Firefighters learn early in their careers that it is never a good idea to draw too much individual attention to themselves. Being part of the team, fitting in — these are the goals of most new firefighters, not standing out in any way.
Even when something really good is achieved, the cultural norm of the fire service demands that credit be given to the group rather than the individual. Some departments even codify this norm in a joking way by demanding that any firefighter who gets his or her picture in the paper must buy ice cream or doughnuts for the entire crew.
The emphasis on team versus individual makes sense in the fire service. Firefighting is one of the most intensely team-driven jobs there is; it is absolutely impossible to do it effectively alone. Not only does every fire scene include different roles (engine and truck, ventilation and overhaul, water supply and search and rescue, for example) but these roles are completely interdependent — the success or failure of one depends on how all the others are performed.
From the first day they enter recruit school, firefighters learn to be part of the team, not make waves, and go with the flow. The rewards for complete team inclusion are substantial. Being a fully committed team member leads to feelings of brotherhood or family that many firefighters value so highly, and the confidence that their fellow firefighters “have their backs” under any circumstances.
What happens when firefighters who have lived the value of team above all else promote to the position of officer? On the positive side, officers who have experienced the benefits of team membership will promote that sense of common purpose to their crews as well.
But there can be dangers as well. When a firefighter has spent five, 10, even 20 years committed to not standing out, the transition to officer can be difficult. Individuals who want to blend in and just be part of the team may feel some discomfort in taking on a position that by definition requires being singled out.
Developing a command presence that allows officers to be visibly and authoritatively in command without separating themselves from the rest of the crew is a significant challenge for many new officers.
However, there is an even bigger challenge for most officers, and that is the reality that sometimes they must stand up against the will or momentum of what the crew feels is appropriate. Officers must enforce unpopular rules and policies, they must prevent and mitigate harassment of individuals, and they must discipline crew members who do not meet established standards.
Every time officers engage in these kinds of activities, they are separating themselves from their crews — standing out in a way that may be difficult for them personally. But if they refuse to do these things, what do they really stand for as officers?
In so many cases where fire crews have gone seriously awry — where crews have falsified training records, or posted unprofessional material on the Internet, for example — one has to ask, “What was the officer doing when this was going on?” And in every case, the answer is — the officer was just “one of the guys” as the entire crew went off the rails.
Leadership is standing for something, and in some cases standing for something means standing up against something else. Going with the flow is fine as long as the flow isn’t taking everyone out to sea.
Standing up against that flow can be personally and professionally difficult. It can even involve real risks and threats of loss. But in the end, is it really possible to stand for something without standing up, and standing out?
