Changes in the fire service not only are needed but also are mandatory. The mentality of the fire service is traditional, based on one that’s been taught from generation to generation. For fire service leaders, the successful execution of change initiatives demands understanding of organizational and leadership theories and the cultivation of related professional skills. However, as society changes, so, too, must the fire service. People who are from the newest generations who are entering the fire service present new perspectives, attitudes and challenges, which leads to a paradigm shift in culture. These issues must be resolved promptly to allow departments to function effectively, professionally and cohesively. Once the “old heads” are retired, the newest members must move the fire service to the next level.
What happened to tradition?
The fire service is removing itself slowly from its long-held tradition for several reasons. Advances in technology are changing how communications are made and how teaching is carried out. Today’s equipment and apparatus are different, which affects knowledge, skills and abilities. Focusing on diversity and inclusion also is causing a rethink of some cultural norms. Moreover, society has evolved, and we perceive leadership differently, so it’s all about teamwork and emotional intelligence, not the hierarchy.
Why younger firefighters call each other by first name
Younger generations typically have a less formal style of communicating. Focusing on reductive hierarchy has created far more flexible, less rigid power relationships. Although this might initiate team spirit, it can destroy respect and authority if not controlled adequately. Emphasize rank through an open dialogue to ensure that order and discipline are met.
Nurtured child vs. abandoned child
Today’s generation often is described as more entitled, expecting to be rewarded and promoted without the grueling work that previous generations knew was necessary to succeed. There’s little doubt that this is partly because of societal changes, stressing juggling work and life, and fast career growth.
To mitigate this, departments must have mentorship programs and career paths in place to ensure the work ethic of respect and having to earn one’s position on the totem pole.
Why it’s easier to join the fire service
Firefighting was a highly competitive field two decades ago. However, the evolution of societal values around teaching and public service, rising educational standards and labor market changes have made recruiting more difficult. Therefore, some departments lowered hiring standards to amortize the gap, which might lead to lower overall competence and dedication.
Two approaches to changing department culture
Implement a comprehensive training program. A comprehensive training program that focuses on technical skills and leadership might be a means of closing the generational gaps and reinforcing company values.
- Pros: Encourages consistency and accountability.
- Cons: Expensive and time-consuming to perform.
Establish a peer-support program. Encourage veteran firefighters to mentor and guide new members, which helps the new members to respect tradition while embracing updated techniques.
- Pros: Builds camaraderie and reinforces positive behaviors.
- Cons: It will take getting the buy-in of experienced firefighters and the rookies.
How to get help for cultural change
Winning support for cultural change begins with identifying the key influencers at every rank, from newcomers to top officers. Leaders must avoid making it just another initiative and instead clearly express, over and over, why and how the change will improve things and how it helps the department to reach its goals.
Benefits of change on culture
Good culture means a better attitude and greater efficiency. By establishing clear expectations, celebrating successes and holding people accountable, resistance can turn to acceptance. The idea is to have a positive, inclusive culture, but there are bounds. Punishment or relocation might be required when people persistently stand in the way of change at the team’s expense. That said, leaders must articulate the risks and features of noncompliance while maintaining sensitivity and etiquette.
Advocating for organizational accountability
During periods of cultural change, to foster accountability, leaders should set an example of the desired behaviors, set measurable performance objectives and hold all members of the organization to account, regardless of rank. This consistency helps with the idea that something must change and that reform isn’t optional but necessary for the department’s success.
Ultimately, the fire service must be nimble enough to evolve along generational lines while still honoring its traditions and living up to the high standards of professionalism that the public demands. Through disciplined change-management techniques, change can be managed effectively while maintaining the traditions and values that have served the fire service for the past 100 years.
