Having the Leadership Mindset

By ERIC LINNENBURGER

You’re at a certain point in your firefighting career where you now have a solid understanding of your current position. You might even be getting an “itch” for a new challenge or more responsibility. Positions that once seemed far beyond your abilities and held by giants in your world are coming into focus as something you may be capable of. You may find others coming to you for advice and drawing more from your knowledge and experience. You are more aware of leadership decisions and may be thinking things like, “That’s not how I would have done that if I was in charge.” You’re starting to understand the bigger picture of things, and your experience is giving you an opinion and a voice, becoming more aware and engaged.

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This personal journey (or some version of it) has been traveled by many before you. Some test the waters, only to reaffirm that they are already where they need to be, while others start the upward climb and never look back. After getting hired for my dream job at age 23, I remember thinking, “Why would anyone want anything other than to be in the pocket of an engine or a truck company, riding backward?” How could I possibly be responsible for others when keeping my own head attached and staying out of trouble had me stretched to capacity?

For those who stay at that task-level firefighter position and are positive and productive for an entire career, much respect! The fire service needs those masters of their craft. If, however, you desire that new challenge of a formal leadership position, don’t take it lightly; it is very rewarding and, although some people seem to make it look effortless, it will humble everyone at times. It takes great sacrifice, and you WILL be immediately knocked down if you don’t respect the weight of the responsibility and have your priorities straight. You also need to be in it for the long haul, which, in our world of instant gratification, can be difficult for some to understand.

This article will offer some universal tools and encourage a certain mindset for leadership growth that results in benefits on the fireground and in the firehouse. It will also serve those preparing for their first formal leadership position as well as those bettering themselves in their current position. Lastly, it will hopefully bring an awareness to the influence one has as a leader and encourage it to be used for good. Understand and appreciate that we can and should develop these skills just as we develop the task-level skills on the training ground.

The Process of Leadership

Leadership must be an active and ongoing process. Being an effective fire service leader is not as simple as being the most skilled or tenured firefighter in the company. It’s universally understood that the company officer needs to stay sharp and be the expert in all task level fireground skills. Also well understood is the need for the company officer to start thinking more strategically, as he may play the role of incident commander until a chief officer arrives. In some systems, the company officer may stay at that strategic level through the duration of the event. We understand and prepare well for these aspects of the job; those functions are clearly defined and in “the book.”

Why don’t we focus greater attention on the more intangible leadership components, the things that can’t as easily be taught and aren’t spelled out in a standard operating guideline (SOG) or textbook? We all know that trust and respect are built long before running an alarm as well as with the types of people we respect and whom we would run through a wall for. The “good” ones don’t have to be the loudest or the strongest personality in the room to command respect; the good ones never demand or ask for it. The good ones are authentic and consistent and lead by example. They have self-awareness and are willing to learn from those above and below them in the rank structure. They build relationships and have respectful interactions with everyone they encounter long before the emergency call drops. Don’t wait until you get pinned with the collar brass to start developing as a leader. Learn to lead yourself before effectively leading others.

Why Leadership Matters

Every firefighter should be familiar with the National Institute for Occupational Safety and Health (NIOSH) top five causal factors in line-of-duty deaths, which follow:

1. Improper risk assessment.
2. Lack of incident command.
3. Lack of accountability.
4. Inadequate communications.
5. Lack of or failure to follow established SOGs.

What is the common link in all these factors? Leadership. Every single one of them is, in some way, a function of leadership and, in part, company-level leadership. It’s not just about having the knowledge and courage to lead a crew through the front door to attack a fire. Leadership is knowing when to pull the team out or report problems when the rest of the team is saying, “Just give us one more minute, boss.” It is also about understanding that it’s the leader’s responsibility to build and prepare the team before the alarm as well as the willingness to take full accountability when things go wrong and give credit to the team when things go well. It is why leadership matters and should be taught and systems created to support and guide our leaders at every level in the organization.

The term “leadership” gets tossed around frequently these days, especially when it is lacking. In the past, we reserved the term “leader” for the chief, a CEO, or a high-level politician. Everyone else was considered and looked at more as the “boss” who told people what to do and enforced the rules. This thinking has changed in recent years, and for good reason; we understand how important placing the right people in our chain of command is to the overall health and functionality of the organization. Rules need to be enforced and marching orders communicated, but we better understand the influence anyone in a position of legitimate authority has over others. This cannot be taken lightly.

In our business, you need to be responsible for only one other person, and it can mean life or death. The lowest-level company officer responsible for a single crew carries a much heavier responsibility than a high-level leader responsible for hundreds in a corporate setting. The “rubber meets the road” with the company officer or task-level boss in those tough situations. This doesn’t apply only to situations on the fireground, either. Even more often, we need courageous leadership behind closed doors to guide and protect our most valuable resources—our people.

The long-term skills necessary to build a team confidently, make the unpopular calls on the fireground or in the firehouse, and truly care for the people in their charge does not happen naturally; we need training in these areas. The beauty of it, though, is that this is something you don’t solely have to rely on others to provide you. With motivation, an openness for self-reflection, and a little guidance, you can begin to develop as a leader long before you officially become one. Of course, there is no comparison to real experiences, but you will not be able to use those experiences for development if you aren’t already primed with the right mindset.

Prepare for the Job, Not Just the Assessment Center

All too often, I see people decide they will “put in” for leadership positions after the job announcement is made. They then start the “mad dash” of studying and preparing for the assessment center. They crack open the SOG manuals, fireground strategy and tactics books, and so on, and start cramming for a solid month. This doesn’t work! Even if you do fake your way through, you will eventually be exposed by the actual job.

Instead, prepare for the job long before the structured testing process. The actual job should scare you way more than the test in a controlled environment. This must be a career-long attitude. Know your job and the system in which you are working. Know and understand your SOGs, directives, rules, and regulations. Pay attention to the current events and happenings within the organization.

Many times, I’ve been approached with or overheard a conversation about how unfortunate it is that we don’t have a policy or system for one thing or another when we actually do. Or, many times, policies have changed, and people blame the organization for not telling them. Of course, the organization can be at fault for not effectively communicating this, but chances are the information was there the whole time. It just wasn’t important enough for people at the time.

If you are a leader responsible for people other than yourself, you must “have your head on a swivel” and understand these things. Seek out the information, ask the right questions, and ensure that those for whom you are responsible are informed. Start working on increasing organizational engagement before you are responsible for others.

Don’t wait for structured leadership development programs or someone to pull you aside and feed you with leadership information; seek it out. Read and understand the job description for the position above you. Are there prerequisites for the position like certifications, education, and so on? Understand the requirements and expectations inside and out. These things take time. Start chipping away. Don’t wait until the last minute to cram in these requirements. Take the time to absorb the information and apply it to the job. When you truly understand and are engaged in the job, it shows. People will start going out of their way to assist you with your development.

Take advantage of any opportunity for development and step out of your comfort zone. Be the one in training situations to volunteer to go first, especially if you are in a position with which you are not completely comfortable. Start being that informal leader. If becoming a company officer is your goal and your department allows acting up, don’t pass an opportunity to do so. I’ve witnessed many people say they want every opportunity to “act” at their home station but would rather not move stations. Get out and see the world. Experience different perspectives, attitudes, and abilities. Do you have a station bidding system within your organization? Are you bidding on stations that will make you better or are you just bidding based on comfort or where your buddies are?

Learn How to Be Mentored

Mentorship doesn’t only come from a person of higher rank. Sometimes, it doesn’t even come directly from people. Be mentored by experiences. Learn from mistakes. Don’t expect people to give you the answers. It’s a two-way street. What do you offer them? Don’t be so entitled to think they owe you something. When you do find someone you trust and would like to be mentored by, make sure you approach it correctly. Mentorship should be active, and the lessons do not always come directly or immediately.

Author Robert Greene writes and speaks often on the importance of being a good apprentice in the process of becoming a master of something. In his book The Daily Laws, he writes, “Find a master to apprentice under, but instead of thinking about how much they can give you, think about how you can help them with their work.”

Firefighters are doers. Find ways to get involved and work with mentors. How can you gain experience by working with them? Are there projects you can take on within your station or teams of which you can be a part? Can you assist your officer or training division by planning and implementing training drills or take some of that responsibility from them?

Standing in front of that group running a drill is leadership. Naturally interacting with the students allows you to work on your communication skills—and often your patience. Build and revise a lesson plan. Show vulnerability and seek honest feedback when the drill or session is complete.

When you approach your mentors for advice, be deliberate and have a plan. Share your intentions with them ahead of time so they aren’t caught off guard and can prepare. This gets you better feedback and shows respect for their time. Don’t just “cold call” them with a question like, “Can I pick your brain about everything there is to know about being a leader?” Instead, set an appointment and give some specifics you would like to discuss ahead of time. This will start the conversation and then allow you to go off more naturally on some tangents and solve the world’s problems.

Also, don’t rely on just one mentor. Talk to many people, but do it over time. Meet with people with whom you don’t see eye to eye. Learn to appreciate alternative perspectives and avoid the echo chamber. The more you do this, the more confidence you gain and the better your communication skills become, building better relationships that will serve you well years down the road.

Positive Habits and the “Long Game”

We live in a high-pressure world of instant gratification. Why read a book when you can watch a 90-second Tik Tok video and become an expert? There is no doubt this sentiment is creeping into the firehouse. People want all the answers, they want someone else to provide them, and they want them yesterday.

This is a career profession, and the great ones are humble enough to know there is not enough time in even the longest career to know everything, but they will strive for a high level of proficiency. They understand they must play the long game and learn from experiences as they occur.

Author and economist Malcolm Gladwell made famous a claim in his book Outliers that it takes 10,000 hours of intensive practice to achieve mastery of complex skills. It’s impossible to correlate the exact amount of time needed to become a master of fire service leadership or to master a specific skill. I would venture there is no point at which anyone in this field deserves to call himself a master. What cannot be argued is that there is no substitute for time and experience.

Be consistent and create life habits that guide you as a whole person, not just habits that benefit you on the job. In James Clear’s book Atomic Habits, he talks about goals and systems. He writes, “Goals are good for setting direction, but systems are best for making progress … your habits are shaped by the systems in your lives.” Systems can be infinite and are designed to evolve, whereas goals have an end point. These systems breed consistency. Your fire company will appreciate consistency and clarity when you guide their day-to-day activities. Don’t be that leader who says a bunch of words at the shift briefing but then doesn’t follow through. If your goal is to become a leader in your organization, sustainable systems make it obtainable.

Also, don’t start joining committees and sending a bunch of e-mails one week before the promotional process to get exposure or some sort of an angle. Remember, one of our innate skills as firefighters is recognizing nonsense. Be deliberate, and don’t miss any opportunity to gain experience, but do not go hunting for it while knocking down others in the process. Avoid bitterness when others are given an opportunity or experience; if you wait long enough while fully engaged in the process, experiences will happen. If you act as if every interaction and experience will provide a learning opportunity, you won’t miss out. Don’t limit yourself to only on-the-job experiences. Seek ways in your community and your personal life to get involved, give back, and gain experience. This will help develop the whole person and experience different perspectives.

Think Like a Leader

Pay constant attention to your surroundings. Watch the leaders around you. Think about how you would handle certain interactions and deliver messages. If messages or directives don’t land right with the crew or battalion, how will you be part of the solution and help your boss? Resist the urge to jump in on the criticism that ensues at every firehouse when the boss walks away. Be part of the solution. Ask questions and be an advocate. Don’t add to the problem. Become that positive informal leader in the firehouse and on the fireground. You must be a good follower before becoming a leader.

Next, stay engaged while in the apparatus back seat or returning from a transport on the medic unit and learn your district. Size up buildings in your head. Talk to your crew about their approach to attacking fires in certain occupancies. When inside a building, pay attention and add a mental preplan to your “internal hard drive.” Whether you are on a service call, an emergency medical services run, a business inspection, in public education, and so on, it is an opportunity.

Now, read and use media for good. Reading keeps your head in the game and helps you think and speak at a higher level. However, don’t confuse this for acting smarter than everyone else in the room. Reading and staying engaged should give you the confidence to speak less and listen more. Harry S. Truman famously said, “Not all readers become leaders, but all leaders must be readers.” Read fire service-specific materials to stay technically proficient and up on current events, but also stretch yourself and read nonfire service works such as biographies of historical leaders and interesting people to see what made them tick. Learn from their successes, failures, and motivations. Read about human nature and why people act and think the way they do. Even certain fiction can provide lessons in human interaction and behavior. Force yourself to read things you may not fully understand or agree with. Our job is people!

Many of us in this field have attention issues, and we may not feel we can sit down and immerse ourselves in War and Peace. Fortunately, listening to podcasts and audiobooks helps you stay engaged and can be done almost anywhere. Recently, during my commute, I was listening to a podcast on good fireground radio traffic and profiling a big apartment fire in Cobb County, Georgia, where the IC had to do a strategic shift from offensive to defensive. What happened that morning? We dropped a multifamily structure fire that I had to command. The podcast was great preparation for going into my shift—I felt primed. This same concept can also prepare us to deal with people, our most valuable resource. There’s no guarantee of a fire, but there is a 100% guarantee you will be having human interaction during the shift.

Control the Controllable

All too often, the people who talk the biggest game usually have the biggest mess in their personal lives or are horrible teammates on the job, and it usually carries over into their work performance. What about someone so focused on earning a promotion that he neglects his current job or even acts like it’s below him? One of the best ways to prepare for the future and prove yourself is to be the best you can be in your current position.

Take ownership of your job. Share your experiences, and mentor others. Volunteer to help with whatever the team needs. When you do this, good things happen that help you develop as a leader and build relationships that benefit you down the road. Respect and trust come much quicker for those who excel in what they do, and the people you support will support you when you become their leader.

I understand when people say things like, “I’m not here to be liked or be everyone’s friend.” As a leader, you must be able to make tough decisions for the right reasons, and people will often disagree. However, strive to be respected so your message is properly received. It’s all about putting others first and building up that emotional bank account. Show them you care and that your intentions are good and they will do anything for you because it is right, not because you told them to.

I’ve found benefit in ancient stoicism because it’s simple, timeless, and usable in our modern world. One of the basic tenets of stoicism is, we can’t control what happens to us; we only control our thoughts, emotions, and how we react. Control the things you can, be accountable, and take care of business. I’m not suggesting you suppress your emotions, but be in control of them and do not burn bridges or fall on every sword; you won’t have the stamina for that during your career and it will not build credibility.

Losing a few inconsequential battles along the way won’t keep you from winning the long game. Practice being clear and deliberate in your actions and stay calm and levelheaded, both on the job and in your personal life, and everyone around you will appreciate it. When you earn that leadership role, it will pay dividends.

We, as a fire service, are finally recognizing the toll this job can take on our mental health. We must watch out for one another and speak out when someone doesn’t seem right. The challenges of the job alone can have lasting effects, and we still have a personal responsibility to control those things that put us in the best position to be resilient. Too many of us pour everything into the job but then neglect everything outside of it, like family and health. Be a leader at home! Take care of yourself physically and mentally. If you aren’t stable personally, how can anyone trust you to lead them? The good leaders are not just leaders on the job; they lead and set a positive example in all aspects of life.

There is more talk and awareness than ever surrounding the subject of leadership. Today, companies and individuals are making a lot of money selling ideas and principles as their own. Don’t overcomplicate it. Be the leader for whom you have always wanted to work. Be humble, confident, and consistent. These skills must be trained on and practiced, no different than training on incident command scenarios to prepare for an assessment center. Start thinking and acting like a leader now and it will carry over naturally but, more importantly, it will make the transition to leadership more seamless for you and those around you.

Leadership is all about personal sacrifice and taking care of others. This is more than just figurative. We are trusted with the lives of others. Families are trusting you to keep their loved one safe on the fireground. The community blindly trusts you in their homes and with their loved ones. This is some serious responsibility. If you have the courage to be the grown-up in the room in all interactions, on and off duty, and think of this bigger picture, you will be successful and exactly the type of person the fire service needs to take it into the future.

References

B Shifter Podcast. (2022). Retrieved from https://open.spotify.com/show/15Xv5CFl3mG0Qm3zZ6Pi4E.

Clear J. (2018). Atomic habits: An easy & proven way to build good habits & break bad ones. Avery, an imprint of Penguin Random House.

Gladwell M. (2009). Outliers: The story of success. Penguin Books.

Greene R. (2021). The daily laws: 366 meditations on power, seduction, mastery, strategy, and human nature. Viking Press.

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ERIC LINNENBURGER is a 24-year fire service veteran and a 22-year member of and battalion chief for the Westminster (CO) Fire Department (WFD). With the WFD, he has also served as a firefighter, paramedic, lieutenant, and captain. Linnenburger has a bachelor’s degree in business of government from Regis University and an associate in fire science technology from Aims Community College.