By Greg Ward
Networking isn’t a luxury in the fire service; it’s a must. The relationships we build and the conversations we host shape our leadership, accelerate learning and create pathways for innovation. In a profession where trust, efficiency and shared experience matter, leadership networking becomes our foundry — a place where raw ideas, fresh perspectives, and diverse voices are heated, hammered, and forged into practices we can use on the street, in the firehouse and in our communities.
When the tones drop, we rely on training, experience and instinct. But when the incident is rare, complex or politically charged, we lean on something else: the collective wisdom of our peers. Networking is how we access that wisdom. It’s how we learn faster, lead better and prepare for challenges we haven’t yet faced.
The importance of leadership networking
Every profession benefits from networking, but the fire service is uniquely dependent on it. We operate in high-risk, low-frequency environments where emergencies require rapid, decisive action.
Our best defense is shared experience — the lessons learned by peers, the tactics refined by other departments and the leadership approaches stress-tested in real time.
Leadership networking delivers five distinct benefits:
- Speed of leadership insight: When a new challenge emerges — whether it’s a staffing crisis, a wildfire or a political issue — networking gives leaders immediate access to proven strategies. Instead of reinventing the wheel, you learn from someone who’s already solved the problem.
- Culture-shaping support: Culture is contagious. When leaders connect, they share values, behaviors and expectations that ripple through their organizations. Networking reinforces the principles that make the fire service strong: trust, humility and service.
- Innovation sharing: Great ideas rarely stay local. Networking accelerates the spread of innovations, whether it’s a new training model, a community risk reduction strategy or a leadership development program.
- Leadership growth and development: Future leaders grow faster when they’re exposed to diverse perspectives. Networking creates mentorship opportunities that help rising officers see beyond their own department.
- Credibility in the community: Our members, elected officials and community partners notice when leaders are connected. Networking builds confidence that decisions are informed by best practices, not isolated opinions.
From Baggers to the Think Tank: The evolution of leadership networking
The late Chief Alan Brunacini understood something timeless: Leaders become better leaders in community. His informal “Baggers” gatherings were models of humility, generosity and practical learning — a place where the agenda was service and the currency was trust. There were no titles, no rigid protocols, just real conversations about what works and what doesn’t.
The Colorado/Wyoming-based Leadership Think Tank concept carries that spirit forward: a structured yet human forum where leaders gather to learn, teach, challenge, mentor and support. Think of it as a working space where ideas are tested, refined and put into action while staying grounded in Brunacini’s principles — “be nice” and simply asking, “what’s going on?” to spark discussion.
The Leadership Think Tank currently includes approximately 70 invited leaders, selected through member recommendations. Its flagship event is a two-day in-person session held every fall, featuring a balanced mix of open discussions and formal presentations. To maintain engagement, the group connects virtually every other month during lunch. These sessions keep the momentum alive, ensuring that collaboration isn’t limited to one annual event.
This model has proven so effective that new chapters and affiliations have begun to emerge across the country. One example is the Great Lakes Fire Chiefs Think Tank, which has been meeting for nearly a year. Like its Colorado/Wyoming counterpart, the Great Lakes group facilitates candid discussion, shares information and strengthens leadership across agencies. These regional expansions demonstrate the scalability of the concept and the hunger for authentic leadership networking in the fire service.
Why does this model work? Because it blends structure with authenticity. Presentations provide clarity and share proven strategies. Open discussions invite candor and creativity. The magic happens when both collide when ideas aren’t just presented, but challenged, refined and turned into action.
Establishing your own leadership network
You don’t need a mission statement carved in stone or a 12-step organizational plan. You just need intention and the courage to send a few invites. Here’s how to start, without making it weird:
- Start small and keep it real: Invite 8–12 leaders from different agencies, a mix of experience levels, and even a couple of folks outside the fire service for fresh perspective. Diversity of thought is key. Avoid the trap of gathering only like-minded people. Harmony feels good, but disagreement sparks growth.
- Take the first step: Send a simple invite, something like, “Hey, I’m pulling together a small group of leaders for dinner to swap ideas and talk shop. No agenda, just good conversation and a chance to learn from each other. You in?”
- Break bread first: Skip the conference room. Book a private table at a local spot, order family-style, and let the conversation flow. Meals create a relaxed environment where titles fade and honesty rises.
- Keep it light, but intentional: Start with wins, hit one or two big topics, and end with action. Limited presentations, avoid rigid agendas and encourage real talk.
- Build momentum: Follow up with a quick email. Share takeaways, suggest the next date, and ask if anyone wants to bring a guest. Momentum is built in the follow-up.
- Add some rhythm: Monthly breakfasts, virtual check-ins and an annual in-person retreat keep the network alive. Consistency matters more than complexity.
- Keep it fun and useful: Rotate locations, mix up topics, and make sure people leave with something they can use tomorrow. Networking should feel like an opportunity, not an obligation.
Regional flavor, national vision
Start local, as your region shares unique challenges. Then widen your lens to national and even international perspectives. Adding a national perspective to your leadership networking group is critical because it broadens your lens beyond local challenges and solutions.
Slowly incorporate voices from outside the fire service — including industry, business and community leaders. These perspectives enrich discussions and prepare you for cross-disciplinary collaboration. Business leaders bring a critical dimension to the conversations that can help us think beyond traditional approaches.
Your legacy project
When we talk about legacy in the fire service, we often think about apparatus, buildings or policies. Those matter. But the most enduring legacy may be the relationships you forge and the leaders you grow. Leadership networking isn’t about collecting contacts; it’s about building bridges that outlast you. Be the architect of a network that strengthens the profession long after you’ve hung up your helmet. Start small, stay consistent and keep the conversation real. Because in the fire service, leadership isn’t a solo act, it’s a team sport. And the best teams are built around tables, not titles.
ABOUT THE AUTHOR
Greg Ward is an assistant fire chief for the Loveland (Colorado) Fire Rescue Authority (LFRA), currently leading the Risk Reduction and Readiness Division, which includes training, community safety, logistics (including fire apparatus and facilities) and firefighter health/safety. Ward has served LFRA for 31 years and has a total of 38 years in the fire service. He holds the Center for Public Safety Excellence Chief Officer and Chief Training Officer credentials. Ward serves as the president of the Colorado Governor’s Board for Fire Training and Certification Advisory Board. Ward is a third-generation chief officer and one of four generations in his family who have proudly served the fire service in Colorado.
