By Derrick Phillips
Fire service organizations are mission-driven institutions with high stakes, and the margin for error is slim. Excellence in operations, leadership and service delivery is not a luxury but an absolute necessity. However, many struggle with entrenched cultures that resist change, reward mediocrity and lack the vision necessary for sustained high performance.
As fire service executives, fostering a culture of excellence is one of the most impactful leadership responsibilities, ensuring personnel are empowered, engaged and aligned with the department’s strategic vision. Furthermore, it’s important to remember that a culture of excellence is not merely about skills training or leadership coaching — it’s about fundamental shifts in mindset, accountability and organizational purpose. Without this foundation, skill development efforts often fail to yield lasting results.
The foundations of a culture of excellence
Let’s explore the key components of cultivating excellence in the fire service and how leaders can drive meaningful, long-term change.
1. Compelling vision and clear purpose
A high-performing fire service organization starts with a well-defined and communicated vision. Every firefighter, officer and executive must understand the department’s mission and how their roles contribute to it. A compelling vision fosters a sense of purpose and belonging, which is essential for engagement and retention. As such, leaders must move beyond generic mission statements and develop clear, actionable goals that inspire personnel. This means ensuring that firefighters and staff see their work as not just a job but a meaningful service to the community.
2. Accountability and high standards
Excellence does not emerge from a culture that tolerates mediocrity. Unfortunately, many fire departments spend significant time and resources addressing underperformance rather than nurturing high-achievers. The result is an environment where competent personnel disengage and leave, while subpar performance is inadvertently rewarded.
To counteract this, fire service leaders must:
- Establish clear performance expectations and enforce them consistently.
- Recognize and reward strong performers through mentorship, leadership opportunities and professional development.
- Implement a structured approach to coaching and accountability for those struggling to meet standards.
- Foster a “move up or move out” mentality, where employees are encouraged to improve or transition out of the organization.
3. Resilience to change and operational challenges
The fire service operates in a dynamic environment where change is constant. New technologies, evolving community risks and shifting policy landscapes all demand adaptability. However, many organizations fall into a reactive problem-solving cycle rather than embracing change proactively. In a culture of excellence, personnel develop the mindset and resilience to face challenges without losing sight of the mission. Leaders play a critical role by:
- Creating psychological safety, where employees feel empowered to voice concerns and propose solutions.
- Encouraging a mindset of continuous improvement rather than complacency.
- Ensuring consistent alignment between daily operations and long-term strategic goals.
4. Collaboration and breaking down silos
Fire departments often struggle with siloed operations, where divisions (e.g., suppression, prevention, training and administration) operate independently rather than cohesively. This hinders efficiency and erodes trust within the organization. A high-performing fire service prioritizes collaboration at all levels. Leaders must:
- Foster cross-functional teamwork by encouraging knowledge-sharing and joint problem-solving
- Ensure that all divisions and ranks understand their interdependencies
- Recognize and reward collective success rather than simply individual achievement
5. A pioneer mentality and commitment to innovation
Fire departments that achieve excellence do not settle for the status quo; they constantly seek to innovate and improve. Whether through new training methods, technology integration or leadership development, these organizations embrace a forward-thinking approach. Executives must encourage:
- A growth mindset, where personnel see challenges as opportunities
- Investment in continuous education and professional development
- A culture where taking calculated risks in pursuit of improvement is accepted and encouraged
Leadership’s role in driving a culture of excellence
Buy-in starts with those in charge. If leadership isn’t on board with a culture of excellence, then don’t expect rank-and-file members to run with the concept. Here are three ways leadership can engage firefighters and raise standards.
1. Lead by example
A culture of excellence starts at the top. Fire service executives and command staff must embody the values they wish to see within their organization. This means demonstrating:
- Unwavering commitment to high standards
- Accountability by admitting mistakes and continuously improving
- Transparent communication to build trust at all levels
2. Make leadership development a priority
Many fire departments promote from within, often elevating top firefighters to leadership roles without formal training in people management, coaching or strategic thinking. This results in leaders who may excel operationally but struggle with personnel management and organizational leadership.
To counteract this, fire service organizations must:
- Implement structured leadership development programs that emphasize both technical and interpersonal skills
- Provide mentorship and coaching to newly promoted officers
- Foster a leadership culture that prioritizes team success over individual status
3. Align culture with strategy
Organizational culture is often seen as intangible, but it’s a measurable factor that directly impacts performance. Studies have shown that organizations with strong, well-managed cultures achieve significantly higher financial and operational success than those without. Fire service executives must take a strategic approach to culture-building by:
- Measuring and assessing the current cultural strengths and weaknesses
- Aligning departmental values, leadership practices, and performance expectations
- Ensuring that every significant decision reinforces the desired culture
Sustaining excellence: A long-term commitment
Building a culture of excellence is not a one-time initiative — it requires ongoing reinforcement. Too often organizations see short-term gains from training or leadership programs, only to revert to old habits when attention shifts elsewhere.
To ensure long-term success, fire service executives must:
- Integrate cultural excellence into daily operations, not just periodic training
- Hold leaders at all levels accountable for upholding cultural standards
- Regularly assess and adjust organizational goals and strategies to maintain momentum
Final thoughts
For fire service executives, fostering a culture of excellence is not just about operational efficiency but organizational survival, firefighter safety and public trust. A department that values vision, accountability, resilience, collaboration and innovation will outperform its peers, attract and retain top talent and effectively serve the community.
Fire service leaders must take proactive, deliberate steps to instill and sustain this culture. They can transform their departments into high-performing, mission-driven teams by prioritizing mindset shifts over short-term fixes, investing in leadership development and embedding excellence into every facet of the organization.
Note: The opinions expressed in this article are my own and are not the official position of my agency.
REFERENCE
1. Kotter, J. P., & Heskett, J. L. (2011). Corporate Culture and Performance. Free Press.
ABOUT THE AUTHOR
Deputy Chief Derrick Phillips is a 30-year St. Louis Fire Department veteran, serving as Operations Chief for the A-Shift, Executive Officer, and the Office of Homeland Security Commander. He holds a Master of Arts in Security Studies from the Center for Homeland Defense & Security at the Naval Postgraduate School and a Master of Public Administration from Arkansas State University. Chief Phillips also holds the Chief Fire Officer designation through the Center for Public Safety Excellence and is a graduate of the IAFC Fire Service Executive Development Institute.
