Part 1
By Jarrod Sergi
Times can get tough in the fire service. Like any other profession or organization, we have our highs and lows. Morale will tend to ebb and flow based off a variety of factors such as workplace engagement, pay, leadership, job satisfaction, and more. As firefighters and officers, some of these factors that erode our morale may be in our control, but a lot of times it isn’t. The one thing that we have total control over is the ability to create cohesion among our teams. I get asked a lot about how to fix morale problems that exist in a fire department, but even as I write this I can’t say I have all the answers. What I can say is unit cohesion is the ultimate killer of low morale (Photo 1). Unit cohesion refers to the bonding of officers and firefighters in such a way to sustain their will and commitment to each other, the fire department, the station, the unit, and the mission. I have seen the results of an officer that strives for strong unit cohesion in a firehosue. Their teams are more competent, capable, energetic, and committed to the team as a whole. This sustained commitment will be present on and off the emergency scene.
FirefighterNation: Unit Cohesion: Harnessing the Ultimate Killer of Low Morale
The idea of unit cohesion started long before any of us were in the fire service. As far back as there has been conflict, unit cohesion played a role in victory. Back in Roman times, it was discovered that armies were much more successful when they were broken down from larger battalions into smaller units. In 400 B.C., Xenephon stated that: “The key factor is the soul of a unit.” To quote Ardant du Picq: “Cohesion becomes a full time, group-level phenomenon that exists across individuals – as opposed to morale or motivation that tends to ebb and flow within individuals.” While we all play an individual role in creating high morale, I want to focus on the company level. What can we do as company officers to drive up unit cohesion and as a result create high morale in our firehouses? Many of us are dealing with issues such a retention, recruitment, poor pay scales, mandatory overtime, and low staffing. I want to encourage you and underscore the fact that as company officers, you can create conditions of high morale in your stations, even if the circumstances that exist around you should say otherwise. It all goes back to creating cohesive units.
If we look at cohesion a bit closer, we will find two types: social cohesion and task cohesion. An effective company officer needs to know the importance of both and how to ensure they are building each type. The first is social cohesion. At the most basic level this can be described as the degree to which the members of the team like each other and how they interact. Social cohesion is all about the bonds that are created between all the team members. Task cohesion refers to how well your crew will work together to complete a task or any other given objective. To build an effective group of performers that will ultimately have a byproduct of high morale, the officer must focus on creating both types.
Building Social Cohesion
One of the first steps that the officer must take if they are wanting to build social cohesion is to be a visible leader! If the only time you interact with your crew is on calls and when it’s time to eat, you are doing it wrong. We all have administrative responsibilities that tug us in different directions. While these are all important, they are not more important than carving out time to spend with your firefighters. Proximity builds bonds and that is your goal if you want to achieve this cohesion. You can’t build relationships if you are in the office all day. You are unable to focus on their needs if you are in the office all day. Manage your time wisely and get out and have a seat on the front bumper with your crew. Some good old-fashioned bumper talk is valuable. The more visible you are as a leader, the more trust that builds within your team.
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Try to reduce outgroups and be inclusive of everyone on your team. There should be no silos that exist within your fire station. Depending on the types that are allowed to grow, they can be very divisive and split up the team. They can drive a wedge between the crew that can be very hard to remove. It is your job as the officer to reduce these outgroups and get ahead of them. When performing training, include everyone and be sure you can meet the needs of the different performance levels that you will have. Treat everyone in your station fair based of their merit, performance, and what they bring to add value to the team. Be empathic to people’s backgrounds, cultural differences, and more. Understand that not everyone will think like you. Not everyone will share the same passion you have towards the fire service. This does not mean that we shut them out. It means that we share our passion with them through our attitude, actions, and example. Show this to everyone on your team while being an empathic leader and you will build social cohesion.
Understand how to navigate conflict and deal with turbulence in your firehouse. It’s all over the place as far as how many people you work with every day. I have 14 people in my firehouse, but there is one thing I can assure you. Whether its four or 14, if you put enough people around each other for enough time, there is going to be some conflict that arises. This is normal, you are dealing with human beings. It’s all about how you navigate that conflict that will lead to positive results. When conflict goes unchecked, it will erode your cohesion. Don’t be afraid to have the difficult conversations. Avoidance typically only exacerbates the problem. In times of conflict, be in control of your emotions, view the obstacles as opportunity for growth of the team, and hold other accountable to your mission and your expectations.
Lastly, get to know your people, both personally and professionally. This goes back to being a present officer. Get to know what drives them, what motivates them, and what upsets them. Take the time to meet with them individually and find out where they want to take their career. Have you identified their short- and long-term goals? Have you created a road map of success for them? Taking the time to share in conversation and learn more about the people you work with. This will build trust and mutual understanding of each other and also among the team. Their families are likely the most important thing to them, so it’s important that becomes important to you as well. What happens at their homes and in their personal life affects their performance at work. I love this profession more than anything, but life is bigger than the fire service. Show them that you care what happens when they leave the firehouse and show them support when needed as they navigate personal challenges, not just professional ones. Show their families as well. It’s nice to know that when their loved one goes to work they know they are supported also. A nice station outing goes a long way. When was the last time you had a station BBQ, caught a ball game, or had another fun outing? Include the team as well as their families in some of the bonding activities.
In part 2 of this article we will look at building task cohesion and how that impacts firefighting operations.
Jarrod Sergi is a captain with Norfolk (VA) Fire Rescue assigned to an engine company. He has had previous assignments as a ladder company lieutenant and fire academy coordinator. He also serves as an adjunct state instructor for both the Virginia Department of Fire Programs and the National Fire Academy focusing on Mayday, strategy/tactics, and high-rise operations. He is an instructor with Real Fire Training LLC. Prior to working for Norfolk, he served in the United States Navy as a damage controlman and a search and rescue swimmer. He is a graduate of the National Fire Academy’s Executive Fire Officer Program.
