Firefighters are natural problem-solvers. We face routine problems: the truck is leaking oil, the chainsaw won’t start, breakfast needs to be made. We face bigger problems on emergency responses, where life safety must be ensured, a scene must be stabilized and then property must be conserved. Goal-oriented problem-solving is a defining characteristic of how we operate. When something needs doing, we roll up our sleeves and dig in.
Every emergency response is a complex machine of activities that we all trained on but never applied in quite the same way before. This goes way beyond “put water on the fire until there is no more fire”—to quote comedian Hannibal Buress’ fire SUV shtick. Whether it’s breakfast, a fire or a multi-vehicle pileup, we all jump into problem-solving mode to get the job done.
However, what if digging in isn’t always the appropriate response? What if the problem is in an area that we aren’t trained to deal with?
Sometimes, we are faced with a citizen who is struggling with the effect of a big event, such as a fire, the death of a loved one or a weather disaster. These moments can be some of the most difficult and uncomfortable for us, particularly when there isn’t anything else that we can “do.” The fire is put out, but someone’s memories and dreams are in ashes. When we are left standing there with the crying victims, we can be a bit out of our comfort zone, because there isn’t a medical intervention, power tool or suppression tactic to fix it.
You can’t leave some problems
Often, after a major incident, the victims have the support of other family members, counselors, their insurance company, a pastor or neighbors. Some departments even can provide resources to help them recover.
What happens, though, when the emotionally affected person gets in the truck with you and returns to the station? We know that it’s out there. The effect of cumulative traumatic stress on firefighters and EMS workers has become something that we talk about. Departments roll out the employee assistance programs (EAP) and bring in counselors and critical incident stress management teams. Eventually, all of that goes away, and it’s just the crew in the station.
Unsurprisingly, the coronavirus pandemic produced a lot of stress in the fire service. The invisible enemy too often was inside of the firehouse walls. Stations put on lockdown. Shifts quarantined. EMS personnel at an increased risk while the rest of the country worked from home. The pandemic challenged our idea that we had the skills and strength to deal with anything.
How can we recover from this challenge? This is where the fire service family can excel. This family can be a great support group.
Let me start by saying that, other than taking a mandatory “Intro to Psychology” class in college, I am not a psychologist. However, during my career, I witnessed a line-of-duty death as well as the death of a department member. Consequently, I always am on the lookout for ways to deal with the various problems that we might face in the fire service.
I recently found some insight in an article in Psychology Today by Jamie Aten, who is the executive director of Wheaton College’s Humanitarian Disaster Institute: “People Who Are Hurting Need You More Than They Need Your Words.” For those of us non-psychologists who want to support our co-workers, Aten lays out four excellent suggestions.
First, listen more than you speak. As fixers, we want to do something to correct the problem. For some people, though, it’s enough to know that they aren’t alone. If you can establish a reputation for being someone who always has a willing ear, you can be a tremendous support to other firefighters.
Second, and stemming off of the first suggestion, focus more on your relationships rather than your words. This is where the “family” aspect of a fire department can be particularly helpful: We aren’t in this alone. Build those relationships up.
Third, you can focus on that relationship by demonstrating warmth and concern. To me, that sounds a little touchy-feely, but we don’t have to be mushy about it. A “Dude, that stinks,” and then patiently waiting with that person who is going through a difficult time could be enough.
Finally, the best “fix” isn’t always a solution. There is definitely a place for EAP, chaplains and psychologists. However, although mental health is beyond the experience of most of us, we still have a role. Not attempting to fix the problem is particularly difficult for career problem-solvers, including firefighters, but “doing something” doesn’t have to involve actively solving the problem. It simply involves being there for each other. The idea of a fire service brotherhood/sisterhood exists for a reason. It can be a lifeline to stability (and, if needed, recovery) in a stressful profession.
During the COVID-19 response, the phrase “we’re all in this together” has become very popular. Although some may argue that this represents something of a new revelation for the general public (particularly in social media or politics), it definitely isn’t new for the fire service.
For anyone who is interested in mental health in the fire service, a simple internet search brings up several resources that might help someone who is trying to expand his/her knowledge in this area. For members of the IAFF, there are peer support programs and member counseling programs that are available on the organization’s website. The International Association of Fire Chiefs has, among other things, programs on bullying and violence prevention in the firehouse and a searchable database of research studies on its Firefighters Safety Through Advanced Research, or FSTAR, research page. Please take advantage of the resources.
Matt Marietta
Matt Marietta is a deputy chief for a department in suburban Atlanta and has spent 23 years in public safety. He is a certified firefighter and peace officer, a Certified Emergency Manager (International Association of Emergency Managers), an Executive Fire Officer (National Fire Academy) and a Chief Fire Officer Designee (Center for Public Safety Excellence). Marietta earned a master's degree and a doctorate in political science and international relations from Georgia State University and a bachelor's degree in philosophy from Wheaton College. He has written for various homeland security-related publications and other government periodicals on the topics of community resilience, public administration and organizational management.
