The Leadership Deficit: How Poor Management is Emptying Emergency Services

Transcript

Welcome And The Real Threat

Speaker 0:33

Welcome everybody, you're listening to AFSO 21's Weekend Wrap Up Podcast. Here is your host, Kevin Ferrara. If you've been anywhere near a firehouse, a union meeting, or a coffee shop within the last five years, you've likely heard the refrain. People say, nobody wants to work anymore. They say, this new generation doesn't have the grit. Fire service leadership often points to empty application lists, forced overtime, closing stations, and high turnover rates, blaming external factors like the economy, private sector competition, or societal shifts. And look, some of those external factors, they're real, but today I'm asking those of you within the fire service to be honest with yourselves. I'm asking you to step past the excuses and look right into the mirror. Because the single biggest threat to the longevity, safety, and culture of the fire service, it isn't a lack of interest from the outside. It's a crisis of leadership from the inside. Poor, ineffective, inexcusable leadership is actively burning out the veterans who stay, driving away the mid-career talent desperately needed to preserve institutional knowledge and turning away the next generation before they even step into an academy classroom. So grab your coffee or energy drink of choice and settle in as we spend time untangling how toxic, outdated, and absent leadership is impacting our fire departments, and more importantly, how we fix it. Welcome everyone to another episode of AFSO 21's Weekend Wrap Up Podcast. I'm your host, Kevin Ferrara. And today we're going to touch on the third rail of the modern fire and emergency service. So before we talk about recruitment and retention,

Four Archetypes Of Failed Leadership

Speaker 2:39

we need to define our terms. What does poor, ineffective leadership actually look like in emergency services? Too often when people hear poor leadership, they picture an abusive chief chastising personnel on an incident scene, sometimes without explanation. But the truth is it's much more insidious. On the incident scene, tactical leadership is often sharp because it's governed by strict standard operating guidelines or SOGs and immediate physical feedback. Where leadership fails most dramatically is in the administrative, cultural, and human relations realm. So let's break down the primary archetypes of failed emergency service leadership. Number one, the way we've always done it, this way. That's the traditionalist. This is the leader who treats tradition not as a foundation to build upon, but as an anchor holding the department back. These individuals resist modern tactic changes, they disregard updated mental health protocols, and they view any question about policy as an act of insubordination. When a rookie asks, why do we do it this way? The traditionalist answers because that's how we've done it for a hundred years. Next up is the toxic bureaucrat and micromanager. This leader is obsessed with policy enforcement when it comes to minor infractions, like a misplaced hat or an unpolished bumper. But they're completely absent when it comes to critical issues like stationed living conditions, broken equipment, or crew safety. They govern through fear and discipline rather than trust and mentorship. Next up we have the ghost. These are the absentee leaders. This is the chief officer who has effectively retired on duty. They stay locked in their office, avoid awkward conversations, often hide behind emails, and they ignore simmering conflicts among crews until those conflicts explode into union grievances or public scandals. And lastly, we have the ego-driven ladder climber. Now, this officer views their position not as a responsibility to serve their firefighters, excuse me, but as a title to serve their self-image. They make decisions based on political optics with city council or county commissioners, routinely throwing line officers and operational firefighters under the bus to protect their own standing. When these leadership archetypes dominate a department, they create a systemic illness. We know firefighting is inherently high risk, it's a high stress work, but when frontline personnel know their leadership doesn't have their back off the fire ground, the psychological contract between the firefighter and the organization, well, it shatters. So let's continue and talk about the people who are already inside the walls, the current workforce. How does bad leadership drive experienced firefighters to hang up their turnout gear years before retirement? Well, when leadership fails to plan, recruit, or maintain competitive retention packages, staffing, well, it dips. What happens next? Forced overtime in career departments, where firefighters

Forced Overtime And Career Burnout

Speaker 6:24

may be mandated to stay for 48, even 72 hour shifts. When a chief officer treats forced mandates as a primary staffing strategy rather than an emergency measure, they're sending a clear message. Your home life, your family, your physical recovery, and your mental health, well, they don't matter to this department. This creates a vicious feedback loop. The more people leave, the more mandatory overtime is piled onto those who remain. The best mid-career firefighters, you know the ones with five, ten years of experience who form the backbone of training and engine company operations. They look at the landscape and say, Hey, I love the job, but I hate the environment. And what do they do? They walk, they go to neighboring departments, change careers entirely, or leave for the private sector. Excuse me. And it's similar within the volunteer fire departments. When the same few volunteer firefighters are the only ones showing up to calls, they eventually reach a point where they're tired of carrying the department on their backs. That environment leads to burnout. And I'm not talking burnout from the number of responses, but because of those who only show up when it's playtime, the incidents involving smoke and fire. You guys know who they are. When it comes time for other calls, there's nobody coming, and that's concerning. I can't tell you how many times I've heard personally volunteer firefighters, especially those in leadership roles, say after being called out for not stepping up, well, we're just volunteers. Well, to those who just want to carry the title of firefighter or chief or some other title given to them, and we all know who they are. The person who calls 911 and asks for help, they don't give a damn whether you're volunteer or paid. More so, they don't care about whatever drama is going on. And I'm sure I don't have to remind each of you, there's plenty of drama within the firehouse. Everything from who got the newest set of boots or gloves to who's going to the next away training class, well, to who's messing around with someone's girlfriend or wife. To the volunteers listening, pay attention. All that drama crap you bring to the firehouse, as innocent as you think it might be, it's not. So stop it. The career firefighters know what I'm talking about. When you step into your respective volunteer fire departments, you're expected to be professional at all times, not childish as many of you seem to be lately. Appearance is everything. Yet many of you, you look like you just walked in off the streets of Skid Row. Many of you bitch among yourselves about dumb stuff that's out of your control, or you walk around with a chip on your shoulder. There's a reason why your volunteer fire service is dying. It's because of your drama. I want each of you to look in the mirror tonight and ask yourselves if you embody the professional standards expected by the public when you give a tour of the station or arrive curbside during the most vulnerable moments of someone's life. And I'm talking not just about physical appearance, but your mental capacity. What kind of person do you see in the mirror? And is that person who you'd want to be as a role model for others? Alternatively, does your ego cause others to distance themselves or even provoke intense hostility from those who feel it's warranted?

Volunteer Drama And Lost Professionalism

Speaker 9:59

When you stand there tonight and look at yourself, think of this. After someone calls 911, when that big shiny fire truck rolls up, lights flashing, sirens blaring, and the crew pops out. Hopefully it's more than just the driver, the public envisions professionals ready to get to work. Therefore, be that person. And don't just act apart. People know when you're when you're acting bullshit. The fire service is not the place to fake it until you make it. Lives, including your own, are at stake. So don't be that person who, after the investigation is concluded, we find out, well, hell, you shouldn't even have been on the job. The environment you create as a leader or foster because you're a follower has a lasting effect on the current and future fire service. You're either part of the solution or you're part of the problem. Now's the time to make a choice. I'll be honest, I absolutely love the fire service. But if you were to ask me today if I joined a local volunteer fire department, I'd laugh at you and tell you, not a chance. It's not because of my physical abilities, worn down from 39 years of firefighting, it's because of the drama, period. Drama is the reason why my local volunteer fire department can't get anyone to join, and why other departments avoid and laugh at them. When a member of the community asked to join this local fire department, and after the fire chief said, Don't even bother, you're not welcome here. What message does that send? Not just to the community member, but throughout the entire community, especially when that volunteer fire department barely has a skeleton crew to respond. Drama, folks, is the number one reason why good people avoid and or leave an organization. So now that I got my tongue back, now that we address drama and beat up the volunteer fire service a bit, and I do not apologize for that. It's something that has to be said and echoed. Let's talk a little bit about the dismissal of mental health and behavioral support. For decades, the fire service response to trauma was suck it up, drink it off, or hey, go pick a new job. Modern research shows

Mental Health Dismissal And Career Stalls

Speaker 12:24

that the massive toll of cumulative PTSD, occupational stress, and high suicide rates among first responders. Poor ineffective leaders often give lip service to mental health while actively penalizing those who do seek help. When a firefighter reaches out after a horrific pediatric call or a complex rescue, and leadership responds with skepticism, demotions, or cold indifference, it metastasizes into a culture of silent suffering, sometimes resulting in suicide. Good firefighters, they want to grow. They want training, specialized certifications, promotional pathways, and meaningful work. They want to feel as if their opinions and contributions matter. They want to be a stakeholder in the organization they joined. But poor, ineffective leaders, they view ambitious firefighters as threats to their own authority. They gatekeep training funds, pass over qualified candidates for promotions based on favoritism, and offer zero constructive feedback. Believe me, folks, I've experienced all of that and more firsthand throughout my 39 years in a fire service. All because I had knowledge I was willing to share without any expectations of receiving something in return. But leadership, they felt threatened that I was going to take over their role. So when people realize that merit and dedication mean nothing compared to political loyalty, engagement dies. Eventually I stopped wanting to give. I don't want to take anything either, other than to do my job, go home after each shift or call. Whatever happened when I was gone, I didn't care. It wasn't my problem because I was off duty. I laughed when my phone would ring and I'd see the number, knowing who was calling. The same leadership who dismissed me was now asking for my help. I'd often just hit decline and go about my day. But doing that tore me up inside because I loved the fire service. I wasn't supposed to be turning my back on the service I loved. It's a brotherhood. We're supposed to be looking out for each other. I'm supposed to be a team player. But sometimes we have to put ourselves on the bench and let the team down before the coach realizes the value we each have. So are you ready to take yourself out of the game as a leader and set an example? Or are you going to follow those who think they can lead because they wear a certain title or certain amount of bugles? Wow, that was a bit intense, wasn't it?

Why Modern Recruits Walk Away

Speaker 15:05

So let's move on and address the second half of this equation: potential recruits. Why are fewer people taking civil service exams or filling out a volunteer membership application? Why are candidate pools shrinking from thousands down to dozens, if anything at all? And why are we still asking these questions year after year? The legacy response from older leadership is: well, the younger generations, they don't want to do any hard work. Folks, that's lazy, inaccurate explanation. The reality is that the new generation of potential firefighters approaches work with different expectations, and bad leadership is completely misreading the room. Thirty years ago, fire department's internal culture was hidden behind its bay doors. Today, prospective recruits know nearly everything about a department before they even fill out an application. They're talking to active firefighters on Reddit or Facebook. They're checking local news stories regarding union disputes, and they're observing how departments handle internal scandals. If a department has a reputation for toxicity, harassment, outdated equipment, or bad labor relations, top-tier recruits simply apply elsewhere. The Gen Z and Millennial recruits prioritize psychological safety, inclusivity, clear communication, and professional growth. When they step into a recruitment seminar, run by leaders who project arrogance, dismiss diversity, or cling to archaic toxic traditions, these candidates see a toxic work environment and they don't walk away. They run away. Failed leadership resists updating hiring or recruitment processes. Many departments still rely on antiquated months-long hiring or recruitment cycles, static testing methods, and poor communication, losing stellar applicants to private industry or modern departments, well, that streamline their intake process. So how do we fix this? We can't just diagnose the illness. We have to prescribe the medicine. Rebuilding a fire department's culture and fixing the recruitment and retention crisis requires intentional, brave leadership at every level. Leadership and emergency service, it's not about rank. It's about responsibility. Great chiefs and company officers understand that

A Practical Path To Fix Culture

Speaker 17:39

their job is to serve the crews on the line, to give them the tools, the training, schedule predictability, and emotional backing they need to succeed both personally and professionally. Yet, many poor leaders feel intimidated by anyone who has something to offer they believe might make them look inferior. Departments must invest heavily in modern training, health and wellness programs, and clear mentorship pipelines. When firefighters see a clear, fair path for advancement in skill building, retention rates typically soar. Cultural change requires zero tolerance for toxic leadership behaviors. Chiefs, city managers, municipal leaders, and union heads. They all must be willing to hold officers accountable, including themselves, when they fail to support their personnel. So to every current officer listening, take a hard look at your department. Be honest as you ask yourself if your own personal leadership traits are making people want to stay, or if they're driving them out the door. Ask yourself what you can do differently to affect positive change. Are you yourself even willing to change? Or are you so salty that it's your way or the highway? To the firefighters and future recruits out there, don't lose faith in the profession. Firefighting is still one of the greatest callings on the planet. But it's up to you, the current generation, to step up, become the leaders many of us wish we had back in a day, and fix the culture from the ground up. Don't be intimidated. Respect the positions above you and stand by your decisions and values. If you feel your voice is not being heard, respectfully elevate it through the proper chain of command. Sometimes you just have to get your voice heard by the right people. So, friends, that's going to do it for this episode. I know it got a little intense there at times, but I want to personally thank you for tuning in. If this episode resonated with you, I want you to share it with your crew. Share it with your officers, your leadership, your community members, and be sure to like, subscribe, and support the show. How to do that? Well, you're going to find out here in a second. So until next time, take care of each other, keep learning, and as always, stay safe.