By Harrison M. Hall
In the heart of a tight-knit community, a harrowing motor vehicle collision occurred, claiming the lives of multiple adults and children. The incident, intimately linking the local fire department to personal tragedy, left a mark on the hearts and minds of even the most seasoned firefighters. Amidst the aftermath, a phrase often echoed within the confines of the fire station struck a harsh chord. “We signed up for this,” the fire chief said dismissively, just before a critical incident stress management (CISM) debrief.
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These words, a seeming staple in the fire service community, may have been uttered countless times. Nevertheless, this time, they cut deeper. The aftermath of this major incident was a time for empathy, understanding, and support. However, instead, the fire chief’s comment projected an air of silent endurance over the much-needed collective healing process. Masculine bravado may have its place in the fire service; however, it is not a shield but a shackle in the face of trauma.
This article dissects the problematic undertones of the phrase, “We signed up for this,” often used to dismiss the emotional fallout in the aftermath of traumatic experiences found on the front lines of emergency services. Although it may seem like a convenient remedy for those unsure of how to respond to the manifestations of trauma, such statements can inadvertently depreciate the experiences of those affected. It suggests they should be stronger, that their feelings are not typical, or that they are weak for not coping “adequately.” However, their reactions are an ordinary human response to extraordinarily distressing events. The path to healing may necessitate professional help and understanding, which should be recognized, not shrouded in misguided expectations of resilience.
The Reality of Emergency Response
As firefighters, we willingly jump into dangerous situations that others flee from. We immerse ourselves in physical peril, uncertainty, and raw human emotion. We sign up for heroic deeds, for the chance to save lives. Nevertheless, alongside the sense of purpose comes a parallel narrative—one of traumatic experiences, haunting memories, and a culture that often dismisses the mental toll these take.
When a fire chief declares, “We signed up for this,” it brushes aside the profound psychological impact of responding to incidents involving gruesome accidents; fatalities; or, in the most gut-wrenching scenarios, people we know personally.1 It reinforces the notion that experiencing trauma is simply part and parcel of the job, a notion that could not be more misleading.
Even though studies show that post-traumatic stress disorder (PTSD) rates in firefighters range from 7% to 37%, the stigma associated with seeking help persists.2 Many fear that expressing their emotions or struggling with trauma equates to weakness. However, the contrary is true. PTSD is not a sign of weakness; it is a diagnosable and treatable mental health condition arising from the horrific incidents we witness.3
Furthermore, what does it mean for firefighters battling PTSD in silence? They retreat into isolation, immerse themselves in digital devices, shy away from personal responsibilities and hobbies, and potentially fall into substance abuse.4 We have witnessed colleagues spiraling downward, their pain amplified by the inability to seek help because of the prevalent stigma, eventually succumbing to addiction, overdose, or suicide.
Nevertheless, there are those among us who persevere, who realize that the key to surviving the relentless reality of our profession lies in proactive mental health practices. A balanced diet, regular physical exercise, and supportive relationships inside and outside the firehouse become lifelines.5 Some of us have found solace in mindfulness-based interventions, practicing the skills to calm our minds during our commute to clearly define the transition between work and home.6
Indeed, while individual coping strategies are crucial, they are merely one side of the coin. A more systemic approach is required to address the epidemic of trauma-related mental health issues within our ranks. From the top down, fire departments must advocate for and implement comprehensive mental health support structures.
To start, our leadership must dispel the long-standing culture of silence that surrounds mental health. The fear of judgment stemming from emotional expression is a significant obstacle for individuals with PTSD.7 Negative attitudes toward expressing emotion can hinder processing traumatic experiences, escalating PTSD symptoms. Therefore, fostering an environment where emotional vulnerability is not perceived as weakness but as a natural response to the distressing incidents we encounter is essential.
Institutional support should extend beyond mere words. In the aftermath of traumatic incidents, many firefighters appreciate peer-led CISM interventions. The shared experiences of colleagues often resonate better than discussions with outsiders.8 However, as the same research points out, such social support, although rare, could exacerbate distress. This underlines the importance of training for such peer-support roles and the inclusion of professional mental health experts within our ranks.
The Substance Abuse and Mental Health Services Administration emphasizes the role of leadership in fostering mental well-being in first responders.9 Positive relationships with supervisors and colleagues can act as protective buffers against the onset of PTSD. Moreover, proactive measures like resilience training and mindfulness practices should be integrated into our work culture.5 By teaching firefighters techniques to “take a moment” and process their experiences, we can arm them with tools to better cope with the emotional toll of the job.
Ultimately, fire departments should see their personnel’s mental health as a top priority. By doing so, we can move beyond the archaic notion of “We signed up for this” toward a culture of understanding, acceptance, and active support for the mental well-being of our fellow firefighters. In the end, the reality of firefighting is not just about the perils and heroics. It is also about understanding that trauma, PTSD, and other mental health issues are real consequences that deserve recognition and support. So when someone says, “We signed up for this,” it is time we change the narrative.
Why I Signed Up for This
Following a devastating motor vehicle collision, I led a team of diverse professionals to facilitate a CISM debrief. This moment triggered a thoughtful evolution in my understanding of trauma and my role in supporting fellow firefighters. Though the fire chief’s dismissive attitude created a challenging atmosphere from the outset, the debrief unfolded into a potent release of pent-up emotions, demonstrating the transformative power of CISM.
Participants revealed the haunting sensorial reminders of the incident, recounting the chilling sounds and visceral smells that lingered long after their work was done. Yet, it was not until the adrenaline wore off that the acute stress hit them—a reality check that struck like a pallet of bricks. The debrief not only shed light on the true impact such incidents have on the firefighters but also underscored the vital need for professional mental health support in our field.
During another part of my career, I crossed paths with a firefighter who embodied the “We signed up for this” mentality. He distanced himself from his responsibilities and peers, his zeal for training and work waning daily. His mental health struggles eventually overshadowed his ability to work, cutting his career short. It was a stark reminder that hiding behind bravado and suppressing emotions do more harm than good.
My journey into advocating for mental health support in the fire service was not born merely from professional experience. It was a personal battle that ushered me into this path. Losing my sister to suicide, the final symptom of mental illness, instilled in me the resolve to prevent such tragedies. For me, the phrase, “We signed up for this,” carries a different connotation. I signed up to fight fires, establish a stable career, help strangers on the one of the worst days of their lives, and somehow have fun while I’m doing it. I knew of the invisible psychological impacts that slowly burn us out, but I never knew the weight it would place on my own shoulders.
Without a proactive CISM or peer support system, firefighters can quickly fall victim to acute and chronic stress, spiraling into PTSD. This was an outcome I was determined to prevent. Through persistent advocacy, I was able to sway the skeptics despite administrative pushback and a “We signed up for this” culture.
Facilitating CISM debriefs has shown me the power of communal healing. The initial resistance to vulnerability slowly gives way to open emotional expression, fostering increased trust and collaboration among peers. It is heartening to see firefighters rally around each other, their shared experiences forming a potent balm for collective wounds. Such programs, stripped of any religious affiliations or restrictive frameworks, can nurture an environment of inclusivity and comfort.
As I write this article, my experiences, both personal and professional, underscore the fact that signing up for the fire service is not just about responding to emergencies. It is about recognizing the very human response to trauma, acknowledging the silent battles we fight, and pledging to support each other through them.
Changing the Narrative: Our Collective Responsibility
As we delve deep into the essence of our professional community, the reality that echoes through the hallways of our firehouses is stark. Not a single firefighter walked in and pronounced, “I want to see burning babies,” “I want my friends to be subjected to trauma,” or “I am prepared to witness the worst this world has to offer every day of my career.” Instead, we walked in, ready to do whatever we could to help others, eager to learn and to become professionals. We knew we would witness horrifying incidents, but no level of anticipation could prepare us for the aftermath of such encounters.
The statement, “We signed up for this,” is not a testament to our resilience; it is a glaring reflection of a culture that has yet to fully embrace the mental health crisis. While we pledged ourselves to the profession, we did not consent to the damaging effects on our mental health, which have been pushed under the rug for far too long. The call to serve should never be thought of as a call to sacrifice our mental well-being.
The time to rewrite this narrative is now. We need to build a culture that acknowledges the real mental health challenges inherent in the industry, actively promotes mental health advocacy, and provides support. Fire departments must pivot from a reactive stance on the mental health crisis to a proactive approach prioritizing mental well-being.
This transformation calls for a unified effort from every firefighter, officer, and administrator. It begins with acknowledging that it is normal to be affected by our distressing experiences; it is okay to not be okay! Emotional vulnerability is not a sign of weakness; it is a natural human reaction to traumatic circumstances and a critical first step toward healing. We must acknowledge and support this fragile moment in our fellow firefighters’ lives instead of belittling it.
Our initial training as firefighters does not adequately prepare us mentally for the horrors we will encounter. This is why senior firefighters and officers assume the role of mentors. It falls on them to help weed out the “We signed up for this” attitude from our culture; they must remember that their actions today set a precedent for the firefighters of tomorrow.
We must challenge the status quo, debunk the myths, and strive to foster an environment where mental health is not an afterthought but a core aspect of our duty. When fellow firefighters are grappling with mental distress, we must stand by them, providing emotional and organizational support. When a traumatic event rattles us to our core, we must facilitate open dialogues and ensure appropriate mental health aid is available and accessible.
In doing so, we can steer the fire service away from its traditional disregard for mental health toward becoming its staunch advocate. This shift would not only aid firefighters wrestling with PTSD and other mental health disorders but also boost the fire service’s overall efficacy and morale.
We must care for our mental health as diligently as we respond to the emergencies we tackle. This is the true essence of “We signed up for this.” We can start laying the foundation for a healthier, more supportive firefighting community by embracing this perspective. Together, we can rewrite the narrative, one firefighter at a time.
References
1. Association for Psychological Science. (2015, February 24). “The psychology of the firefighter.” Association for Psychological Science-APS.
2. Tull, M. (2022, August 21). “Development of PTSD in firefighters.” Verywell Mind.
3. International Association of Firefighters. (2020, March 5). PTSD in the fire service: Tackling myths. IAFFRecoveryCenter.com.
4. Farnsworth, J. K., & Sewell, K. W. (2011). “Fear of emotion as a moderator between ptsd and firefighter social interactions.” Journal of Traumatic Stress, 24(4), 444–450.
5. Smith, B. W., Ortiz, J., Steffen, L. E., Tooley, E. M., Wiggins, K. T., Yeater, E. A., Montoya, J. D., & Bernard, M. L. (2011). “Mindfulness is associated with fewer ptsd symptoms, depressive symptoms, physical symptoms, and alcohol problems in urban firefighters.” Journal of Consulting and Clinical Psychology, 79(5), 613–617.
6. Skeffington, P. M., Rees, C. S., Mazzucchelli, T. G., & Kane, R. T. (2016). “The primary prevention of PTSD in firefighters: Preliminary results of an RCT with 12-month follow-up.” PLOS ONE, 11(7), e0155873.
7. Farnsworth, J. K., & Sewell, K. W. (2011). “Fear of emotion as a moderator between ptsd and firefighter social interactions.” Journal of Traumatic Stress, 24(4), 444–450.
8. Isaac, G. M., & Buchanan, M. J. (2021). “Extinguishing stigma among firefighters: An examination of stress, social support, and help-seeking attitudes.” Psychology, 12(03), 349–373.
9. Substance Abuse and Mental Health Services Administration. (2018). “First responders: Behavioral health concerns, emergency response, and trauma” [Disaster technical assistance center supplemental research bulletin].
Harrison M. Hall, a 13-year member of the fire service, is a firefighter with the Greensboro (NC) Fire Department and the Fair Grove (NC) Fire Department. He has also worked as a firefighter in Iraq and Afghanistan. Hall is a Ph.D. student at Liberty University and speaks at events nationwide, educating first responders about autism crisis intervention and diversity leadership within emergency services.
