“There’s nothing new about firefighting, except to those who knew nothing.”
We’d be remiss to not thank our senior firemen and other mentors for all of the time, education, and training they have shared with us throughout the years. You know who you are.
Due to the nature of how common trade knowledge, jargon, terminology, and methods are passed down amongst the fire service much of the information can not be cited as a proprietary source to one particular piece of work, individual, group or otherwise.
That being said, below is a list of books we find to be extremely useful, and refer to often in our studies.
“Training for Failure in the United States Fire Service”
Written by District Chief David O‘Neal from Akron Fire Department
Kinesthetic, or “hands on” training is the type of learning style in which learning takes place by the students carrying out physical activities, rather than listening to a lecture or watching demonstrations.
We all know this is the best style for achieving retention and skill acquisition in the fire service, but why is that the case? Chief O’Neal explains the importance of hands on training in the fire service by utilizing data from our own industry, and comparing it to the best practices of other similar industries. He acknowledges training constraints from staffing, cost, and increased call volume. As well as examines various training models currently utilized, how stress impacts learning, and how to best aid our members in retaining information. Below is an excerpt from his thesis.
We feel this information could aid in your training programs, and it puts science to what many have been saying for years; pc-based training isn’t sufficient. To view the rest of his research, please follow the link below.
Google “fire service pride” and you’ll see real quick how abundant it’s presence is in our industry. There are books, articles, blogs, clothing, you name it, all dedicated to the “P” word. But what happens when none exists? Even more importantly, how do you create it? Walk into any firehouse and you’ll most likely be greeted by a display case, some sort of wall of fame or something dedicated to past accomplishments and moments.
This is where my story starts. I was once new and assigned to an engine house with none of that. There were no display cases, no edgy logos, and not a single photo hanging up. It was a house of empty walls. It felt sterile and lacked character. An institutional white walled, brown trimmed look of a work place, not a firehouse. I didn’t like it, it wasn’t the place I had imagined. The three brass poles stood out like over dressed guests at a house party and the spiral staircase didn’t fit in at all. There was a watch desk, called the joker stand, which is where I would spend my day studying SOGs during probation. I didn’t mind because it allowed me to visualize what the house would look like if I had a choice.
I can’t tell you when it all started, but I can tell you it started outside with the old rusty firehouse bench no one used. I figured I might as well start there and work my way in. My senior man had recommended I always have a project, so taking his advice I got to work. Not to mention it was a great opportunity to make a good impression early on. So that’s what I did. Naturally, the green metal frame was stripped and replaced with fire truck red while the wood was refinished. Two weeks later, the firehouse had a nice new bench out front. It was the first thing anyone saw walking in and silently sent a loud statement of pride. The funny thing about that bench is what happened next. Every morning it seemed to be in a different spot. It turned out the shifts were fighting over where it should be. That’s when I learned a valuable lesson in the byproduct of pride, which is ownership. Before that bench was painted, I don’t think anyone even realized it existed at the firehouse, and now we were fighting over it. The Firefighters had made it their bench and unlike before, cared where it was located.
Prides an amazing thing, it’s extremely powerful in the most silent ways. It’s a subconscious undertone that takes hold of anyone in its influence. The trick is to be the influencer. Be the person who designs a company logo, a station T- shirt or patch. It always starts with one person that ends up coalescing the entire engine house. I learned that in a house of empty walls change starts with one little photo. It was an old 4×6 post card of our engine house showing horses turning out on a call in 1911. I hung it right next to the Tv in the kitchen. It wasn’t long before I added some others here and there, always in the kitchen since that’s where we hung out mostly. Weeks went by, some supporting comments were made but I didn’t think anyone really noticed, then something happened. One morning at shift change an officer on the most tenured crew said he had something for me. He gave me an old Manila envelope with company photos he’d had for decades and asked me to hang them up. That’s when I knew things had turned a corner. Pride and ownership is an incredibly powerful force that you can’t see or touch but is impossible to miss on display. Soon the walls were how they should be in any firehouse. Logos were made, shirts were printed and patches ordered. The influence didn’t stop at the door either, other companies in the battalion took note and started coming up with their own logos and shirts. It was to the point where each shift tried to out do the other with some sort of house project or display. It was an incredible experience over the course of a few years but in the end it all started with a project and a 4×6 photo.
The lessons to take away here are simple. Prides free and very powerful. It’s something that starts so small but can have a big impact. What I learned about pride and ownership in my first years on the job I took with me to later companies I was assigned to and the results were always the same. It’s a recipe for success that anyone can do. Its only ingredients are ambition and a decision to do it. So next time you find yourself in a house of empty walls and low morale, you’ll know what to do.
If you look up the definition of renaissance you’ll find it means “a revival or renewed interest in something, a rebirth of old ways” I’m here to tell you that’s exactly what is happening in today’s fire service. The motivation for this article came from The Journeyman Fire Conference I had just attended. Over a three-day period firefighters from across the country and Canada came to be with like-minded highly motivated individuals whose message was basically that interior firefighting is not dead, that our primary mission is still relevant as ever and we’re tired of sitting idly by while the degradation of true grit in the fire service erodes away one apprehensive article at a time. Make no mistake there is a silent majority rising up in the ranks of the trade. Its more evident with every new fire conference. Its an unbridled ambition never before seen by those who were sold gimmicks, scare rhetoric and who were persecuted for their convictions by those who never had the intestinal fortitude in the first place.
Additionally the science and studies are fantastic and if anything validated those of us in the street.
We were taught aggressive was a bad word. We were wrong to put ourselves first but yet needed better customer service. Roofs were all going to collapse under us and when someones house was on fire that they probably had insurance so don’t go in if nobodies trapped. It was that scare rhetoric which spawned an underground of firemanship. For over a decade many sat quietly gaining experience waiting for the right time. Meanwhile EMS came to the forefront, missions creeped HAZMAT, RIT training and bailout overshadowed the basics while our live fire training became less and less realistic. We were called reckless, dangerous or against change when in reality we were the most ambitious, motivated ones in our agencies. Naturally, many took jobs in busy urban departments doing everything they’ve been previously taught to avoid while seeing first hand the life saving benefits of those “reckless” tactics.
Today’s youngest generation of firefighters don’t have to sit through hours of “Everyone Goes Home” training addressing the 100 firefighters we kill every year being too aggressive. That a culture of safety is the answer and the taxpayers always come second to us. The voices calling for a cultural change aren’t nearly as loud as before. Data has won the day and the street kept us honest. Today’s audiences want intuitive knowledge and facts not rhetoric or opinions. The information at their fingertips is infinite. Millennials don’t want to hear about percentages or numbers they want wisdom, insight and tips they can’t find on a smart phone. Conversely those with the most information are those with the least amount of actual fire experience in a time when experience is at an all time premium. It will be those with it who will have the most influence.
The pendulum swung in the wrong direction far too long and now its our time to set the mission back on track. Those of us who were indoctrinated early in our careers with agendas of change by the apprehensive are now the ones filling the auditoriums. Timid minds are silenced with bold actions and that’s the type of behavior by those out front. You’re going to start seeing more and more classes and conferences focused on getting the strategy back inside the building on fire. Whether it’s the 1st line, 2nd line, search, ladders or overhaul. You can only talk about the “modern fire environment” for so long until you realize we’ve been in it for 30 years. Additionally the science and studies are fantastic and if anything validated those of us in the street. The culture of extinguishment is not only alive and well but gaining momentum. With the shift towards interior tactics comes a need for interior knowledge. In an environment that has become foreign for some it is even more important now than ever to pass on what we’ve learned from those before us. The knowledge skills and abilities honed during the war years are now being reborn and adapted for today’s fire ground.
We were taught aggressive was a bad word. We were wrong to put ourselves first…
With the proliferation of social media connecting 1.2 million firefighters, agendas are being discredited and gimmicks called out. Our youngest members have so much information at their fingertips they’re drowning in it… yet starved for more. For every ludicrous article written from behind a desk… there are twenty more being penned by those actually doing the work. It’s easy to be led astray in today’s fire service by sub par text books and initiatives claiming to be “next new thing”. But fear not. Because when in doubt look to the street, it never lies. It’s that notion fueling whats on the horizon which is a movement by those with the most passionate unrelenting desire to pass on the basics of firemanship.
So, when I first decided to write this article I wanted to make it something different. Any quick Google search of “The Senior Man” will get you multiple well written articles on the subject. I thought to myself how I could make that happen instead of just re-writing about the same subject. Then it hit me, why not just ask them? Instead of me telling you about what it means to be a Senior Man of a company I’d let them tell me in their own words. It would be a unique perspective. You want to know the importance of the Senior Man? Let’s hear what they had to say.
Before we get to that, let’s take a moment to cover what the Senior Man is all about. For the most part you can go into any firehouse in America where firefighters are working and ask “Who’s the Senior Man?”. Chances are you’ll be greeted by an older, more experienced, jovial individual who, just by their body language, projects some sort of confidence or command presence. Don’t let the term fool you, women are just as likely to fill this role as men. The bottom line is no matter where you go, every Firefighter you ask can without hesitation tell you who the senior man is on their company. That should go to show you the value of these individuals. These are the members with decades of experience or have by far, the most time on amongst the crew. They’ve “been there done that seen everything” but are yet humbled and seek only to pass on what they know, not brag, boast or self-promote. They lack the typical hubris of far too many in the Fire Service. Its these defining qualities that any recognized Senior Man exudes. It’s the epitome of the informal leader, there’s no promotional exam or study material for this position. It’s bestowed upon you by your peers.
This role has many hats but no rank, just respect. It’s the “go to” person for newer members with questions. When conflicts arise, a good Senior Man will quickly step in before the Officer must. This keeping of the balance is also why they’re respected by the officers just as much. It’s a go between role between the crew and officer, a critical bridge of communication. The crew members will go to the Senior Man before the Officer and the Officer will go to the Senior Man to address issues on an informal basis. Another more practical aspect of the senior man is their level of actual firefighting experience. One can say “you follow an Officer’s orders into danger, but it’s the Senior Man who you are actually following into it”. These members provide a safety net of past experiences to the younger, less seasoned of the crew. It’s a built in over watch for when the crew is doing work that involves a high level of risk. Therefore, smart officers will pair senior members with younger ones on the fire ground. It’s a synergistic luxury if you have the means to do so. So that about covers what the senior man is all about, now let’s see what the actual senior men have to say.
Ask any old-timer, the time flies by on this job, how do you want to be remembered?
“There is definitely a thing called leadership from the bottom. It means showing up early every shift, and being able to play whatever position they need you in that day, be it senior man, acting officer, acting engineer, etc. Being a senior man means keeping an eye on newer folks, and mentoring them, not just talking about how much time on you have and what you have done. It also means having your finger on the pulse of the firehouse, and taking care of little problems before they become big ones. This mainly has to do with personnel relations, sometimes it means having sit downs with people before the officer has to, because once they get involved things have to be on paper, and that creates more tension for everyone. And finally, I would say it means setting a good example because you want to. Ask any old-timer, the time flies by on this job, how do you want to be remembered?” Jeremiah Herderich Denver Fire Department Firefighter First Grade. 19 years in the Fire Service
“Never think you know it all, ’cause you don’t. If you get to that point, give the reins to someone else.”
“The senior man is not a “test” position, it’s a position that kinda just happens to the most senior guy on truck. You get the title by being “that guy.” A lot of times you may not want the title but end up with it anyway. If you are “that guy” you need to embrace the title and position. Be the teacher to the other guys, be the go to guy on your rig. The senior man should know the rig as good as, if not better, than the officer. He should be a good station guy, do your share of house duties but be able to delegate out as well. He should be the liaison to the officers, the go between for the other guys. He should be able to weed out non-essential BS that the officer doesn’t need to worry about. But most, the senior man needs to be a “Fireman” not just an employee or pension thief or yard breather or whatever name you give. Be true to the profession and always be a student. Never think you know it all, ‘cause you don’t. If you get to that point give the reins to someone else.” Anonymous Chicago Fire Dept Firefighter 22 years in the Fire Service
“I believe that being a senior fireman on the Memphis Fire Department means setting the example, passing on my experience, and leading from the front.”
“Being the senior man means being the go-to guy, being the one to teach and instill knowledge and skills to the newer firefighters. Personally, I don’t usually tell lesser experienced guys to take task, I take it upon myself to complete the task and set an example in hopes that they follow suit. Whenever possible, I try to include less experienced firefighters and use teachable moments to share my experience and wisdom that I have gained on the job. Rather than watch a new firefighter fail at a new task, I want to assure that they have what it takes to be successful and know that they were given the same opportunities I was given as a probie. In short, I believe that being a senior fireman on the Memphis Fire Department means setting the example, passing on my experience, and leading from the front.” Hugh Doyle Memphis Fire Dept Engine 17 Firefighter 15 years in the Fire Service
“To have the knowledge of knowing when something’s not right on the fireground. You’re the one the newer members look up to and approach with questions.”
“It takes dedication on the job, as well as having a passion for the job. The willingness to share their knowledge that they have acquired over the years. They are willing to take a newer, younger firefighter under their wing and show them the ropes. To have the knowledge of knowing when something’s not right on the fire ground. You’re the one the newer members look up to and approach with questions. The biggest thing when it comes to being a senior man is training and the willingness to learn.” Ron Schroader St Louis Fire Dept Rescue Squad 2 Firefighter 29 years in the Fire Service
“I work to make my platoon to be the strongest in the firehouse. That, through my example, is the platoon that’s full of pride for the company, the department, and the fire service.”
“I strive every shift to be the senior guy that says, “Hey gang, let’s go over this. Let me show you how it’s done and why we do it this way.” and have a strong training experience. I work to make my platoon to be the strongest in the firehouse. That, through my example, is the platoon that’s full of pride; for the company, the department, and the fire service. The “go to” crew when something needs doing, whether in the station or on the fireground. When members transfer out to busier houses, I want them prepared for as much as possible in their new assignment, so their new company says, “Hey, this kid has their stuff together. We’re lucky to have them.” Most of all, I want them to become the senior firefighter in their house and be an example for the younger firefighters that come to them. That’s my take on being the senior firefighter.” Ray Clothier Philadelphia Fire Department Firefighter 21 years in the Fire Service
I’ve often said that the hardest step a fireman takes on the fire ground is a step back. Everything we do is hard charging, lights and sirens, full speed ahead. We don’t like hearing “evacuate the building”. That being said, the hardest step a fireman takes on the training ground is the first one. That proverbial leap of faith every new instructor has ever taken. It can seem like an insurmountable wall of self doubt laid with bricks of insecurity. Simply put, it’s fear of the unknown. You wanna break a fireman’s ego? Put them in front of their peers, it’s sink or swim and there’s no lifeguard on duty.
Ask any instructor in the fire service and they’ll be able to tell you without hesitation the first time they were in front of a classroom or that company drill they ran. I can tell you mine was not by choice and rather improvised. It was in 2006 while in a chiefs meeting on my first day at a new station. He asked what skills were my weak points and I said “ropes and knots without a doubt” and the response I got was completely unexpected. He said…
“Well that’s perfect we have a spot open on the Heavy Rescue and training at 1pm. I want you to do today’s training on basic knots”
I didn’t know what had happened but I knew I had about 3 hours to come up with a PowerPoint presentation and to figure out how I was supposed to convince anyone I was proficient at ropes and knots. I don’t know how many bowlines, clove hitches and figure eights one can tie in three hours but it felt like the world record. In the end the Chiefs idea was brilliant, I threw together a quick presentation and came out with more confidence of knots than I ever had. It not only refreshed a skill for me but also broke the ice with the crew members. Even though I had put on the class it naturally turned into one big informal training with all of us throwing in tips and practicing knots together.
Now looking back on my first company drill was no big deal but at the time I was pretty nervous It was overcoming moments like that which gave me the confidence to step out on the circuit.This seems to be a recurring theme with anyone who wants to get started but isn’t quite sure of themselves to take the leap. They have the drive, the ambition, the passion and knowledge but there’s that little bit of doubt holding them back.
It’s always the same reasons.
“I don’t have enough experience” “ I’m not a good speaker” “I’m not on a big Department” “I don’t have anything to offer”
In reality none of those are the real issue. The main reason is the simple fact we don’t know how our peers will perceive us. With every action comes reaction and everything you say will be critiqued by your audience. Every instructor out there knows criticism comes with the territory and if you can’t handle it then find something else, you won’t last. Not everyone will agree with your material and they don’t have to. What fun would that be?
All that aside the bottom line remains. There’s 1.2 million American Firefighters and they all need training. Every firefighter has 3 obligations once they raise their right hand. To serve, to learn and to pass on. 2/3rds of that philosophy goes back into the job the other third goes to those we serve. That’s how the fire service continuously stays ahead in our mission to save lives and property. The truth is we’re all instructors one way or another. Even the newest members of a Dept have something to offer on a company level.
So I challenge you with this question. What knowledge or skill have you passed on recently? If you can’t readily answer that then you’re doing the job a great disservice. There is no excuse to sit idly by while a new generation of firefighters seek knowledge. We are in the age of declining fire, now more than ever experience of our trade is at the highest premium. Now is your time to get out there and share what you know. Whether it’s a social media post, an FDIC presentation or anything in between today is your day.
In the skydiving world, there’s one thing that can literally make or break your jump: is your parachute packed correctly? Back in the day, parachutes were round, so it didn’t really matter how they were packed. As long as the lines weren’t tangled, you were pretty much good to go. Today’s jumpers use a more sophisticated style of parachute that is “wing shaped” to allow for optimum flying. Because of this, the importance of a properly packed, or “rigged” chute as they call it in the skydiving world, is now extremely important. The chute must be packed just right so that it will fill with air in the correct orientation immediately upon opening, as well as ensuring the lines don’t get tangled.
Like every vocation, there is a debate in the jumping world as to whether it’s better to pack your own chute, or pay to have someone pack it for you. The consensus appears to be: if you want something done right, do it yourself. Then there’s the big question: what happens if your original chute malfunctions, or catastrophically fails? Well, that’s what your reserve is for. Reserves must be packed by certified “FAA Riggers.” To become a certified FAA Rigger one must successfully pass a written, oral, and practical exam.
I’m sure by this time you’re wondering, what’s your point? Well, in the firefighting world, there’s one thing that can literally make or break your day: is your SCBA functioning correctly? Back in the day, firemen didn’t wear respiratory protection, many grew beards as a form of primitive protection, so the only thing they had to worry about was if it was long enough to “filter” the air. This eventually transitioned to some firemen using various forms of particulate masks, or a hood. As we all know, today we use a much more sophisticated style of respiratory protection, the SCBA. Because of this, a properly checked SCBA is now extremely important. The SCBA must be checked that the pack is free of debris and damage, the bottle is full, the hoses are connected and not leaking, straps are fully extended, and the pass device and low air alarms are in working order. Not to mention checking your face piece to be sure it is clean and free of damage, your heads up device is working properly, coms are clear, and finally that all of your equipment is set up for optimal masking up time.
Unlike the skydiving world, there is no backup. What happens if your SCBA fails? Well, I guess you better hope you’re not in an IDLH environment. We also don’t have a “certified SCBA inspector” to check our pack everyday. That’s you. Knowing all of this, why would you trust your equipment to the off going shift? Not to say they’re bad firemen, but things happen. And, let’s be honest. “If you want something done right, do it yourself.”
You would think by now we wouldn’t have to have this conversation, but the number of people that for whatever reason don’t fully check their equipment everyday would surprise you. I’m fortunate to be surrounded by people where this is the expectation, but not everyone is. It’s one of the best feelings to walk in the firehouse at the beginning of a shift and hear saws running, pass alarms going off, and seeing guys inspecting their gear. If you’re not this lucky, be the person to influence that change. 30 year guy, or new kid, doesn’t matter. Walk in the firehouse and make it the first thing you do when you make relief, then you can get your coffee.
We are in an age of declining fire. In direct correlation to this, is the disappearance of the fire department mission and the art of firemanship. Meanwhile, resentment is rapidly on the rise. True firemen are like starving artists. Their sole focus is to be a part of an organization with passion and drive to be good at the job. They are consistently striving to find ways to perfect the craft. These are the firemen who consistently think they will never be good enough, and for once that thought is a good thing. These firemen will do work every day to be one percent better. So why do we punish them by telling them what they’re doing doesn’t matter? Fireman want to be held accountable to high standards, to train, and to serve their communities. Consistently, these firemen are being told that the thing they love, the thing they signed up to do, is less important than all of the other tasks departments have acquired. As a result, bitter firemen full of resent towards their departments take their place.
Fires have become a high risk, low frequency event. We all know that on average, less than 25% of runs are fire related, and most of those are some kind of auto alarm. In what world is that a reason to prioritize fireground skills less? Unfortunately, that’s the case for many departments across the country. Firefighters beg for education; whether it’s walkthroughs, drills, or just tips from the senior guy, but are told other tasks take priority. Declining fire should not be a reason for less fire training, it’s a reason for more. Nobody gives a shit what you are on the fireground as long as you’re capable, and that will always be true. But you better be sure they do give a shit that you are capable.
“Jack of all trades, master of none” is a very real problem for today’s fire service. Fire departments have to balance an ever growing list of duties. EMS, to prevention, fire safety, hazmat, technical rescue, and finally fire. As budgets are cut and departments reorganized, departments are forced to become all inclusive service providers. The community expects us to be able to handle any and all problems they experience. The old quote by Chief John Eversole from Chicago Fire rings true more than ever,
“Our department takes 1,120 calls every day. Do you know how many of the calls the public expects perfection on? 1,120. Nobody calls the fire department and says, ‘Send me two dumb-ass firemen in a pickup truck.’ In three minutes they want five brain-surgeon decathlon champions to come and solve all their problems.”
It is in this struggle for mastering versatility that the mission has creeped away, and with it, the morale of the crew. Resentment quickly takes its place.
Hiring pools are getting smaller every year, and EMS runs steadily increasing. As a result, departments are desperately searching for EMS providers. Some have even gone so far as to hire paramedics with no fire training, and will send them to a local academy. On the other hand, they won’t hire someone with fire training and no medic card. We all know paramedic school is significantly more expensive than a fire academy, and that administration often makes the final decisions. But it still speaks to the fact that priorities have shifted.
I firmly believe in highly skilled, professional, and passionate EMS providers. No one can reasonably argue against the need for that. How that looks for your organization: first responders, cross-staffed dual role fire-medics, or separately staffed departments is up to you. Regardless of what you’ve chosen, it must not be to the detriment of fire protection. Departments must determine a way to balance all of the tasks they’ve taken on the responsibility for managing. Without this balance, we are slowly becoming fire departments that have shiny fire trucks parked in the bays with dusty tool compartments- and that’s dangerous.
Fireground skills are an art, and are definitely “use them or lose them.” Meaning if you’re not using them at a working fire and/or training consistently, you will become less capable of performing them effectively. This is at the detriment of the property you’re tasked with protecting and the lives you’re required to save. Think of your last fire- how many things went right vs. went wrong? Did you hear the iconic phrases, “we put the fire out” or “at least no one got hurt?”
“Fireground Tactics” by Emmanuel Fried is probably one of the most tactically relevant texts written. In the intro Fried states,
“Decisions on proper technique in fighting any fire will depend on many variables. Probably the most important is experience, which helps one to make the right judgement. However, because of the relative infrequency of large fires, many fireman- even officers and fire chiefs – sometimes lack such experience. That is the principle objective of this book – to provide specific, detailed information on the most effective firefighting techniques.”
You can infer that his point isn’t if you don’t see a lot of fire you can never be a good fireman, but that you must study and learn from those around you with more experience. If you can’t gain experience from fires on your own, you must get it from those who do. This includes everything from conferences and HOT classes, ride alongs with urban departments, and most importantly, your senior firemen. So why is it, that we whine about how many questions the new kid asks, and then complain about how bad their skills are in the next sentence? If you’re both complaining about someone being a bad fireman and refusing to help them improve; it’s not them that’s the problem, it’s you.
Lack of preparation is unacceptable. We’ve all heard the risks associated with this laxness, the very worst being the loss of a citizen or a LODD. We all say we’re “here for them,” and yet actions speak louder than words. Our citizens are expecting us to be fully prepared, trained, and ready to work. But it’s become far too easy to bad at the job, and if we’re unable to do what’s required on the fireground, we’ve failed. The list of reasons why departments don’t train is endless: “We run too many calls,” “I have a report to write,” “The floors still need mopped,” “The truck is dirty,” “We don’t have enough staffing and/or we can’t take a truck out of service.” These are no longer acceptable answers, they’re excuses for laziness. Departments that do this struggle to keep people on staff and to keep the remaining members engaged. They wonder why morale is at an all time low, and resentment at an all time high. Yet, when members beg for training or support, they’re consistently told in one form or another, “not today.” Don’t know what I’m talking about when it comes to morale? Pay attention to the mood around the firehouse after a fire, or a good day of training.
This all being said, you can not worry about the others on your department. You need only concern yourself with your own level of education and training. Someone threw a ladder wrong? Didn’t know to open the wet wall and the fire spread to the second floor? Unless you’re the officer that isn’t your problem. You need only worry about what you can control, and that is your own skills, time spent in the books, and attitude. Use it as a mental note for what you can personally do differently in the future and move on. Like many other things the fire service likes to complain about, worrying about whether your fellow fireman is swinging a tool right is just a distraction from the task at hand.
So what do we do? How do we provide all of these services, bring back the mission and perfect the art of firemanship? New kid, you’re excited about the job, keep a hold of that passion, and try not to let the naysayers get to you. Understand that there is fine line of reigning in your passion and getting along with your crew and stifling it. Find mentors, and never stop asking questions. Remember, your place is to learn everything you can about the job. Be excited, but know that sometimes passion can come across as arrogance. Don’t let your excitement make you overly confident. Ask questions, not to see what everyone else knows, but to learn everything you can. Make sure you’re studying the job from the inside out, rather making the mistake of studying it from the outside in. Meaning, start with your department’s SOG’s and learn your officer’s and crew’s expectations. Then seek guidance and tips from your senior men, and finally outside resources.
Senior guys, take the time to teach your crews. You know the intimate details of your city like no one else. Try to remember what it was like to be the new kid, and pass on what you wish someone would have taught you. Also, have the guts to learn from your new firefighters. Sometimes, a fresh pair of eyes or a new question is exactly what you need. There’s something to be learned from everyone, even if it’s what not to do. And finally, aim to be a “Jack of all trades, master of one.” Short staffed members will argue that on their departments, you have to be able to do everything, and that’s true. However, it is also an excuse. What better excuse for being “okay” at everything, and “great” at nothing than to say it is required? Frankly, it’s a reason to settle. The fireground doesn’t settle for anyone, you can’t either. Find what you’re passionate in and become “that guy” for your crew.
Departments must find a way to prioritize the members, and the mission again. Simple changes will make all the difference, and it doesn’t have to be complicated. Leave the medic in the station and roll the ladder on fire runs rather than letting it collect dust in the bay. Empower your people to take on projects to make the department better: paint tools, clean off the work bench, pre-plan new buildings. Make the rookie pick a subject and teach the crew for 30 minutes. Take 10 minutes on an auto alarm to talk through truck placement and line deployment. Quiz your guys on building construction as you drive through the city. Little things create buy-in and in turn increase morale among the crews. Feed the artists. The most dangerous phrase in the fire service isn’t, “this is how we’ve always done it.” It’s, “we should, but don’t.”