By Bryan Norris
“We’ve always done it this way.”
“I’m old school.”
“That’s not my job.”
“Admin sucks.”
Every fire service leader has heard these statements. Many of us have said them ourselves, often years before assuming a leadership position. These comments, and many others like them, have become so common that leaders are simply desensitized to them.
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To be clear, when I say “leader,” I mean senior firefighters, company officers and chief officers — anyone who is formally or informally placed in a position of responsibility to lead. Leadership means accepting that responsibility, which includes having difficult conversations with the people we work alongside and, in some cases, consider friends and peers. That responsibility also requires us to listen more carefully to what our people are actually telling us, especially when the message comes wrapped in sarcasm, frustration or a familiar firehouse phrase.
As leaders, I would challenge you with one question: Are we simply listening to the words, or are we listening to the message?
What are they really saying?
Leaders often hear statements that should cause concern but dismiss them without considering what may be behind the words. Have you ever thought, “They were only kidding,” “They just don’t understand the big picture” or, even worse, “That’s just how firefighters talk”? Those are natural thoughts. But what if the person is truly being negative? What if the statement is uncovering a deeper issue that our own perspective does not allow us to see?
In other words, what if they are right? These statements often reveal a communication problem, cultural problem, safety concern, lack of trust, legitimate operational concern, resistance to change or a genuine frustration with leadership. A leader’s job is not to automatically validate or dismiss a statement. The job is to investigate it.
The statement is the alarm
A statement is an alarm. It is not necessarily the diagnosis. Talk to your personnel. Ask what they mean. Understand the issue before deciding how to respond.
Let’s consider a handful of common statements that should give leaders pause.
1. “This is the way we have always done it.” The late Fire Chief Ron Coleman once explained that when we continue doing something for so long that we forget why we started doing it, it becomes tradition. I believe fire service traditions deserve to be understood before they are either honored or discarded. There are many traditions for which we understand exactly why we do them, and many are worth preserving. But operationally, Chief Coleman makes an important point.
At a deeper level, this statement may signal resistance to change. As leaders, we need to understand how a practice developed, why it continues to exist, and whether it remains sustainable and applicable. Our industry is constantly changing. If we refuse to change with it, that is not sustainable.
2. “This is stupid.” Could it be an attitude problem? Absolutely. Could it be a communication issue? Certainly. Could it reflect a lack of understanding of the bigger picture? It could.
If a leader assumes the firefighter is wrong before investigating the possible issue, they could be missing an opportunity to improve the organization. We have to be mature enough to look in the mirror and objectively analyze our own actions. When you hear “This is stupid,” that may be the time to investigate and engage in some self-reflection, not become defensive.
3. “I’m fine.” This might be the scariest statement of them all.
I have been around firefighters and paramedics for most of my life, and I know that we don’t always ask how someone is doing simply because they appear to be acting like themselves. Often, we ask only when something has happened that we believe may have affected them physically or mentally. To be fair, “I’m fine” can absolutely be a true statement. That is what makes it so difficult.
For many of us, the people who know us better than almost anyone outside our families are our fire department family. Sometimes, a conversation or an offer of help can make the difference between having a teammate beside you and attending that teammate’s funeral. For leaders, “I’m fine” should not always be the end of the conversation. Sometimes, it should be the beginning. Keep asking questions. Pay attention. Understand that someone’s mental health can change quickly and that a problem can escalate just as quickly.
I also speak from experience when I say that if people you trust are telling you that you are not yourself, take the hint. Ask for help. Talk to someone. To do this job, we have to develop a sense of invincibility. We could not run into burning buildings, respond to traumatic incidents or repeatedly expose ourselves to things most people will never experience without believing, at least to some degree, that we can handle it. But it is a lie. No one is invincible, and no one can do this alone.
When the alarm sounds
As leaders, what should we do when we hear something that causes concern? I would propose remembering the acronym STOP.
- S — Stop and listen. This is not the time to judge, become defensive or overreact. It is time to have a conversation and obtain the real information behind the statement.
- T — Translate the statement. What is the person really trying to tell you? If we genuinely listen, we may gain a perspective on an issue we did not know existed. If the statement results from a communication or transparency problem, we have been given an opportunity to see the issue from another perspective. Taking the time to do this may also let your personnel know that you actually hear what they are saying.
- O — Observe the environment. Is this an isolated issue, or is it a pattern? One person’s comment may represent an individual concern. Repeated comments from multiple people may indicate something much larger within the organization.
- P — Pursue the underlying issue. This is where we evaluate the concern, collect information and data, and determine whether there is actually a problem or whether an alternative approach could make us more efficient or effective. At this stage, do not be afraid to involve the person or people who raised the concern in developing the solution. Doing so can create ownership and pride in the outcome while also developing future leaders within the organization. Don’t be afraid to pull back the curtain and let people help. The goal isn’t simply to identify the problem; it is to create a solution and, whenever possible, involve the people closest to the problem in building and implementing it. This professional development will benefit your organization and the people in it.
Listen for the alarm
Every firehouse has phrases that leaders hear so often that they become background noise. But sometimes those phrases are alarms. They may signal frustration, resistance, cultural problems, communication failures, safety concerns or something much more serious. We don’t need to agree with every statement our people make. But we do need to listen. The words may not be the problem. They may be the warning.
ABOUT THE AUTHOR
Bryan Norris is a seasoned fire service executive with more than 30 years of experience in fire operations, EMS, emergency management, special operations and community risk reduction. He most recently served as Deputy Chief of Support Services and Emergency Management Coordinator for the San Antonio Fire Department, where he provided direct oversight of multiple divisions and executive-level leadership across the department. Norris is a graduate of the National Fire Academy’s Executive Fire Officer Program and holds a Master of Business Administration in Public Administration and a Bachelor of Science in Fire Science from Columbia Southern University. He is a credentialed Chief Fire Officer through the Commission on Professional Credentialing and has focused his career on innovation, organizational effectiveness, collaboration, and using data and technology to improve fire and EMS service delivery.
