The day a public safety chief raises their right hand and takes the oath of office, they should be preparing for the day they’ll hand off the reins to the next person. That truth doesn’t diminish the importance of the work; it defines it. It starts the clock. Every decision, every conversation, every organizational change should be viewed through the lens of purpose and legacy. The most effective chiefs know this (or if not, we realize it too late). Effective chiefs don’t lead for applause, they lead to leave the department in a stronger position than they found it.
Clarity in the first 100 days
When the new chief arrives, the expectation from the organization is often swift action — solving long-standing problems, defining priorities and proving leadership credentials. But the most critical work in the early days isn’t aggressive change, it’s sense-making. That means getting clear on the department’s mission, understanding its pain points and, most importantly, identifying and developing people with the potential to lead. Furthermore, this also means removing those in leadership positions who do not.
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All public safety organizations depend on more than policies, training and incident response. They run on trust. That trust exists internally with the members and externally with the community we serve. That trust is built when a chief listens more than talks in the beginning. The first 100 days are about clarity: Who are we? What do we stand for? Where are the barriers? How do things really get done? And who is ready to help move us forward?
A well-respected resource on leadership transitions, “The First 90 Days” by Michael Watkins, emphasizes that early alignment of talent, values and purpose is one of the strongest predictors of long-term success for any leader stepping into a new role. Watkins argues that the first few months are not just about acclimating; they are a decisive window for setting the tone, establishing credibility and creating momentum.
That concept holds especially true in public safety, where leadership changes carry real operational consequences and cultural ripple effects in the field. In our profession, the stakes are high, and the work is both profoundly human and technically complex. The ability to quickly assess the organization’s existing talent, understand its cultural DNA, and build early trust becomes the foundation for everything that follows — resilience, innovation, adaptability and, ultimately, succession. As public safety leaders, we are not simply stepping into a position; we are continuing a legacy, and that starts with ensuring the right people are aligned with the right mission, from day one.
Planning for departure on Day 1 — yes, Day 1
One of the biggest mistakes we, as public safety leaders, make is waiting too long to think about succession. We often discuss being prepared for the next emergency. But what about the next chief? Far too many public safety agencies lack a formal process for identifying and preparing future leaders. This doesn’t just create risk at the top, it erodes development across the organization. Without a system for identifying and investing in talent, promising individuals are either overlooked or burned out. Progress through retirement isn’t succession planning, that’s just laziness.
Additionally, succession planning is not just naming a second-in-command. It’s cultivating a bench of prepared leaders, giving them room to grow, and providing feedback along the way. It’s also about documenting institutional knowledge and embedding good decisions into policy so they don’t walk out the door with the next retirement. Sheryl Sandberg once said, “Leadership is about making others better as a result of your presence — and making sure that impact lasts in your absence.”
Culture and continuity
You can’t build succession on paper alone. It has to live in the culture. A healthy solution includes investing in training programs that go beyond checkboxes and task books, mentoring officers in how to lead during time constraints, and creating an environment where accountability and care aren’t mutually exclusive.
Departments that thrive under new leadership do so because someone before them had the foresight to create systems — not just systems of operations, but systems of behavior, mindset and support. When culture is healthy, transitions don’t disrupt progress. They reinforce it.
Legacy over recognition
At some point, every chief will hang up the shirt and badge. The question isn’t whether you’ll leave, it’s what you’ll leave behind. The work of leadership is not about building something that centers around the chief. It’s about creating something that doesn’t fall apart without them.
True legacy in public safety is measured by what stays strong after you’re gone: the credibility of your officers, the trust of your people, the consistency of service to your community. It’s whether the department still runs on mission, not stiff bureaucratic rules. Peter Drucker said it best: “Culture eats strategy for breakfast.” The best plan in the world won’t survive without a culture that values it, lives it and protects it.
Final thoughts
The fire services is full of traditions — some sacred, some overdue for replacement. One tradition we should all adopt is this: Start every chapter with the final page in mind. Make every decision count, not just for today’s incident, but for tomorrow’s leader. Build something that’s ready for what’s next. That’s not resignation, it’s responsibility. It’s the work of leadership done right.
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