Editor’s note: Battalion Chief Jesse Schilling will speak about the company officer’s role in firefighter retention at Fire-Rescue International 2026 on Thursday, Aug. 13. Learn more about the event and how to register.
The role of the company officer is one of the most important in any fire department, arguably the most important when it comes to retention.
Company officers set the tone. They shape the culture inside the firehouse. More importantly, they directly influence the daily experience of their people. From the brand-new recruit on day one to the most seasoned driver/operator, the company officer is responsible for the environment those individuals work in every single shift. That responsibility carries weight, and it is not one that should ever be taken lightly.
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Leadership goes beyond the fireground
We do a good job preparing officers for the technical side of the job. From the moment we decide to promote, we focus on tactics, strategy and command presence. We study acronyms, run simulations, and prepare ourselves to handle complex and high-risk incidents. That’s the expectation, and it should be.
But the reality is, those critical incidents are not what we deal with most of the time. What we deal with every day is people — and that’s where the gap exists.
Across the fire service, it’s not hard to find examples of situations where leadership at the company level has fallen short, whether it’s how a conversation was handled, how discipline was delivered or how a firefighter was treated in a moment that mattered. At the same time, research continues to show that one of the leading reasons employees leave an organization is not the job itself, but how they are treated by their immediate supervisor.
It’s easy to default to generational differences and say, “They don’t make them like they used to.” But the reality is we are working alongside multiple generations, each with different expectations, communication styles and motivations. And most company officers were never formally trained to handle this challenge.
We’ve all heard of concepts like Maslow’s Hierarchy of Needs, but knowing a theory is not the same as being able to apply effective communication skills in a firehouse at 0700, or after a difficult call or during a conflict between crewmembers. Leading people requires a different skill set, one that includes communication, emotional awareness, adaptability and the ability to listen. Without those skills, we risk continuing patterns that push people away.
Retention starts with trust
Many newer firefighters enter the profession motivated and excited, only to encounter remnants of a culture that doesn’t support growth, doesn’t value communication and doesn’t foster a sense of belonging. When that happens, some will push through, but others will leave. Not because they don’t want the job, but because of the environment they’re placed in. That’s where the company officer makes the difference.
Retention doesn’t start at the administrative level; it starts in the firehouse. It starts with the officer who sets expectations, who models behavior, and who creates an environment where people feel valued and supported.
At its core, that begins with listening. It’s easy to talk. It’s easy to correct, criticize or show frustration. But it takes intention to slow down and actually listen to your people. A new firefighter may struggle with a task, not because they don’t care, but because they don’t fully understand. How that moment is handled matters. If the response is frustration or embarrassment, they’ll hesitate next time. If the response is guidance and professionalism, they’ll come back with questions, improve faster, and build trust in the process.
That trust is not a small thing. It becomes the foundation for everything else. Because at some point, that same firefighter is going to experience something much heavier than learning a skill. They’re going to be part of a call that sticks with them. In that moment, they will decide, consciously or not, whether their officer is someone they can talk to or someone they avoid.
Being an effective officer means being able to have difficult conversations when needed, hold people accountable, address issues and maintain standards, all while maintaining professionalism and respect. Composure matters. Delivery matters. The goal is correction and growth, not embarrassment or control. The way those conversations are handled will either reinforce trust or damage it.
Final thoughts
Company officers may not control everything happening across an organization, but they control what happens within their crew and within their firehouse. That influence is significant. It shapes culture at the most fundamental level. And when done well, it directly impacts whether people stay or leave.
This discussion is not about lowering standards or avoiding accountability. It’s about recognizing that how we lead people is just as important as how we operate on the fireground.
If we want to improve retention, we have to start where the influence is strongest — the company officer.
