By Luigi Davoli
During a recent discussion in an online EMS forum, a group of us was talking about a friend and mentor who passed away too soon. He wasn’t loud or overbearing. Quite the opposite: He was quiet but had a considerable presence. What set him apart — and what we continue to remember him for — was how he defined what became known among us as the three Cs of emergency medical care: confidence, competence and compassion.
As I reflected on the three Cs and how I had used them in my role during incidents, I realized that I had used them in my leadership roles as well. Leadership as a first responder carries immense responsibility. Leaders face complex, dangerous and emotionally charged situations daily, and strong leadership is crucial for operational success, team cohesion and public trust. Moreover, for leaders, the three Cs are transferable to the administrative side. The three Cs are pillars that enable leaders to perform their roles effectively while also inspiring others, cultivating trust and guiding their teams through the unique challenges of emergency response.
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Confidence: The foundation
At the scene of an incident, confidence is not arrogance; it is a calm, assured presence that inspires trust and promotes stability under pressure. Emergency scenes are inherently chaotic, with lives, property and safety hanging in the balance. In such conditions, subordinates look to their leaders for guidance. If a leader hesitates, appears unsure or communicates uncertainty, it can trigger anxiety and confusion among the crew. Conversely, when a leader exudes confidence, it instills a sense of order, discipline and motivation, even in the face of crisis.
Equally important is the leader exuding confidence in their administrative work. Subordinates look to their leaders for answers to a variety of administrative concerns. No matter the answer, it must be provided with confidence to the member who posed the question. In addition, the leader must be confident that the decision is in the best interest of the organization.
The role of confidence in decision-making
Leaders often have to make quick, high-stakes decisions. During emergency incidents, decisiveness driven by confidence can mean the difference between success and tragedy. Whether it’s choosing a strategy for fire attack, calling for evacuation or triaging at a multi-casualty incident, a confident leader enables decisions to be made promptly and executed effectively in the best interest of the community and responders.
When dealing with administrative issues, leaders must be confident in their responses and actions, whether granting a vacation request when staffing is tight or issuing a disciplinary action after a misstep by a subordinate. The actions are never taken lightly, but in a fashion that shows the confidence of the leader without eroding trust.
Confidence as a tool for leadership development
Confident leaders can use this trait to develop future leaders. They are secure enough to empower others, delegate tasks and trust their team. By modelling poise under pressure, they teach up-and-coming leaders how to maintain their composure and think critically. Additionally, confident leaders are more likely to engage in honest self-assessment and accept constructive feedback — traits that are essential for continuous growth.
That being said, confidence must be grounded in reality. False bravado and overconfidence can lead to arrogance and complacency. Succumbing to this reckless behavior could result in consequences during an incident or when dealing with an administrative concern. That’s why confidence in the fire service must be tightly intertwined with competence.
Competence: Formulates trust and effectiveness
Where confidence inspires, competence sustains. To be effective, a leader must have technical knowledge, tactical skill and operational experience. From these, effective leadership is built. First responders operate in high-risk, high-intensity environments. In these situations, there is no room for guesswork. Team members must trust that their leader knows what they’re doing, and that trust is earned through demonstrated competence.
In administrative scenarios, leaders must be competent in policy, legislation and collective agreements to effectively and efficiently administer the day-to-day operation of the organization. Just like at emergency scenes, where the trust of the members is earned, trust is further amplified when a competent and skilled leader addresses daily concerns.
Technical and tactical proficiency
From fire dynamics and building construction to labor laws and collective bargaining agreements, first responder leaders must possess a wide array of technical and organizational knowledge. Moreover, they must be adept at applying this knowledge. Technical competence includes knowing how to size-up a scene, use appropriate strategies, manage resources and keep personnel safe.
Administrative competence includes understanding and interpreting various legislation, policies and contractual agreements. In short, competence ensures that a leader can execute the job with skill, tact and demonstrated knowledge.
Leadership competence also includes training and mentoring. First responder leaders must stay updated on evolving best practices, new technologies, changing protocols, and legislation. They must pass this knowledge on to their teams through rigorous training and clear communication, ensuring operational readiness and organizational effectiveness at all times.
Building trust through competence
A competent leader commands respect not through rank or title alone but through demonstrated ability. When the rank and file know that their leaders are technically sound and operationally wise, they are more likely to follow instructions, speak up with concerns, perform confidently under pressure and be assured that their overall best interest is being looked after. Competence builds trust, a currency that is essential for first responders and the organization.
Importantly, competence is dynamic. The best leaders pursue lifelong learning and continually seek to understand the changing landscape. They read, attend training, reflect on past incidents and seek feedback. Their commitment to growth sets the tone for the entire department and reinforces a culture of excellence.
Compassion: The heart of service
While confidence and competence are essential, compassion gives leadership its human core. The first responder organization is ultimately a people-centred profession. First responders serve the public during its most vulnerable moments — fires, accidents, medical emergencies and disasters. At the same time, they operate in a demanding and often traumatic profession themselves. Leaders serve their organization’s rank and file to ensure their needs are met. Compassion allows leaders to connect, support, and uplift both the people they serve and the teams they lead.
Compassion for the public
Modelling compassion during emergency calls enhances the overall service. A leader who takes the time to comfort someone in a medical emergency, explain a situation to a frightened family, or treat a person experiencing a mental health crisis with dignity sets a strong example. Compassion doesn’t slow down emergency response; it improves it. It reminds the public that first responders are not only professionals but also caring human beings.
Compassion within the ranks
Compassion is equally important within the ranks. First responders regularly face trauma, experience stress and make mistakes. A compassionate leader notices when a team member is struggling, encourages open dialogue, creates a safe environment for seeking help and fosters understanding. Mental health and wellness are increasingly crucial in emergency services, and leaders must value them.
A compassionate leader listens, recognizes the human aspect of the role and balances discipline with empathy. This doesn’t mean lowering standards or accepting poor performance; instead, it involves understanding the reasons behind behaviors, supporting recovery and growth, and treating each person with dignity and respect.
Compassion also plays a critical role in diversity and inclusion. First responder agencies serve diverse communities and benefit from diverse workforces. Compassionate leaders make space for all voices, fight against discrimination and foster a welcoming and respectful culture for everyone.
Integrating the three: A holistic model of leadership
Confidence, competence and compassion are not stand-alone traits; they intersect and reinforce one another. Together, they create a leadership model that is both resilient and responsive:
- Confidence without competence becomes arrogance.
- Competence without compassion becomes cold and transactional.
- Compassion without confidence can seem weak or ineffective.
The best first responder leaders cultivate all three in balance during both emergency incidents and day-to-day operations.
Consider the example of a multi-vehicle accident. The leader’s confidence sets the tone as they take command and communicate clearly. Their competence is demonstrated through rapid triage, scene safety and resource deployment. Their compassion is evident when they comfort a child injured in the crash or debrief a shaken responder afterward. In such moments, leadership becomes a living force — visible, active and deeply human.
Now consider a supervisor investigating a vehicle accident. The leader displays confidence in gathering information and interviewing involved parties. Competence is shown through understanding the legislation that governs emergency response and departmental policies. Finally, compassion is demonstrated by recognizing the factors that contributed to the accident and the emotions experienced by the operator of the emergency vehicle.
Final thoughts
For first responders, leadership demands more than technical ability or formal authority. It calls for a balance of confidence, competence and compassion — three qualities that together form the backbone of effective command and human-centred service.
Confidence provides the steady hand in crisis; competence ensures the job is done right; and compassion brings heart and humanity to a demanding profession. When first responder leaders embody all three, they achieve operational success and earn the trust of their teams, the respect of their communities, and the honor of their profession.
Ultimately, being a first responder leader is about managing emergency situations while also creating a legacy of integrity, service and compassion. That legacy begins with a leader who is strong, skilled and kind.
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ABOUT THE AUTHOR
Luigi Davoli is a 26-year veteran of the fire service. He previous served as a platoon chief with Mississauga Fire and Emergency Services in Ontario, Canada. Davoli holds a master’s degree in public safety from Wilfrid Laurier University as well as a certificate of fire service leadership and an advanced certificate of fire service administration Dalhousie University.
