By Jarrod Sergi
Here we are, all lined up and peeking through the blinds, whispering to each other about what they look like and how are they going to act. Here they are, walking through the firehouse doors more nervous than the day they first reported to their training academy. Other firefighters stare across the bay floor to get a good look at them, holding their shiny new turnout gear and looking like a lost puppy dog. We all know who just walked through the door—our new probationary firefighter. Now comes the most important moment in that firefighter’s career: the moment when someone will grab them and show them about life in the firehouse, teach them how to be a good firefighter, and mentor them throughout their probationary year. Right?
This scenario is unfolding at firehouses across the country. Newly released firefighters eager to perform walk into their careers with a very moldable mind and attitude. There are dozens of articles out there about rookie survival and how the first year is so important to these new firefighters and how their careers are measured simply by their performance during this fragile time. But, what about your performance during their first year?
This is where it counts. Will you lead by example? Will you show them the right way to do things? When I was on probation, the firefighters with which I was stationed really took an interest in mentoring and showing me about how to conduct myself around the station or on the fireground or EMS scene and how to value the fire service and its traditions. Without the influence of those firefighters and officers to whom I was exposed first year, I may not be the firefighter I am today.
Now, I know some may say that the new rookie has to bring his own motivation and passion for the job for us to have something to work with. I agree. However, as fire service professionals, we have the responsibility to take a vested interest in his success. A career’s worth of job performance expectations, dependability, and devotion to duty cannot all be served up in a three-to six-month academy stay. It is on your shoulders to give these new firefighters the skills needed to be an asset to the organization. If you were that firefighter that did not lead them in the right direction, the blame can be directed toward you. Ten years from now, will you be the first to say that they are no good because of how they performed while on probation as you were stationed right beside them and did not teach them or hold them accountable?
I served in an engine company where training was not at the forefront of its priorities. This truly bothered me, and I tried my hardest to incorporate training in all the right ways, but the crew was not very accepting. This fire station was a buzzsaw for a new firefighter to walk into. A few days after I arrived, a new rookie reported. To the other crew members, her training was not a priority and not their responsibility. She was a nice person, easy to get along with, and socially acceptable and to them, that was enough. I quickly picked up on this and tried to do something with this new firefighter every day. We stretched hoselines, forced doors, did searches, and talked about the dangers of new building construction and fire dynamics on today’s modern fireground. Not only was she a nice person, she was very motivated, and learned quickly, and I saw her drive to do a good job and perform well.
A few months later, I was transferred to our training division, and this firefighter reported to a different station. Close to two months after she reported to her next assignment, she responded to a residential structure fire where she was riding a ladder company and helped rescue two trapped occupants. I couldn’t have been more proud. I don’t tell this story to bring attention to myself, but I do bring it up to reinforce the importance of mentoring and training our newest members and how it truly does matter. She could have easily fallen into an environment where she was taught nothing; not because it’s her fault, but because she would have been surrounded by an apathetic crew. You cannot expect new firefighters to just “get it.” You cannot expect that new firefighters are going to progress and be valuable assets to your fire department if all you care to pass on is that this firefighting thing is easy and we only have to worry about it 10 days a month. Not only is this thinking wrong, it’s dangerous and has no place in our fire stations.
So, how do we mentor these new firefighters? The first thing you have to do is care. You have to care about the profession, the organization, and its mission. The next thing you must do is lead by example. Be the firefighter that talks the talk and walks the walk. The new rookie is looking to you for advice, looking at the way you perform on the fireground. Show him the right way to do things. Teach him the importance of taking care of his firehouse and having pride in his company and department. Show him how to take pride in his apparatus and how important it is to know every square inch of it and its capabilities. Instill in him the importance of company-level training and how crucial it is to his performance, and remind him that complacency kills.
Do the right thing even when it’s unpopular. You may meet resistance from other firefighters or officers who feel that it’s not important to be involved in company training. They would rather make their beds, plan their next fishing trip, or put more effort into their part-time jobs. While they are wasting time, grab that new firefighter and pull the engine around to the back of the station and stretch lines. Discuss the dangers of modern building construction. Show that rookie the way it should be done. Like I said, I had the fortunate opportunity to be surrounded by good mentors when I first entered the fire service. In turn, that helped teach me how to be a good mentor. There are those among us that did not have that. When you reported to a station you had to fend for yourself and force other firefighters or officers to train you, to teach you something. A good mentor is crucial in the absence of poor leadership; it is up to you to build good firefighters. If you never had that mentor when you were new in the fire service, start a trend.
Right now you can make a difference in someone’s career by showing that you care and are willing to lead from the front and set the example. Share your drive and passion for the fire service. You have the ability right now to create legacies. The most rewarding thing in your career (at least I know it will be for mine) is seeing the firefighters you mentored succeeding in the organization. Nothing will make you feel more proud than hearing from others about the firefighter you mentored or trained performing well on the fireground, doing well in a promotional process, or starting to mentor other firefighters. They are looking to someone to help them, to teach them, and to guide them. Be that mentor, be that leader, and be that person who helps keep this profession what it has and always should be—exceptional.
If you are a new firefighter reading this, surround yourself with positive people; with those who are vested in your success and who have a desire to perform and represent your department’s core values. You will know these people when you see them; stick by their side. If you are the firefighter who has a passion for this profession, sharing your knowledge, and reinforcing the importance of training, continue to do so. You are the ones who help make quality line firefighters. You are the ones who make it matter.
For that small percentage of firefighters and officers that take no interest in training and developing quality firefighters in your station, shame on you. Remember that when the brass hits, there are no excuses. There is no excuse for you allowing poor behavior and bad practices to take place. The lack of training that you did not provide may not only leave blemishes on that firefighter’s reputation or career but it could also lead to him or you getting hurt on the fireground.
Jarrod Sergi is an eight-year fire service veteran and a lieutenant with the Norfolk (VA) Fire Rescue (NFR) assigned to the training division. He also serves as the assistant coordinator for NFR’s regional fire academy. Sergi has a bachelor’s degree in fire science.
