its vision, unimpeded by behaviors that undermine its progress.
Entrenched bad habits and new deviant behaviors create an environment where courageous leadership is more critical than ever. As Chief Brian Marcos of the Smyrna (Georgia) Fire Department aptly states, “Your aim is not compliance; it’s engagement and ownership.” Leadership should inspire individuals to take ownership of their roles and responsibilities. Achieving this requires respectful but courageous conversations that steer our members back toward desired behaviors.
This principle is echoed in John C. Maxwell’s book “The 5 Levels of Leadership.” While positional power may compel compliance in the short term, true leadership comes from influence, trust and relationships. Higher-level leaders inspire people by investing in their growth and development. This reminds us that leadership is not one-size-fits-all. Leaders must tailor their efforts to meet the needs of individuals, focusing on their growth and creating a sense of ownership.
Final thoughts
Again, as Powell reminds us, leadership is ultimately about responsibility for the welfare of the group. By addressing deviance directly and consistently, leaders protect organizational integrity, foster trust, and create an environment where excellence thrives. When leaders focus on engagement and ownership rather than mere compliance, they inspire individuals to align their behaviors with the organization’s vision. Courageous leadership requires holding people accountable to shared values, even when it’s uncomfortable or unpopular. It is only through these efforts that we can move beyond compliance to foster true engagement, ownership and alignment with the mission we aspire to achieve.
ABOUT THE AUTHOR
Brandon Lambert is a battalion chief with more than 17 years of experience in the fire service. He holds a master’s degree in fire and emergency sciences from the University of Florida and a bachelor’s degree from the University of Georgia.
REFERENCES
- Leadership Development. (n.d.). “Responsibility: Pissing people off.”
- Marcos, Brian. LinkedIn (2023). “Your aim is not compliance. It’s engagement, and ownership.”