Today, leadership matters more than ever in the fire service.
Not leadership defined simply by rank or years of experience — but leadership defined by the ability to build thinking, proactive, confident firefighters at every level.
Many firefighters promote up through the ranks because we were strong technicians: reliable on EMS calls, confident with saws, ladders, truck work, and hazmat — hopefully, the kind of firefighters you count on when things go sideways.
But once we promote, something changes.
Suddenly, the skills that made us strong firefighters aren’t always the same skills that help us succeed as leaders of firefighters.
And many officers feel that shift immediately:
- The crew waits for every decision
- Initiative slows
- The offer becomes the bottleneck
- The harder you work, the more dependent the team becomes
Here’s the difficult truth:
The technical expertise that helped us rise can become a leadership liability if we lean on it too heavily.
The Dangerous Illusion of Control
Fire company and chief officers can slip into micromanagement without meaning to.
It sounds like:
- “Run that by me before you update the basic pre-plan”
- “Don’t start training until I review your outline.”
- “Let me approve that report before it goes out.”
This feels like quality control — but in practice, it can stunt initiative.
Research from high‑reliability organizations (HROs), including first responders, shows that the best leaders are not the ones who know the most.
They’re the ones who:
- Coach
- Empower
- Build more leaders
- Encourage critical thinking
Overcontrol creates:
- Decision choke points
- Firefighters who stop thinking for themselves
- A fragile company when the officer is on vacation or unavailable
A fire company where only the officer thinks, or one department where only the chief thinks is one that’s unprepared for complex, dynamic situations.
The Shift: From Permission to Purpose
Retired U.S. Navy Captain David Marquet describes a powerful shift in Turn the Ship Around!:
👉 Move from Leader–Follower to Leader–Leader.
This shift replaces a “permission” culture with an intent culture.
Instead of:
- “Can I…?”
- “Is it okay if…?”
Firefighters learn to say:
- “I intend to…”
- “I plan to… because…”
The company officer or leader becomes a clarity provider, not a gatekeeper.
They ask:
- “What do you intend to do?”
- “Why is this the right move?”
- “What concerns should we be aware of?”
This builds thinking firefighters, not passive ones.
Example: The Permission‑Driven Firehouse
Firefighter: “Captain, the warehouse pre‑plan is out of date. Should I update it?”
Officer: “What specifically?”
Firefighter: “Access points, construction changes, hazmat locations.”
Officer: “I’ll look first and check with Prevention.”
Initiative dies. Learning stops. Momentum ends.
Example: The Leader–Leader Firehouse
Firefighter: “Captain, I intend to update the warehouse pre‑plan using Prevention’s latest info so it’s accurate for Saturday’s drill.”
Officer: “What do you think we should be concerned about?”
Firefighter: “That the changes match official data and won’t conflict with hazmat protocols.”
Officer: “Walk me through your checks.”
Firefighter: “I verified everything with Prevention and hazmat, and I’ll upload the final draft for your review.”
Leadership grows. Trust increases. Capability multiplies.
The Competence Paradox
Many officers worry:
“My crew isn’t ready for that level of autonomy.”
But here’s the truth:
👉 Autonomy doesn’t follow competence — autonomy builds competence.
For this shift to work, two foundations must be in place:
1. Operational Competence
- Is the plan safe?
- Does it match the SOP and fireground fundamentals?
2. Organizational Clarity
- Do they understand expectations, priorities, and the mission?
You strengthen both through:
- Meaningful after‑action reviews
- Pre‑plans that require reasoning, not copying
- Firefighter‑led training
- Officer development exercises
- Clear, consistent SOPs
This creates firefighters who think, question, assess, and lead.
The Leadership Paradox
Many firehouses operate under a simple hierarchy:
- One person thinks
- One person decides
- Everyone else executes
Marquet’s Leader–Leader model flips that entirely.
Imagine an organization where:
- All firefighters think proactively
- Everyone understands the “why”
- Autonomy is paired with clarity and accountability
- Leadership is cultivated long before the bugles are earned
When you stop giving answers and start asking better questions, your leadership doesn’t diminish — it scales across the entire crew.
Why This Matters Now
The fire service is confronting:
- Recruitment challenges
- Retention issues
- Generational expectations
- Increasing operational complexity
- Higher demands for professionalism and adaptability
To meet these challenges, we need more than firefighters who follow orders — we need firefighters who lead, think, and take ownership at every rank.
🗣 The Next Time Someone Asks for Permission…
Try responding with:
👉 “What do you intend to do — and why?”
It may be the single most effective leadership development tool you introduce into your firehouse.
Attribution
This fire‑service interpretation is inspired by the Leader–Leader philosophy introduced by David Marquet in Turn the Ship Around!
Related Work
Enjoyed this? Checkout my article on Firefighter Nation exploring why the fire service requires more leaders who can think critically and drive cultural improvement – not just those with seniority or time on the job.
Read more on Firefighter Nation: Raising the Standard: Fire Service Leaders Need More Than Experience