By Nick Peppard
As the first line goes, so goes the fire. Sure, we’ve all heard the phrase. It was certainly true at most of the fires I’ve been to in my career, but what does this phrase imply?
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In most fire departments across the country, there are more pumping apparatus than there are any other types of fire apparatus. Some departments may not even have aerial, rescue, or special operations apparatus. If they do, they may not be properly staffed or, in some cases, cross staffed or not staffed at all.
Even in departments that are fortunate enough to have staffed truck companies, rescue companies, and so forth, the pumper/engine-type apparatus far outnumbers any other resource. Thus, pumping apparatus is something every fire department in the country has in common and, therefore, engine company operations are pertinent to every department regardless of size or location.
That being said, it stands to reason we must be fundamentally good at the delivery and application of water. As late Fire Department of New York Lieutenant Andy Fredericks once said, “If you put the fire out, you won’t have to jump out the window.” So simple yet so very true. Offensive fireground operations rise and fall based on the success (or lack thereof) of the first hose team’s ability to find, confine, and extinguish the fire.
So, what makes a great engine company? Is it technical knowledge? Is it experience? Is it the uncanny ability to “make the push” where other less skilled crews may not have the grit and gumption to do so?
I’ve asked this question hundreds of times in classes, at training sessions, and around firehouse kitchen tables. and the answers are often as plentiful and varied as the number of times the question has been asked. However, there are certain key attributes that almost always get brought up when this question is asked.
Traits
Knowledge. At the heart of every great engine company is knowledge. From technical knowledge of the apparatus, equipment, response district, and departmental standard operating guidelines to an in-depth knowledge of fire behavior, building construction, strategies, and tactics, engine companies must be well versed in everything that can, will, or may impact their mission. Building construction, layout features common to various building types and occupancies, and a solid understanding of building systems [i.e., sprinkler systems, fire department connections (FDCs), standpipe systems, alarm systems, smoke removal and compartmentation systems], hose and nozzle construction, fire pump design/function, and hydraulics are all subjects that great engine companies focus on being knowledgeable and proficient in.
Effectiveness. Effectiveness means achieving the desired results on the fireground. Engine companies must constantly train, drill, and evaluate their tactical skills and operational practices to ensure they are producing the desired effects.
Efficiency. Although goal-oriented like effectiveness, efficiency goes further and examines the process under the constraints of time and effort. The goal of efficiency is achieving the desired results by the fastest, most direct, and least exhausting means possible. How does this translate to engine company operations? Let’s consider hose deployment. Effective engine companies will place an attack line into operation for fire attack and extinguish the fire. However, efficient engine companies will seek to do so in the shortest time, minimizing kinks, twists, and obstructions to allow a smooth advance to the seat of the fire. Efficiency demands that we examine every step in the process and seek to reduce wasted movements. Thus, great engine companies must not only look at what must be done, but they must also examine how it is done. We must sweat the small stuff!
Grit and Resilience. One of the most overlooked and often underrated attributes of great engine companies is their grit. Great engine companies not only acknowledge the work needed to be great but also embrace it. They appreciate and have an affection toward the dirty, blue-collar grind that is engine company operations. They constantly push themselves one rep at a time to build solid foundational skills that translate to a functional prowess akin to a well-oiled machine. They are tactical athletes who put in the sweat equity before, during, and after the fire. Great engine companies understand the long game and embrace the monotonous mental and physical repetitions it takes to truly master a skill set. They recognize that while many of the tasks that firefighters perform are simple, they aren’t necessarily easy.
Leadership, Teamwork, and Discipline. We often think of leadership from a formal standpoint—i.e., company and chief officers. However, leadership can happen at all levels. In fact, the best teams see members from top to bottom take ownership and exude leadership. The best companies have complete buy-in from their members and expect leadership across the board. It has been said that good leaders create followers, whereas great leaders create other leaders. Without leadership, the team falters and often fails. Without a doubt, no engine company can truly achieve its maximum potential without it. The best engine crews perform so that it is often hard to tell who the formal leader is because each member is accountable to one another.
No matter how talented, driven, or knowledgeable a member is, that individual cannot achieve true fireground success alone. Firefighting is a team sport. This is especially true in the realm of engine work. Thus, if the members of an engine company do not learn to function well together as part of the bigger picture, they will not effectively accomplish the objectives on scene. A team of one is a team of none. An engine company lives or dies by their ability to stretch lines, establish a sufficient water supply, and move the line into position to confine and extinguish the fire. All these tactical skills require teamwork to achieve. Engine companies must strive to build cohesion through accountability, love, and respect for each member and through working, sweating, and overcoming adversity together.
We most often consider discipline as a negative, as punishment for wrongdoing, but there is positive discipline, which includes self-discipline, admonishment, and positive reinforcement. Self-discipline comes from personal accountability and responsibility to yourself; it is the best form of discipline since it keeps us from the need to progress to other external forms of discipline. My friend Pablo Gener, co-founder of Build Your Culture, once said, “Motivation gets you to the starting line. Discipline is what gets you to the finish line.” Motivation comes and goes; discipline keeps us moving forward when we don’t feel like it.
(1) A nozzle firefighter works the handline. (Photos by author.)
Admonishment from our peers and supervisors is another form of positive discipline—a friendly, encouraging warning. Positive reinforcement is yet another, complimenting a member on a good performance. Encouraging the desired behavior is often an effective tactic to ensure it continues.
Great engine companies pursue the highest forms of personal and crew discipline. They put in the work to train, work out, study, and learn every day. This may be the single greatest trait of an engine company. Discipline over time yields growth.
The need for discipline, leadership, and teamwork is most evident during difficult stretches that require more than two companies to make, during extended stretches or standpipe operations, or when working hoarding fires and fires in large structures. Without members being disciplined enough and working together to manage corners, stairwell landings, furniture, and other obstacles, they will not succeed in getting the line to the fire for extinguishment. Calls for “more hose” over the radio are a red flag that the fire attack is not going well. Furthermore, if the crew gets bunched up behind the nozzle, then chances are they are not managing the pinch points. This is a recipe for fire attack failure and may require the crews to back out (photos 1-2).
Masters of Water Delivery and Application. In the end, great engine companies constantly seek to be the masters of water movement from the source, to the pumper, and finally to the end users, who hopefully apply it in the right amount, in the correct location, and in a method that quickly controls the fire. They understand their water distribution systems and take the time to understand the specifics of their hoses, nozzles, appliances, and fire pumps. Remember: An attack package is just that—a package. From the source to the pump to the hose and nozzles being used, it is all part of a system.
Foundational Principles
Now that we have looked at a few of the traits of successful engine companies, let’s examine some of the things needed to lay a solid foundation for an engine company.
Setting Up for Success. Have you ever encountered an apparatus where equipment seems to have been literally thrown into compartments with no rhyme or reason for the rig’s layout? One common finding I’ve observed is that such a company is usually not a top performer on scene. You can often tell the caliber of crew or station based on how well they take care of their equipment and gear. If the gear, the apparatus, and the equipment are dirty, haphazardly stored, and poorly laid out, the crew at that firehouse probably doesn’t take their job very seriously.
Conversely, if the hose is neatly loaded, the gear is organized and well-maintained, and the personal protective equipment (PPE) is set up to do work, then likely the crew cares about the details and strives for excellence. Some may argue that this isn’t always the case, but I have yet to find a squared-away company that doesn’t take pride in their equipment, apparatus, and firehouse. Remember, a little extra effort on the front end pays dividends on the back end.
Mental Preparation. Another component to preparation is the mental aspect. Many fires are won and lost between our ears. We must be lifelong students of our craft. Great engine companies know that every day is a learning opportunity and capitalize on each opportunity they get to engage their minds.
(2) The backup firefighter works to move the hoseline at the door.
I once heard a chief officer say that he goes to a fire every shift. I thought he was lying until he explained it. He looks at buildings every shift and imagines them on fire. He goes through his mental checklist of hazards, likely rescue scenarios, strategies, tactics, and building construction features that will contribute to or limit the fire spread, and so forth. By doing this, he ensures that he is fully engaged for the possible situations he may face every time he goes to work. But we can’t stop there.
While mental attentiveness and learning are vital, so too is our mental health. If we had a big fight with our spouse before work and come in distracted, we will likely not perform at our best when the tones drop. If we are dealing with depression, anger, or other negative emotions, these too can affect our focus. We may take risks we might not otherwise take, and it may cause conflicts in the firehouse. None of these possibilities contribute to team unity, good decision making, or logical thinking.
Physical Preparation. However, preparation goes beyond simply having our equipment and our apparatus squared away. It has to do with our entire being. We must be physically prepared to perform at our best. If we are grossly out of shape, we are no longer an asset but a liability to our citizens and our fellow firefighters. Sweat is the currency of our profession; there are no shortcuts. We must put in the work if we want to perform at a high level. I truly believe that many times we know what must be done but fail to achieve it because our body isn’t prepared to go where our mind would take us. It doesn’t matter if you know what must be done but are physically unable to do it. Put another way, knowledge doesn’t equal ability. We must have both.
Here’s a secret: Make it a team endeavor! Great engine crews recognize that physical training time is a great way to stay consistent. Get buy-in from the whole crew. Change up the workouts and have some fun with them. A little friendly competition is not only healthy but can help develop cohesion.
Training, Education, and Experience. Do we need more degrees, certifications, and credentials to maintain public favor, justify our programs, and elevate our professionalism? Perhaps. Or has this push for more papers, certifications, accreditation, and degrees eroded our blue-collar roots and replaced it with the same white-collar, one-size-fits-all mindset found in the corporate world? Certainly, it’s something to ponder.
However, neither education or experience alone is enough for us to develop to our full potential. They should go hand-in-hand to make us more competent, well-rounded fire service professionals. Training is the link between what we think we know and our experience. We must have a realistic understanding of each category’s strengths and blind spots.
To keep it simple: Education yields knowledge, training yields skills, and experience yields wisdom and ability. For those of you who are officers or instructors, this format may seem oddly familiar. That’s because it is nothing new. It is the time-tested instruction model that addresses learning in all three major categories: knowledge, skills, and abilities.
Education helps us understand the “what,” giving us technical information and helping us to develop critical thinking skills. Alone, it falls miserably short of giving us true competence and does little to help us recognize context or yield any physical skills or abilities.
Early in our careers, we are usually “education heavy” since we lack experience and seek to establish our foundational understanding of the myriad topics our service asks us to be proficient in. We may understand something theoretically, but until we can add context and translate that into usable job skills, it doesn’t help us carry out our duties. There’s a big difference between knowing what “should” be done and being able to do the said task.
That’s where training comes in. While we may not have the number of fires, vehicle rescues, and so forth to truly master our craft, we can close this gap considerably by taking what we have learned through education and applying it in practice through our training and drilling routines. Paired with a good education and consistent, realistic training, we can lay a solid foundation for most job functions we can expect to perform during our tour of duty. Training helps us understand the “how” of what we do and begins to build situational context.
Finally, there’s experience, which is where we test our knowledge and skills against the sometimes harsh realities of our profession. It gives context to our knowledge and skills and helps us truly understand the “why” and “when.” Here, we measure our preparation and understanding of the dynamic problems we often encounter. Champions of “experience alone” as key to job readiness often dismiss education as not applicable to the “real world.” But how much experience does it take to understand all facets of our job? What if we don’t fully understand our experiences or misinterpret something we experience? Can we do something wrong but get the desired results despite our actions? This is normalization of deviance and happens more often than we care to admit.
A firefighter routinely leaves portions of his PPE undone and responds to numerous fires, and no one says anything. Nothing bad happens, and the fires go out. He begins to reason that those preaching to wear all your PPE are just overreacting. He has been to dozens of fires without incident; thus, it isn’t that important. Then, one day, he responds to a fire and gets into a bad situation because his unbuckled waist belt gets caught on something, his ears start to burn because he didn’t need that hood, and he is delayed in calling a Mayday because his portable radio has fallen off his self-contained breathing apparatus that he loosely clipped it to instead of wearing it on the radio belt as initially instructed during in-service departmental training. Some say this is highly unlikely to happen, but it can, and it does! We must realize the limitations of our own experience and compare our experiences with what we actually know vs. what we think we know. Furthermore, if we are wise, we will take the time to learn from others’ experience as well. This vicarious learning is invaluable in expanding our “mental rolodex” as we grow our knowledge, skills, and abilities for a job that can pose a risk to our health and very lives.
Anticipation. One of the hallmarks of a great engine company is the uncanny ability not only to read the building, current smoke and fire conditions, and operational needs but also to forecast future conditions and tactical needs. Great engine crews are by default students of fire behavior, building construction, strategies, and tactics. After all, buildings are the battlefield most municipal fire departments fight our enemy in. Strategies devised by competent incident commanders and proper, timely tactics executed by competent firefighters are what put the fire out and save victims. We must be able to predict with accuracy where the fire has been, where it currently is, and where it is likely to travel. Because of reflex time, engine crews must choose the correct line and tactics not for the fire they see on arrival but rather for the fire they will encounter after the line is stretched, charged, and advanced to the proper location.
The Details Matter. The first engine sets the tone for the fire more often than not, so they must ensure they get it right the first time. This means paying attention to the small details. The saying “The devil is in the details” is painfully true in this business. Little details overlooked often compound and snowball into much larger problems if not addressed and corrected quickly. We have all been on fires where a domino-like cascade of events transpires, resulting in less-than-ideal outcomes. That’s why we must sweat the small stuff when it comes to fireground operations.
Many ingredients go into building tactically sound, effective engine companies. It starts with the people who make up the crew and their relentless pursuit of excellence. From striving to develop personal character, physical and mental resilience, and mastery of the basics to maximizing their personnel on the fireground through sound yet aggressive tactics, great engine companies don’t just happen. They are built one drill at a time, one workout at a time, one study session at a time, and one call at a time. Mission-minded engine companies understand that they must have a sound foundation on which to build their company and constantly seek to improve themselves through purpose-driven preparation before the alarm sounds.
NICK PEPPARD is an 18-year fire service veteran and a firefighter/paramedic with the Oshkosh (WI) Fire Department. He has numerous certifications and a B.A.S. in fire science administration from Waldorf University. Peppard is co-founder of the Rust Belt Jakes, president of the North Florida Fire Expo, training chair with the Old-Fashioned F.O.O.L.S., and co-host of the “Make Due: Suburban Fireman Podcast.”
