At every structure fire, mass-casualty incident and large-scale emergency, there’s one figure whose decisions shape the entire operation but who rarely touches a tool or crosses a threshold: the incident commander (IC).
While firefighters stretch lines, search rooms and raise ladders, the IC works in a different space, one that’s defined by clarity, strategy and leadership under stress. However, despite not directly engaging in the hands-on tactics of the fireground, the IC holds perhaps the most influential position on the scene. ICs’ responsibility is total, their tools are few, and their skill must be razor sharp.
Burden and privilege of command
Effective command begins with a clear understanding of its weight. ICs aren’t there to “watch” the fire; they are there to direct the operation, ensure safety and support the success of each company that’s assigned under their structure. It’s essential that ICs maintain objectivity, frequently adopting an emotionally neutral stance—not because of indifference, but because clear judgment necessitates impartiality. Emotion clouds judgment, and judgment is the core of command.
Being self-aware in the IC role means knowing one’s limitations, understanding one’s biases and recognizing when one’s presence is helping, or hurting, the operation. It also means being able to admit when things aren’t going to plan and having the humility and decisiveness to change direction swiftly.
The IC role is a privilege that’s granted by operational crews, based on mutual trust regarding safety, assignments and operations. Both the IC and crews rely on each other to fulfill their responsibilities effectively.
Tools of the trade
ICs don’t carry a Halligan. They don’t force doors, stretch lines or make rescues. Instead, their toolkit comprises both tangible and intangible skills that, when honed, can determine the outcome of an incident.
Objectivity. Maintaining an impartial and composed perspective is essential for effective incident command. ICs must serve as the unwavering anchor on whom all teams can depend to ensure stability and direction. Given that this role often involves responding to highly charged, unpredictable situations, the importance of objectivity can’t be overstated. However, it’s critical to reflect on how frequently one deliberately cultivates this quality.
To help to develop objectivity:
- Engage in simulations of ambiguous or chaotic incidents, including scenarios that involve victims or mayday situations.
- Conduct thorough reviews of previous incidents, to assess whether assignments were made impartially rather than based on personal preferences.
- Commit to ongoing study and self-reflection through reading, listening and continual learning, to develop the ability to recognize and address personal biases.
Command presence. This refers to both tone of voice and posture that convey control. Effective leadership requires others to trust that a capable individual is managing the situation.
To help to develop command presence:
- Enhance knowledge and skills by engaging in research and training, because competence supports confidence.
- Implement a systematic approach. Established systems offer a structure for communication that contributes to command presence. The Blue Card model incorporates elements that are designed to support this quality.
- Practice clear communication regularly, whether in everyday interactions or when alone, focusing on both volume and clarity.
Tactical worksheet. The worksheet serves as a tool for recording information on the incident. It tracks accountability, benchmarks, unit assignments and time, while maintaining a comprehensive overview of operations.
To develop a tactical worksheet:
- Repeated practice is vital. Use training opportunities and online resources and apply the worksheet to various scenarios to increase proficiency.
- Teaching others how to use the worksheet can provide additional insight and improve personal skills.
Radio discipline. ICs must communicate efficiently, keeping radio traffic clear, prioritized and calm to direct incident tempo. This tool of command should be used deliberately, not as background noise.
To develop radio discipline:
- Use radios regularly in training to build proficiency.
- Review recordings of past incidents to identify and improve weaknesses.
- Implement a formal communication system, such as Blue Card, to maintain consistent discipline.
IC as a force multiplier
Because ICs don’t physically perform tactics, they must instead amplify the performance of others. A well-timed assignment, proactive deployment, or radio transmission that clears confusion or focuses effort can be the difference between chaos and coordinated success.
This is why preparation matters. ICs must train like any other member of the fireground. Command scenarios, tactical simulations, after-action reviews and continuing education are vital. The fireground isn’t the place to “figure it out.” That work must be done ahead of time, in the classroom, in the field and in the mirror.
The fireground is a reflection
In many ways, the fireground reflects the competence and mindset of its IC. A scattered, confused scene often stems from unclear directions. In contrast, a calm and seamless scene is often the result of an unwavering, objective, confident and reliable IC.
It’s easy to glorify the visible tasks of firefighting, but just as vital are the unseen decisions that shape the outcome. When the fire is out and the critiques begin, it often becomes clear just how much hinged on the IC’s choices in the first few minutes.
Discipline and commitment
Incident command is a craft. Like all crafts, it demands practice, reflection and humility. It requires more than rank; it requires discipline and commitment. When everything is on the line and fires are at their worst, ICs must be at their best.
