As a young officer, one of the most important lessons I learned was simple in theory but hard in practice: When you’re in charge, you have to be in charge. That principle extends from the fireground to the drill ground and into every facet of the job where incident command is exercised.
While there are many contexts where collaborative leadership styles are valuable, the fireground demands a clear, confident and decisive leader. At critical moments, there is no room for ambiguity — the IC must direct, decide and deliver.
The bugles on your collar aren’t just symbols, they’re a commitment. They represent accountability, leadership, and the weight of responsibility that comes with every decision, every command and every outcome.
The strategic role of the incident commander
The incident commander operates at the strategic level. While they may be aware of tactics and cognizant of tasks, their focus should be on overarching objectives — offensive vs. defensive posture, rescue profile priorities, extinguishment goals, and situational adaptability across various incident types. Whether it’s a hazmat spill, a structure fire or a technical rescue, the IC’s job is to align resources to the needs of the incident.
Every scene unfolds differently. Some escalate rapidly and remain prolonged; others peak and subside within minutes. A good IC must not only react but also forecast, anticipating the evolution of the incident before it happens.
Command presence: Built, not faked
Command presence is essential — and it’s not something you can fake. It’s forged over time through realistic training, firsthand experience and reflection. This presence isn’t just about barking orders; it’s about seeing the problems on the horizon before they materialize. Predictive capability, built from experience, inspires trust.
Firefighters will risk a lot for a rescue, but they want to know someone is managing the scene who has their back, understands their strengths and limits, and applies risk appropriately. Leadership without trust is dangerous. Good ICs keep crews out of trouble or at least make sure the risk is matched to the reward.
From tactics to tasks: Delegation with purpose
While strategy is the IC’s domain, tactics come next — identifying what needs to be done and assigning resources accordingly. Whether assigning a line to floor two or directing ventilation, the IC’s clarity drives action.
There’s debate in the fire service about whether tasks should be assigned automatically via standard operating procedures or directed on scene. Both approaches are practiced nationally, and each has its place depending on culture and need. The important point is this: Whatever the approach, the IC owns the outcome.
Training: The foundation of effective command
Training is where command is built. It’s where we simulate failure and success in a controlled environment. But for training to work, it must be realistic, actionable and continuous.
Training divisions should assess real incident trends within the department’s service area and design evolutions that directly prepare crews for the challenges they’re likely to face. Piloting training with one or two companies before rolling it out department-wide allows for refinement and relevancy.
After each session, a lessons learned debrief should be shared across the department, so that firefighters walk into training prepared, confident and set up for success, not failure.
Know your people, build your team
An IC isn’t just an operational overseer, they’re a team builder. Knowing your people — how they work, where they struggle and how they fit into the team — gives you insight that pays off on the fire ground. Preparation doesn’t start with tones dropping; it starts with intentional engagement in the station, at drills and through mentorship. Great ICs don’t just lead in the moment, they invest in their teams well before the incident ever occurs.
Dynamic decision-making and adaptability
Incident command isn’t one-size-fits-all. It’s situationally dependent. A good IC assesses scene access, resource needs and unconventional tactics (e.g., a horizontal standpipe) and applies all of it in real time. This includes recognizing when a firefighter’s lack of years or experience may call for reassignment, not because of incompetence, but to avoid overextension in an unfamiliar challenge. That’s not micromanagement, that’s leadership.
Post-incident responsibilities: It’s not over when the fire’s out
The IC’s job doesn’t end with incident stabilization. In fact, the post-incident phase often carries the heaviest lift.
From arranging after-action reviews to coordinating property protection, temporary housing and support for displaced civilians, it’s the IC who ensures these critical pieces get handled. Whether you’re the second, third or fourth-due officer assuming command, the responsibility for the incident’s closure — and its follow-through — rests on your shoulders.
But perhaps most importantly, the IC must check in on the well-being of their people post-event. That includes ensuring all personnel are free of injury and emotionally steady enough to return to work, especially after a high-stress or high-stakes incident. Physical safety is paramount but so is mental and emotional health. It’s the leader’s duty to verify that no unseen wounds linger, either in the body or the mind.
The full spectrum of command
Being in command is more than directing radio traffic on a fireground. It’s preparing before the call, leading through the chaos, and ensuring that what comes after is as strong as what came before. It’s building confidence in your people. It’s training hard. It’s leading with presence, not pretense. It’s earning trust before asking for it. And it’s knowing that when you’re in command, you need to be in command.
