The effectiveness of a fire chief isn’t determined solely by their ability to lead from the top – it’s shaped by how well they connect with and support their team on the ground. But it’s also important for chiefs to listen to what the members have to say so they know how best to focus their energy.
As part of our What Firefighters Want survey, members of the FireRescue1 community shared candid feedback about how chiefs can better serve their departments. The perspectives shared highlight key areas of improvement, including leadership and communication, training and professional development, fairness, technological adaptation, and advocacy.
Here’s what firefighters want their chiefs to know about stepping up and making a difference.
1. Leadership and communication
Many respondents emphasized the need for the fire chief to improve leadership qualities, including being more approachable, transparent and effective in communication across all ranks. This includes the desire for the fire chief to lead by example, be more present and engaged with line personnel, and improve general communication skills to ensure clear understanding of departmental goals and activities.
- “Be more in touch with line personnel, share knowledge he has gained, have more trust and faith in members, explain wants and needs instead of just expecting results.”
- “The fire chief could do better with communication across the ranks. Often what he is doing to better the department is not known because he is not very approachable.”
- “Be more of the ‘face’ of the department and not just stay in the office.”
- “Communicate with front line personnel, quit playing favoritism, maybe be seen once or twice a year meeting with the guys.”
- “He could realize that we all function and think differently when it comes to making decisions.”
- “Provide researched and educated responses to inquiries from the field and not generalized, no information, responses. Show the field how you are representing them to the politicians and fighting for us.”
2. Training and professional development
Several responses highlighted the importance of continuous training and professional development, both for the fire chief and the department as a whole. This encompasses the call for additional certifications, more comprehensive training programs, and the encouragement of learning and growth opportunities to enhance firefighting and leadership capabilities.
- “Lead by example, seek additional training, just do the job.”
- “More experience and training. Does not have strong on-scene abilities, and should stay off the scene.”
- “He needs to set clear standards in writing. He also needs to establish a vision and lead people into that vision through prioritization, delegation and accountability.”
- “Our chiefs need to seek professional development in working with elected officials, communication, budgeting, project management and engaging stakeholders to build a comprehensive CRR coalition.”
- “More training for himself, work on succession planning for his replacement.”
3. Fairness and equality
A recurring theme is the call for fairness and equality in treatment among all members of the department. This includes concerns about favoritism, the need for consistent discipline, and ensuring that opportunities and recognition are distributed equitably, irrespective of tenure or personal relationships.
- “Stop catering to younger members over long-time members.”
- “Hold those that don’t do their jobs accountable, even if it is his deputy.”
- “Be fair to all employees and hold them all accountable for their actions and not discipline some but not others.”
4. Technological adaptation
Some respondents pointed out the need for the fire chief to be more adaptive to technological changes and to consider traditional as well as modern methods of operation. This includes balancing digital communication with traditional methods, especially in areas where technology may not be reliable, and revisiting basic firefighting principles and strategies.
- “There are some aspects of our operations that need to be updated, as they are driven by tradition instead modern best practices.”
- “Our department has pushed many policies and trainings to an online format which now everyone is just going through the motions rather than learning something. We also don’t do well with training vs. drilling (learning something new/reviewing something already taught).”
5. Support and advocacy
There is a clear desire for the fire chief to be more supportive of and advocate for the needs of the department and its members. This includes fighting for better pay, benefits, staffing levels and equipment; engaging in succession planning; and being more involved in contract negotiations and interactions with political entities to ensure the department is well-resourced and prepared for future challenges.
- “He needs to place his employees first and go to bat for them when negotiating pay, benefits, equipment acquisition.”
- “Stand up against the administration for his men and women.”
- “Publicly stand up for his crews. Stop trying to please people and attempt to get the help/support the line guys need.”
- “Fight the politicians on budget cuts, increase staffing.”
- “Advocate for department improvements, especially infrastructure, apparatus and maintenance.”
FireRescue1 is using generative AI to create some content that is edited and fact-checked by our editors.
