By CEDRIC PATTERSON
Today’s generations are living and working longer, not just in the fire service but in society at large. It has been said that the fire service is a reflection of society. Just as in other career fields, there are four generations actively working in today’s fire service—Baby Boomers, Generation X, Generation Y (or Millennials), and Generation Z. Social and generational research experts have slight variations of the age ranges of each generation, but most agree that the generations are defined more by societal influences than age.
- Mentoring to Overcome Generational Differences
- Recruiting and Retaining the Millennials
- Managing Fire Department Millennials: Five Mistakes to Avoid
- Training the Next Generation: Millennials and Gen Z
As Generation X entered the fire service in the early to mid-1990s, Baby Boomer leaders failed to recognize that this generation was shaped differently, having different values and a generally different outlook and worldview. Baby Boomer chief officers tried to manage them the best way they knew how—the same way they were managed. Styles clashed.
As Millennials entered the fire service in the early to mid-2000s, leaders vowed to be ready. There was training upon training on how to lead Millennials, what shaped and formed their worldview, and how to best use their talents. Now that Millennials (age 26-41) begin to occupy key leadership roles from the top to bottom of the department, they are still sandwiched between outgoing Baby Boomers and Generation X superiors (and, sometimes, subordinates) while the much different Generation Z enters the fire service. This forces Millennials to be adept at leading from the middle while bridging the gap between the generations on either side of them. As many fire service leadership articles have been published about how to lead Millennials, this article will discuss how to lead as a Millennial.
Defining the Generations
As stated, many differ slightly in the age parameters of the generations. However, most agree on the group tendencies of each generation and the events that shaped them. Although most don’t want to be painted with a broad brush, studies have shown that tendencies, preferences, and outlooks tend to apply to generations as a whole. However, nothing is absolute. There are tech-savvy Baby Boomers who are down with the implementation of the latest GIS technology and Gen Xers who are idealists who are certain we can change the world. Some Millennials are competitive and like to work alone, and some Gen Zers want to collaborate. For this article, we define the different generations below.
Baby Boomers (ages 58-76). This generation entered the fire service in the mid- to late 1970s. The fire service was much different back then. The National Commission on Fire Prevention had recently published America Burning, aimed at reducing fire loss and increasing the safety of firefighters and civilians. Because of this, many departments were transitioning from all-volunteer to paid organizations, even in the suburbs. Methods for standardization of training began to surface, as learning by trial and error gave way to textbooks.
These members came of age during the 1960s. They witnessed major news events on television as they unfolded—Vietnam, assassinations, the Watergate Scandal; they grew up idealistic because of a time of economic prosperity. They also became audacious because times were hopeful, and they questioned authority as information became available. They doubted the decisions of authority figures as they learned of their errors and wanted to replace them.
Their parents were taught to be grateful they had a job, but this generation longed for more. Called “Baby Boomers” because of the post-World War II population surge, these individuals worked hard to support their families. They bring both work and life experience to the department; they have seen ideas come and go and policies succeed and fail. These members have decades of stories to tell that can be learned from, including good and bad emergency responses, good and bad chiefs, and the history of their response area and customer base.
Baby Boomers want their experience to be respected, whether they are leaders or subordinates. They hate to be micromanaged or left without appropriate resources. When presenting new ideas (as in ideas that are new to you), do not assume that previous generations have never thought of the idea or even tried it. Instead of approaching them as if you have just unlocked the secrets to the universe, ask if an idea has ever been tried. Ask if it failed and why. Ask if the same barriers exist.
Generation X (ages 42-57). Also called the “Baby Buster Generation,” this generation refused to be defined by the previous generation, defiantly referring to themselves as “Generation NeXt.” They entered the fire service in the early to mid-1990s during times of economic prosperity. Textbook training gave way to national consensus standards and certifications. Formal fire academies were established to train firefighters before putting them on the job. The first half of their careers was rocked by 9/11 terrorist attacks that forever changed the fire service.
“Gen X” grew up in the 1970s and 1980s. These times were marked by rising divorce rates and single-parent homes as well as homes where both parents worked full time. For this reason, many researchers refer to them as the “Latchkey Generation”—that is, they found their way home after school and used a key to let themselves into an empty house. After school, they were left to their own devices with minimal adult supervision. The Pew Research Center even went as far as to call Gen X America’s neglected middle child.
They saw gas shortages in the 1970s and 1980s and the OPEC crisis and grew up in difficult times. These children grew very skeptical and distrusting of the establishment, and their difficult upbringing instilled pragmatism. Because they were often left to their own devices, Gen X became very resourceful. They were used to difficult times, parents losing jobs, unstable homes, and being alone. They were able to handle bad news and always wanted the straight scoop. They lived by the mantra, “Just keep it real.”
In the fire service, Gen X leaders are short on praise. They weren’t told they were awesome just for making their bed. Because of their keen pragmatism, they can spot at least three reasons why an idea won’t work within the first 30 seconds of it being presented. Gen X leaders do not like impromptu meetings; many find them disrespectful of their own time and agenda and prefer to work alone. They require little feedback and guidance and don’t want to be micromanaged. With a strong preference for authenticity, they have little time for platitudes, pep talks, or telling them that they are awesome. They just want to get back to work, and the Gen X leaders want their subordinates to get back to work.
The key to leading Gen X workers is to give them a goal or task, resources, and a deadline, and then just go away. However, their pragmatism and resourcefulness can be a great asset in covering blind spots when attempting to vet and implement new plans and strategies such as leave and staffing policies. Listen to them, and always be brutally honest; they want the unsugar-coated version.
Millennials (ages 26-41). Millennials (or “Generation Y”), for the most part, entered the fire service a few years after 9/11 but before 2010. By this time, training had evolved, with national courses providing for the exchange of best practices. Just like the generation before them, another tragedy forced the fire service to again adapt in the wake of the Newtown (CT) school shooting and the overall rise of active-shooter events in the nation. The traditional fire service would evolve to build response capability to active-shooter and hostile events.
Raised by the idealistic Baby Boomers, Millennials grew up in the mid-1980s to late 1990s. The time was marked by relative economic prosperity. They grew up in a very affirming culture, where self-esteem was cultivated by their parents. Often, they were the priority in their household. Although their school environment was one of collaboration and participation as opposed to competition, they were taught to believe that they were special as individuals. They grew up knowing they could count on their parents, who told them they could be anything and have anything they wanted in life. This fueled their sense of idealism.
Millennials are currently the largest demographic working in the fire service. They are more educated and tech-savvy than their Gen X predecessors. Just as they were raised with options in life, they feel they have options in their careers. In this generation of free agents, opportunity trumps loyalty. In their culture of instant gratification, they will not wait for promotions they feel are not coming as quickly as they wish. While Gen X was willing to forgo promotions for work/life balance, millennials want promotions and a work/life balance. They don’t subscribe to phrases such as “Pay your dues and wait your turn.”
Although Millennials are often perceived as lazy or entitled, this can be mistaken for efficiency. The Boomer and Gen X fire officers before them were focused on inputs, while millennial leaders are more concerned with outputs. They feel that activity does not always equal productivity, that “sideways” energy is wasted energy. Previous leaders felt there was always work to do in the fire station. If the trucks were clean, they cleaned them again. If the off-going shift emptied the trash, the oncoming shift emptied it again. They were taught to never let the chief see them not working.
Millennials grew up in the fire service to challenge this thought process by asking how washing the clean truck aligned with the department’s vision. To lead them, you must create an incentive for them. Do this by clarifying the “why” in their tasks and showing them how the tasks align with the department’s vision and their values. You must micromanage them at first by offering consistent feedback and guidance throughout tasks, all while celebrating and acknowledging all progress. They must be allowed to share their ideas and offered opportunities to collaborate with teammates and mentors.
Gen Z (ages 10-25). Frequently mislabeled as Millennials, Generation Z began to enter the fire service during the Trump Administration. The early part of their careers was influenced by responses to political polarization, social media scandals, racial unrest, and the COVID-19 pandemic. These things placed constraints on the fire service unlike those ever seen before and framed a “new normal” in the fire service.
Gen Z has several characteristics similar to their Gen X parents. Their formative, early childhood years were inundated with school lockdowns and active-shooter drills. Because of scandals, the responses by government officials to crises, and multiple economic recessions, they grew up skeptical of those in leadership positions. Just as Gen X felt they did not need authority or supervision, Gen Z feels the same. They were born with technology and information at their fingertips; any question to which they wanted to know the answer was a few touch-screen taps away. Often, the flood of information is like attempting to drink through a firehose.
Gen Z were taught by their Gen X parents that they would not be viewed by the world as remarkable or special. They were told that those who worked hard in life came out ahead and those who didn’t work hard did not. For this reason, Gen Z is very competitive in the workplace. They like the group interaction of a cohesive crew but prefer to work alone as far as projects are concerned. In general, they are not as collaborative as their Millennial predecessors. They are driven by purpose at work, as their grandparents ensured their survival and their parents ensured their standard of living. Many did not pay a cell phone, a utility, an insurance, or a grocery bill well into their 20s.
If they do not find purpose or if things are not going their way, Gen Z will quit the entire fire service two hours into the shift. Then, they will text their captain three days later that they felt undervalued or that they were not making an impact or that they did not see a clear path to becoming chief. To lead them, they want accessible supervisors and chiefs. They like rapid change and want to be recognized and rewarded for specific accomplishments, not necessarily just for showing up. They feel that undue praise diminishes or devalues the recognition of others for hard work. They have a hacker mindset in that they are adept at breaking down processes and refining them.
Relationships are the final key to leading Gen Z. They want transparent relationships with their leaders. Although they may be distrusting of institutions and leaders in general, their trust can be earned by you as an individual. You must be clear in managing expectations. Conflict and “quiet quitting” often arise because there is a gap between their expectations and what happens.
Leading from the Middle
Each generation has expectations on how they should manage and how they want to be managed. Millennial fire officers must not only be skilled in adapting leadership styles to get the most out of individuals but must also lead these individuals as a team. In the game of checkers, there is a “one-size-fits-all” approach. However, if approaching leadership like a chess board, there are complementary strengths, attitudes, skill sets, and styles. Generations shouldn’t be looked at individually but as an entire crew, station, or department. Baby Boomers bring knowledge, wisdom, and experience to the team, while the pragmatic Gen X will have the vision to spot potential blind spots and the resourcefulness to get things accomplished with “outside-the-box” thinking. Millennials will bring energy and a can-do attitude, while Gen Z is always a fresh set of eyes constantly looking to improve processes.
As the Millennial in the middle, it will be incumbent that you bridge the gap between the Boomers, Gen X, and Gen Z. Through the department’s mission and vision statement, show that Boomers and Gen X can be driven by success, while Gen Z can be significant at the same time. Show how these two visions can align. Be mindful of age differences and focus on personalities and abilities. Refrain from references to members’ age as a part of delivering decisions. Overt age references such as “This is good work for someone your age” may be perceived as a micro-aggression and sends the signal that somehow their age is a handicap.
Knowledge transfer and succession planning need to be on 24/7. Historically, fire department succession planning has focused on the chief officer ranks. Younger leaders are advancing into leadership roles much faster than previous generations, and they are implementing new and innovative approaches. However, departments risk losing them at a much higher rate than in more stable times. It is critical to document and preserve best practices from all levels of the department.
People are living and working longer, so the multigenerational department is not going away. In due time, Gen X will step aside and be replaced in all leadership roles by Millennials, with Generation Alpha entering the fire service. Ready or not, Gen Z will come of age in the fire service. Raised by Millennials, researchers believe “Gen A” will be the most educated, immersed in technology, and impatient generation yet. We must equip Gen Z to lead this new generation of firefighters.
CEDRIC PATTERSON is the chief of Navy Region Mid Atlantic’s Fire District 3. He entered the fire service in 1996 after active-duty military service, has a master’s of business administration degree in strategic management of organizations and triple designation from CPSE (CFO, CTO, FM), is a member of the FSEDI-2023 Cohort, and is currently a candidate for the public leadership credential from the Harvard Kennedy School of Government.
