The Tough Conversations for Fire Instructors With Probationary Firefighters

When we start out in the fire service, we have the strong desire to be the best or at least competent and knowledgeable enough to help those who we serve. What happens when that passion meets the realization that emergency service work is difficult?

How about when performance might not meet the standard? Most departments have some type of training school for new hires that ensures that each candidate can do the skills that are required or provides training for them to do so. Does this process work?

Most fire academies run anywhere from 3–5 months, depending on whether they issue any type of EMS training (which could extend the academy by several weeks). So, is the fire academy a vetting process? Yes, to some degree. It’s very rare that any department’s probie school graduates 100 percent of those who attend.

Instructor skill set

The fire service has been affected by various social factors that in previous years weren’t a factor. We function in an environment in which everyone wants validation and no one loses. Who holds the tough conversation that tells certain individuals that their 75 percent effectiveness misses the 110 percent that’s needed? Are the officers in your department prepared to handle this task?

This isn’t to say that we can’t train someone to the skill set that’s needed, but we must be prepared to call things as they are. Consider the often uttered, “If this was so easy, everyone would do it.” I truly believe that it takes a certain skill set and passion to serve as an instructor.

My department recently graduated an academy class, and it was amazing to see the civilians transform into fire service members. (That said, we had our share of those who decided that it was a lot more difficult than anticipated. Every fire school class does. When does that decision become a defining moment? To give up all of that after completing the candidate physical ability test (CPAT) and extensive background checks and finally getting selected seems short-sighted.)

Once the skill days kick in—with ladder caterpillars, hose movements, SCBA drills, and gear donning and doffing—is when the tough conversations must start. When those candidates repeatedly fall short of the task, who tells them? The goal is to push them, right? This is where dedicated instructors and adjunct instructors thrive and show their skill at pulling every ounce of effort from the candidate. This is where experienced instructors serve as subject matter experts, who can breathe life into the struggling candidate. Those hand-selected mfolks could weed through and ensure that the right message is delivered.

Quite frankly, often, it takes a great deal of pushing and internal discipline to develop recruits into firefighters. We all must remember: Whatever department that you’re in, it invests thousands of dollars and conducts extensive background checks to make sure that it has the right individuals for the fire service. Don’t we want all of the ones who are selected to walk across the stage at graduation? At the end of the day, prepare to tell them that they are meeting expectations or falling short.

Lay out expectations

Those tough conversations aren’t reserved just for the new firefighters. They also are for that company officer or ranking chief when those expectations fall short.

I recall some of my early years and having to be told that I missed some portion of housework or failed to clean the chief’s buggy to his liking. (If you are in this job, you’ve been there, too.) Was it uncomfortable for me as the new guy on the floor? Sure. Was it bad for my officer? I don’t know, because at the time, I was more worried about letting the company down.

I get the uncomfortable moment that occurs after you coach /council someone. What usually fixes it is going to a job or critical incident.

What happens if that correction must occur before you return to the firehouse? If it took place at the incident scene, it makes immediate interactions uncomfortable or the drive back awkward. After all, we are all human, and no one likes to be scolded or corrected.

I offer you this bit of advice: In the event that you find yourself coaching members of your crew, if you’re the officer, they can’t leave without you. So, in short, don’t hesitate to address those issues, because if you do, the following shifts and years definitely will be affected. It’s better to go in being known as the boss who will correct a wrong.

My department shares this with all new officers when they go through the officer development program: You will get challenged, probably by those who you believe are your friends. It might be something as simple as a kitchen table conversation that might be sensitive or inappropriate. Firefighters will take note of where that line is and when they can step on it or how far that they can catapult over it.

As many of you can probably attest to, most newly promoted officers want to return to their first and/or last assignment. They know the district, the crews and the apparatus. What usually happens? That’s where they generally get their first test of leadership and the pitfalls that can ensue. It isn’t condemning that company or crew, but it’s human nature that these things happen.

The easiest way to avoid those leadership pitfalls is to lay out the expectations at roll call or line-up. Those goals don’t have to be large, but they should cover the operations aspect. I always say, if there are errors on the emergency scene, the operations chief isn’t calling the company and asking for the firefighter. The operations chief wants the officer. The operational side is the officer’s responsibility. Be prepared to defend those decisions, both right and wrong.

Immediately or soon after

The most convenient time for that tough conversation is as the error or infraction occurs. Capture the moment. This isn’t to say that you should condemn in public, but if the conversation can be wrapped up in a few words or via a simple discussion, by all means, handle it then, in real time. The conversation might flow better, because the scene is right in front of you, and you can go through the corrections: for example, “Why did you park here? You blocked the truck.” That conversation is a lot simpler with the apparatus sitting in position.

If you anticipate a discussion and additional dialogue, reserve that for the office. That cooling off period might help both parties, but don’t allow hours or shifts to go by and hope that the matter is resolved. Offenders likely know that they committed an error, and more than likely, they anticipate that you would want to remedy the issue. Everyone knows what it means when they are called to the office and the officer says, “Close the door and take a seat.”

Your responsibility

In short, expect to have that tough conversation at some point during your tenure and be prepared to have it when those who took the oath fall short of the expectations of the job/task. Also, have the ability to have them achieve the goal or meet the standards of the department. Remember, usually, no one sets out to fail. However, if they do miss the mark, it’s up to you to have that tough conversation.