Leading by Investing: You Get What You Give

If you are a leader in a volunteer fire department, having enough volunteers to answer the call is likely one of your highest priorities. Recruitment and retention are among the biggest challenges that volunteer emergency services face.

Although much has been written on how to attract and keep volunteers, one area of focus that should get more attention is leadership. The capability of a department to retain its members correlates directly to the success of its leaders. According to a 2024 LinkedIn survey, 7 out of 10 employees said that they would quit their job because of a bad manager, with millennials most likely to leave for this reason (77 percent) and Gen Z right behind them (75 percent).

Although volunteers aren’t traditional “employees,” running a fire department is like running a business, and departments aren’t immune to people leaving because of poor leadership. Volunteers donate their time to be at the firehouse, and if they are less than happy with the leaders, they might decide that there are other places where they’d rather be. In fact, a National Volunteer Fire Council (NVFC) study on volunteer retention confirms this: Poor leadership was cited as the primary reason why former volunteers left their department.

Consider these common adages: “You get what you give” and “What you put into the universe gets returned back to you.” Strong leaders who give to their workforce stand to gain as much in return: stronger teams, better retention, more engagement, a positive department culture, improved recruitment and an enhanced department reputation.

Five workforce investments

Many department leaders hold their position not because of extensive leadership experience but because they were either elected or simply are the only ones who are willing to take the role. However, that doesn’t mean that those people can’t be successful in that role. It’s entirely possible to learn and implement critical leadership skills that help them to invest in their workforce and reap the rewards from that investment.

Among the numerous ways to invest in department members are ones that don’t incur a cost, which, of course, is great news for any department that has a limited budget and resources.
Be curious. The most valuable asset in a department isn’t the apparatus, gear or the station. It’s the people. Be curious and get to know them. What motivates them? Why are they there? What’s happening in their personal and work lives? What about their family? Celebrate those family members’ birthdays and milestones. Not only does this show that you care, but it goes a long way in building relationships, trust and loyalty.

Help them to assimilate. If a person didn’t grow up in the fire service, it can take time to adapt to the culture, lingo and environment. Show newer personnel around the station. Make sure that they know where to find what they need and what the expectations are. Be willing to answer their questions; they aren’t mind readers. Be their mentor or assign them a mentor to help them to successfully acclimate to the fire service life. They in turn might pass this kindness along to recruits who follow in their footsteps.

Foster relationships. People often join a fire department because they want to give back to the community. However, if you want them to stay, they must like or at least appreciate the people with whom they are volunteering, training and responding. (In the NVFC survey, next to poor leadership, former volunteers cited cliques and “the good old boys club” as reasons for leaving.) Host get-togethers and team-building events that allow people to get to know each other in a relaxed environment. Work to reduce silos by being transparent and communicative. Put effort into building the relationships and camaraderie that keep people coming back.
Expect them to succeed. Nobody is perfect. Whether people struggle to learn a new skill or pass a much-needed certification test or make a small mistake, it’s in the best interest of the department to help everyone to succeed, not laugh at them when they fail. Be their biggest cheerleader, coach and mentor when needed. Offer to set up a study group or skills-review session. Be honest and forthright—but professional—when needed, and let them know that you’re behind them and rooting them on.

Show grace. If individuals miss a weekly training night or a fundraising event or aren’t putting in the hours that they used to, before jumping to conclusions that they are lazy or disinterested, find out why. Are they or a loved one experiencing a health issue? Did they not have childcare? Are they going through a divorce, unable to afford a much-needed car repair or experiencing a stressful time at work? Once the reason is known, what can the department do to support them? Can the department provide a meal train, ask a high school group to provide babysitters at the station, offer knowledge, or provide a letter that they can share with their employer about all that the department does for the community?

Nothing is instantaneous

By taking the small, no-cost steps that are noted above, you can strengthen your team, boost retention and inspire personnel to speak positively about their experience when they are outside of the station. This enhances both recruitment and the department’s reputation in the community.

Leadership doesn’t require years of experience. With commitment and a willingness to learn, these skills can be developed. The results might not be instant, but with consistency and effort, you’ll find that the energy and support that you invest in your team will come back to you in return.