In the United States, the fire service has evolved over hundreds of years and seen great change: Bucket brigades gave way to steam engines, steam engines evolved to modern pumpers, and now we are seeing the birth of electric fire engines. Our equipment has changed as well. We have technology that allows us to see through smoke, drones that provide aerial reconnaissance over expanding incidents, and predictive intelligence in wildfire growth. Our personal protective equipment allows us to operate longer and safer than ever before. Even the mission of the fire service has evolved from strictly a firefighting workforce to one that provides an all-hazards approach to emergency response services.
At the core of all these changes are the very personnel that deliver these services to the community: the firefighters, officers, and support staff who put their tools and their talent together to meet the varying needs of our citizenry on a daily basis. Key to the effectiveness of this emergency service delivery system is the fire officer–that first and second line supervisor serving in the field, on a shift, making things happen. For argument’s sake, we’ll call this person the company officer.
The company officer is, by far, the most critical position in the daily operations of America’s fire service. The officer position is one of great influence on the largest portion of the fire department workforce. This position is critical in leading firefighters into and out of the most dangerous of situations. The officer also serves as the interpreter of the messages and direction handed down from fire administrators. The role of the company officer is absolutely essential, and the influence is crucial. Thus, as the fire service continues to change, so too must the officer evolve to meet the needs of the department and the community.
The fire officer has a variety of roles to fill that fall into two broad categories: internal and external. Internally, the fire officer serves the department in a number of “formal” roles. The fire officer is often in charge of leading company exercises and training evolutions. He may craft the training on his own or deliver a prescripted evolution or drill designed to evaluate knowledge, skills, and abilities. He may identify and direct company level tasks throughout the day. This may involve company preplanning or hydrant inspections or may be as simple (and yet equally as important) as determining the meal schedule for the day. The officer is also responsible for performance evaluations and determining when discipline should be administered.
While internally the formal role of the fire officer is important, the informal role is equally as important. The company officer serves as a role model and mentor for many younger firefighters in the department and must emulate the values and expectations of the organization. He must be available as a coach and confidant for department members who need support and direction for issues that may not be related to the fire service. The fire officer sets the tone and the example for the crew both in the station and out in the community. The “soft” skills of leadership are crucial for company officers.
The external role of the company officer is equally as diverse as the internal role. The company officer directs personnel on emergency scenes of all kinds, such as responding to fast-moving structure fires where every second counts and split-second decisions can mean the difference between life and death. There are complex incidents like high-angle rescues and hazardous materials responses that draw on critical experience and training to deliver successful outcomes. And there are those nonemergency responses that put our officers front and center in the community for less critical calls for service such as “lift assists” and stuck elevators.
The role of the officer is not limited to the critical aspects of emergency response. Fire officers often take a lead role in other external engagements. Leading fire companies through building inspections and facility walk-throughs allows for direct engagement with our business and industrial communities. Tabletop or full-scale exercises with external partners like our school and hospital communities allow officers to engage directly with our external stakeholders in nonemergency settings. Finally, public relations efforts associated with community risk reduction, fire prevention, and education allow our officers to represent our agencies and build community rapport and support.
While the fire service continues to evolve, we have largely held onto many of the traditions that make our service one of the most respected professions that exist. For many, the traditions of the fire service are sacred. Yet, the world around us is changing at a rate that is perhaps more accelerated than we would like. Changes in the workforce have forced us to evaluate how we interact with different generations in our stations and in our community. Societal and economic changes have impacted the way we look at the world and forced our hand in training and response to new threats including social unrest; cyber insecurity; and, most recently, a pandemic. Community expectations have shifted as well, demanding greater transparency from local government and resulting in the need to increase our value proposition to our internal and external stakeholders.
As the fire service strives to keep pace with a dynamic environment, company officers must evolve to meet the changing demands of the firefighters, chief officers, and communities they serve. Externally and internally, this means fire officers must enhance their interpersonal skills. Expectations and tolerances associated with a diverse community (both in the public and in the fire station) have shifted and demand company officers know how to effectively manage their personnel and embrace efforts associated with diversity, equity, and inclusion. Officers must not only embrace these changes but must be able to educate our newest firefighters and hold a high standard of accountability.
The entire concept of accountability has to become integral in the execution of the officer’s duties. Failure to hold our members accountable leads to a normalization of deviance that can pervade the entire department. In the absence of accountability, small tolerances become acceptable and, before long, organizational leaders are looking around trying to figure out how they arrived at their current state. Accountability needs to be prefaced with expectations and explanations. Firefighters need to understand the expectations of their role and why certain things are important. Providing some historical context or rationale behind decision making does not need to be perceived as justification. Members can make more informed decisions if they are educated as to the value of that decision.
While fire officers need to foster a culture of accountability, there needs to be a certain tolerance level for mistakes. We are in the people business. Mistakes will be made. While these should be minimal because of training and education, they should be opportunities to learn and improve. I have learned there are three types of mistakes: human error (a simple mistake), risky behavior (driving without signaling), and recklessness (knew behavior was risky but did it anyway because there were no bad outcomes). If we as fire officers create a culture where our members are afraid to report a mistake or problem, one of two things will happen: They will either not make a decision at all or not report an error for fear of repercussion. Of course, repeated failures or errors in judgment need to be addressed appropriately.
The “soft skills” of being an officer must have a renewed emphasis on leadership and engagement. Leadership is not merely a byproduct of rank but rather a skillset that builds followers. Being a leader in the 21st-century fire service means taking the initiative to get things done. There is no shortage of projects within the department or needs in the community that cannot be addressed by a fire officer identifying solutions. They may need support, permission, or resources, but officers can do the heavy lifting of compiling these in some fashion to put forward a solution. This assumes that the officers are engaged in the organization enough to understand the needs and can fill gaps where their experience or desire lends itself.
The culture of any fire department can often be determined by the microcosm view of a single fire station. Is the station well-kept (both inside and out)? Do firefighters at that station have a “can-do” attitude that is almost palpable? Do officers and firefighters engage in training without direction or prompting from the Training Division? Often, the officer at each station sets the tone for how that station will function. Even the busiest of crews can have well-kept stations with rock star firefighters if the officer is effective in his role.
Chiefs can help to shape the officers of the 21st century if they are engaged with the workforce, set the expectations, and follow up with a high standard for accountability. Chiefs want their officers to be successful and have all the resources they need to do their job effectively. While budget constraints or political pressures may have a bearing on these efforts, they can be guard rails and boundaries for our folks to operate within. It is the role of the chief to make the expectations clear for the officers of the organization. Chiefs can help officers be successful in the new millennium by clearly communicating their expectations and fostering a culture of accountability.
I’ve always had only three key expectations of people who have worked for me throughout my career. This has been true at every rank I have served in. These expectations hold true for all officers in our organization.
As the fire service continues to evolve to address new and emerging challenges, organizational personnel must recognize that their roles and responsibilities will likely evolve as well. The landscape we operate in is dynamic, and the environment in which we deliver our services is fluid. To be a successful officer, our members should be aware of the expectations of their leaders and strive to meet the needs of their organization and their community. The fire officers of the modern fire service can lead the way in this effort and better position our agencies to meet the needs of the 21st-century fire service.
Salvatore J. Scarpa is a 31-year fire service veteran and fire-EMS chief/EMA director for Columbus, Georgia. He has written numerous articles and presented at many regional and national conferences on leadership, professional development, and contemporary issues in the fire service. He has an associate degree in fire science, a bachelor’s degree in public administration, and a master’s degree in leadership studies. He is a graduate of the National Fire Academy’s Executive Fire Officer program, a credentialed Chief Fire Officer with the Center for Public Safety Excellence, and a current cohort member of the Fire Service Executive Development Institute.