As firefighters, we are asked to provide many types of services. Firefighting, EMS, hazardous materials, rescue, and other tasks that are usually menial. We respond when someone needs help standing after a fall, getting cats out of trees, and removing storm debris for hours on end. We teach CPR to local organizations, fire safety to children, and assist elderly residents with installing smoke detectors and vitals checks. We commonly refer to this as “service” when in reality these are “services.”
Service is not the duties we perform on a daily basis. Service is the art of putting others before yourself. Service is not a cheap buzzword to be used in mission statements or administrative meetings. Service is at the heart of our obligations. It refers to our heritage and tradition. It encompasses the meaning behind our craft as a whole. We are the “fire service.” Service is defined as, “an act of help or assistance.” This is what we do. This is how we make our mark in the future.
We serve three distinct groups of people. First, the obvious, our community. To serve the community we protect, we must continually strive to improve. If we fail here, we provide a disservice to our department and the name of all those who gave their lives in service. If we take our position for granted, we fail to help those in need. Our lack of preparation leads to a failure to provide assistance to those in distress.
The second group of people we serve are our fellow firefighters. My biggest fear is allowing one of my men/women to perish, knowing I could have done more to prepare them. When we fail to ensure the safety of our crews, our citizens, and ourselves, we perform a disservice. This disservice has a butterfly effect on the daily life of everyone we come in contact with.
The next group we serve are our families. We serve our families by making sure we are using effective, functional knowledge to ensure our safety. When a firefighter dies in the line of duty, they feel no more pain. They are burdened no more. But the lives and actions of their family, friends, department, and community are changed forever. They bear the burden of the loss, they feel the hurt, and they reap what you have sown. All too often we act as if everyone owes us something. Before you react, remember that you signed the dotted line. We asked for this job. No judge sentenced us to time in the fire service. We chose this line of work for a reason, and if you have any sense at all, it’s not the benefits. We are the ones who owe something. We owe our families more than just making another 24. We owe our brothers more than watching how to save his life on YouTube. We owe our community more than learning search procedures from an IFSTA manual. We owe these people. We owe our children the right to have a father growing up, by embracing the facts……We can be called to meet our maker at any time. We must exceed the status quo. There are too many amongst us that are not prepared to face adversity. I cannot and will not allow myself to become complacent in my “service.” I will serve others with a tenacity that scares the mediocre. I will not allow the opinions of others to affect my service to my brethren, community, and most of all, family.
It’s an honor to serve. It’s an honor to respond in a time of need. Don’t let disservice be how you are remembered for your service.
Bremen Fire Rescue
I know of a few departments around me who don’t let their juniors do anything, and by anything I mean throwing ladders, stretching lines, hitting a hydrant…You know, the basic things every firefighter should be 100% efficient at.
Up at my company, we look at juniors as the future of our company. They are involved in meetings, drills, hall rentals, cleaning. Everything a senior member can do at the station, a junior member can also.
I’m from a company in Allegheny County, Pennsylvania, called Munhall Volunteer Fire Company #5. We run a Tower-Ladder, an Engine, and a Squad. In our borough, we have four different stations, one located at each end, and two in the middle. I can’t say we are a busy company, but every time we go to a call, we do it quick, proficient, and right. I really can’t stress enough about having a junior program in your stations. When I first started out, I was 14. I joined a company in the hometown I lived in, and it was called Whitaker. They ran two Engines, a Squad, and a Foam Unit. I fell in love with it the first day I joined. My dad was and still is the Assistant Chief there, and he helped me get through everything tremendously. If it weren’t for them having that junior program, I would’ve never had as much passion for the fire service as I do now.
After two years, I moved on down the street to the station I’m currently at. I joined when I was 16, and right when I joined they only allowed members 16 and up. But a few months had passed, and we changed our by-laws and are now able to allow members to join at 14. That was by far the best decision our company has ever made. We currently have seven junior members. I was the 8th, but I just recently turned 18 and have become a fully active member. When I was a junior, we had a junior officer line. I was the Junior Chief, my buddy Jake was the Captain, and the Chief’s son was the Lieutenant. Being able to already hold an officer position at that age was like winning an Emmy.
You must be thinking, “Oh, okay, they just had a title…” No, we had duties and responsibilities to handle by ourselves.
Me being the Junior Chief, my duty was to train the juniors up to my level and make sure they know the ins and outs of the fire hall. I was a pretty educated kid at that age, and I had my brother and my two uncles help me out along the way. Several times at drill, they put me as the lead guy, the front man, the role model for the other juniors to look up too. When I first started this, I would always wonder why they put a 16-year-old up on stage to teach the SENIOR guys. It took me two long years to realize why. The only way you are going to better yourself is by trying to better other people. If it weren’t for this junior program, I wouldn’t be as smart or as trained as I am right now.
When I teach at our weekly drill, I look at it from a junior’s perspective. I can see what they do and don’t understand; I was in their shoes for 99% of my time so far. No matter what we do at drill, the juniors do the same. When we cut holes in our simulator, they are right there doing the same thing. They watch us, then they do it. When they do it, we go step-by-step with them, making sure they don’t mess up, but when they do, we reassure them it’s okay. When you’re training, that is the time to make those mistakes. You learn a lot more from the mistakes than doing it right.
Many people criticize and bash juniors for being untrained “whackers.” Well, start training them. Get them involved with EVERYTHING. Every single time you’re at the station with them, go over the trucks, throw ladders, pull some lines, learn what every tool does and their names, learn the role of the officers, learn the different truck and engine duties. Teach every single junior how you would want someone coming to your house at 3 in the morning for a working fire. After all, those juniors will fill your shoes one day.
If you don’t have a junior program or you don’t train your juniors because they aren’t certified, then step up. Make a difference in a young person’s life and be their role model. Be the one that when they say they first started out, you helped them. There is no better feeling in this world than making someone’s life better, if you don’t think that is true, you’re in the wrong line of work. Every time you go to a call and see an elderly woman standing in her doorway telling you guys that the fire alarm was an accident, you check to make sure, and you smile and say have a good night to her. You just made her feel safer and one of the happiest people in this world. She now knows that when trouble occurs, people that have never even met her will drop ANYTHING to save her and that my friends is one of the greatest feelings you can have. Do not take this job lightly. Train, stay fit and treat everyone fairly. Just remember, you were a junior at one point in time also. Make sure all your other juniors act in the same manner of courtesy to that elderly woman, as you did.
– Jonathan Scripp
Munhall VFC #5
In apartment complexes and commercial strip malls across the country, we have issues with line placement through narrow or obstructed paths. These can be caused by parked cars, short setbacks, parking barriers, planters, shrubs, etc. With this in mind, one option available is to pass these obstacles before the deployment of the hose. This is what I like to call “The Delayed Triple Split.” This maneuver allows for the entire hose bundle (on a triple layer) to be deployed after passing through any obstructions or obstacles on the pathway to the building. A few considerations go into this deployment process; they are as follows:
– Placement for the aerial at buildings. The best practice is to have the first arriving aerial’s turntable at the center of the building to access the entire length of the building.
– Placement for the next engine company to bring water or supply a “booster back-up.”
– The width of the average car is approximately six to seven and a half (6′ – 7.5′) feet.
– The width of the average parking space is seven and a half to nine (7.5′ – 9′) feet.
– When spotting the hose cross-lays, use an object in the same area on the truck to act as a reference point, i.e. Piston Intake Valve, wheel well, strobe light, etc.
– The objective could be met with only two firefighters involved.
– Find the average length of bedded hose. The average car is about fourteen to eighteen (14′ – 18′) feet long. You need to find how many folds in the cross-lay are needed to reach the sidewalk, which is approximately twenty (20′) feet from the apparatus.
– The Nozzle Firefighter and Driver/Backup Firefighter go in opposite directions (Triple Split) with the loop and nozzle. This allows for short setback deployments.
– When choosing which way to separate the triple layer on the walkway, consider the need for the loop to advance with the building, not against.
– When Backup/Driver is pulling the loop section of the Triple Layer to the opposite side of the fire building, keep pulling it until the fifty (50’) foot coupling is at the entry to the breezeway/recessed area. This will allow the Nozzleman to walk in a straight path to the entry point and keep all remaining 100’ of hose in usable position in the yard.
– On the return trip to the pump panel or relocating to the front door for Doorman position, the last parts of the hose is placed onto the sidewalk/walk space to allow for clearance once the hose gets charged.
– The 50’ coupling is brought to the front door, with the accordion style layout in the open area between the stairs and building.
– If the 2nd-floor apartment is the apartment, take the nozzle and 50’ coupling to the top of the landing. This will further prove the need for the Backup/Driver to pull the looped section far enough to align the 50’ coupling with the base of the stairs.
With these steps, the training evolution was completed in approximately 1 minute from the time the parking brake was pulled. This is an easy way to allow for the needless pulling of the Triple Layer in a straight line, causing multiple steps to place in proper position.
The key to this process, as with any new training elements, is getting out and practicing. Finding those landmarks on the truck, the direction of the loop placement, and placement of the final layout in the yard or on the landing are the fundamentals to making this stretch successful. Unfortunately, many things in these types of properties will reach up and grab anything on the hose layout to hinder the progress. Couplings get caught on the edge of parking blocks, hoses get pulled under tires, etc. By moving the stretch to the fire building side of the obstructions, the layout will transition smoother with fewer locations for Murphy’s Law to apply.
– Joel Richardson
This product review is in no way, shape, or form influenced or swayed towards one side or another. It is strictly my perspective on what I believe in this product.
“When Things Go Bad, Inc. is a firefighter training company that has committed to deliver realistic training since 2005. WTGB teaches throughout the country at conferences and fire departments alike. All instructors share a level of energy that is motivating and contagious to the students. We here at When Things Go Bad are passionate about FIREFIGHTER RESCUE & SURVIVAL. The motivation for these Train-the-Trainer DVDs are to get this paramount information to as many firefighters as possible. Let us not allow our brothers and sisters to perish in vain. We do not rise to the occasion; we sink to the level of our training. Learn practical Firefighter Rescue & Survival tactics from experienced instructors on the When Things Go Bad training DVDs.”
I have known some of the instructors at When Things Go Bad for quite a while now, some of which are on the job in the same county as I am and are fellow F.O.O.L.S. brothers of mine. I’ve known them for a few years, but only recently have they become involved with Paulie Capo and his company. I personally called Paulie to ask for something unrelated to this when he mentioned he was looking for “the right website” to do a product review for his 5-disk DVD set based on Rescue & Survival.
I told myself, “When you have someone like Paulie Capo asks for you to review his product, you had better say yes!”
I opened it up and found the 5 DVDs, which were separated in their own individually photographed DVD sleeves and shrink-wrapped. Each topic/chapter was labeled on the back for ease of searching.
Each chapter skill was created by When Things Go Bad to remember and honor someone that was in a situation of needing its use. Just to name a few, some of the included skills are window lifts & ladder carries, the Denver Drill, high anchor/hauling, flat & peaked roof removals, firefighter stuck in a roof, the Nance Drill, the Naked SCBA Drill, Calling the Mayday, Disentanglement & Low-Pro Maneuvers, Rope & Ladder Bail-outs, What’s In Your Pockets, and Drywall Ladder Climbing.
This DVD set is by far one of the best resources available for training at the firehouse. We have all had our share of “Fire Porn,” but this feels like more than a training video. From senior members to rookies, I have found that every person I had shown this to brought something valuable away from it. When I got time to start the video in my firehouse, it took a few shifts to get through all five disks. Not because of length, but because of the lack of available time we had to sit down and watch them.
On the first shift, we got through the 3 Rescue DVDs. The rookie I had that day told me he was incredibly lucky to have learned some of the techniques in the academy, but he still just took away more than half the material for the first time. He was excited to get out to the engine room to practice putting some of the material to use. He was able to quickly learn, retain, and repeat the hands-on skills he just saw on the DVD set. With excitement, he realized that he could move victims and firefighters quicker and with less effort than ever before in his short career.
The second shift we watched Survival. I had a different firefighter with me who has a couple of years under his belt. I got the initial feeling that he wasn’t too sure if this was his cup of tea. He didn’t give me the vibe like he was going to take anything away from it. After the first chapter, he got into it and started some conversation with me about some of the calls that the skills were created for. I told him about the importance of having an open mind when you train in these type of scenarios. Sometimes we get into the mind frame that we will never have to find our air pack in an IDLH atmosphere, reassemble it, and then don it. I get where he is coming from… We will usually not have to enter a burning structure and locate our air pack. But, we may have to locate a downed firefighter that just had a massive event occur, and they need help troubleshooting their SCBA due to a displaced bottle or a loose connection with an air leak. This is why we train. This is why we do this. Disentanglement props are only as good as we can imagine them to be. Yes, we can cut every wire and not have any entanglement hazards. But this video gives us four different ways to escape from this scenario. Open minds will win versus closed ones. Open minds about training will prevail and make you a better firefighter.
After seeing these two firefighters learn from these videos, I realized that I learned just as much. What I knew already, I was able to reinforce in their minds by setting up the hands-on portion. The items that I learned, I take with me each time we roll out the door to the next emergency.
These five DVDs are an absolute asset to your training cache. It isn’t “just another training tape.” It is formatted and taped in a manner that makes it interesting and professional. When Things Go Bad has hit the nail on the head this time and I know they have much more to share. Their cadre of instructors are making a name for themselves and have taught at events such as Firehouse Expo, FDIC, Fire Rescue East, Wichita H.O.T., Fort Lauderdale Fire Expo, & Orlando Fire Conference.
Interview Questions with Paulie…
What made you start When Things Go Bad?
“I took firefighter survival/rescue classes and got a passion for the level of competence needed in that realm. After a lot of self studying about it, I had a local fire instructor ask me to come up with a presentation”.
It began with a couple guys without any official t-shirts teaching at someone else’s firehouse to starting a company.
“I didn’t intend to start a training company, the training company started itself. I just named it.”
Who are some of your biggest mentors?
Jim Carino 33 year Squad Driver in City of Clearwater
Jim Crawford – Assistant Chief of Operations (Retired) – Pittsburgh Bureau of Fire & Founder of www.rapidintervention.com (no longer in service)
What are some of the classes you provide?
Rescue & Survival classes – two entirely different entities. We have classes for each separately.
Tricks of the Truck – Truck Company Ops Class – Classroom & Hands-On (Forcible Entry, Search & Rescue, Ground Ladders, Vent…along with many, many, many tricks)
Engine Co. classes
Who are some of the most important people to help you get to where you are today?
“I’m a student of the job – learning so many things from so many people.”
my wife, Kristie
my two children
and my late father, Mike, who taught me the business side of life that I had no idea of as a fireman.
What conferences has your company attended? (Just to name a few…
FDIC Class & Hands-On instructor for the last 11 years
Keynote speaker at this year’s Orlando Fire Conference and “Nitty Gritty Engine and Truck Workshop” with Bill Gustin.
Colorado Chief’s Conference
Along with many, many more.
Discount code for anyone that purchases from our link
10% off use code: stationpride
As firefighters, we have all had associates that we have looked up to. These are the type of individuals about whom you say, “I want to be like him/her when I get older, get promoted, or advance my career.” We look up to those individuals that have taken the time to work with us, show us the ropes, responsibilities, and prepare us for our job and our future. There are no better teachers in the fire service than the seasoned veterans who take time out of their days to educate and train us on the way the job was, is, and should be in the future. So this coming year, instead of just sitting in the dayroom complaining of all the things I would fix if I were in charge, I am making 15 New Year’s resolutions for my fire department. These are things that I can spearhead to address our issues while imparting camaraderie, fostering a team concept, and promoting an actual desire to be a part of a world-class fire department.
#1. – Squashing the “us against them” mentality:
This is the management against firefighter mentality that exists in virtually every fire department. How do we resolve this? We stop letting anger fester. The complaining while sitting in the day room, during dinner, or at roll call is counterproductive. As the adage states, “Misery loves company,” we are only defeating ourselves. We need to ensure we don’t talk bad about ourselves outside the department. Stop airing our dirty laundry. The community will judge you by your actions, the words you speak, and your perceived appearance. Instead, be proud to be here. You are now a member of the best fire department in the world; yours. This organization is built on the shoulders of the people before you. Leave the legacy that you would want to return to. Have a sense of ownership. While you are here, this is your family, your firehouse, your job, and a stepping stone to your future. I am going to represent my department in a positive light. I want to leave a good impression.
#2. – Creating a conduit to admitting wrong-doings:
Whether it is up or down the chain of command, whether it is a captain or a chief, this is a big issue; never admitting you’re wrong. So as a leader, don’t fall into that trap. Admit your mistakes, take ownership, and move on. Be a leader. A leader is a person who has integrity, vision, honesty, trustworthy, has a drive, and a commitment to achieve that vision. They have the skills to make it happen. As a leader, first and foremost, lead by example. Don’t expect your crews to do things you wouldn’t do. Instill trust in your crewmembers. Your crew will realize that you have their best interest at heart and they will be more likely to follow you into hazardous situations once you have gained their trust. This also applies to vehicle checks, station cleaning, morning stretching and planning the day. Be present and involved. You must not be afraid to make a decision. Whether it is the right one or the wrong one, you must be able to decide and justify it, if questioned. A decisive officer instills trust and leadership with the crews. I am going to do a better job of making informed decisions. When I am wrong, I will admit it, correct it, and grow from it.
#3. – Redesigning indecisiveness:
Taking too long to make decisions is considered a huge barrier to effective leadership. Just remember, as a leader, people generally would rather you make a bad decision than no decision. The low hanging fruit is easy to harvest. The regular business day decisions set the tone for the ones you make during emergency situations. Even if you don’t make the right decision, you can make the decision right. Plenty of talented people, even the chief, go to exhaustive lengths not to appear dumb. Let it go. We have the right to change our minds; you are not admitting defeat. You are simply reassessing the situation and processing new information. Similar to a hazmat call where the offensive tactics aren’t mitigating the situation. We retreat, call an audible and deploy defensive operations. I am not dumb. I don’t know everything. I am learning. (See? It wasn’t hard to admit.)
#4. Creating a vision and purpose:
A lack of vision and purpose make effective leadership impossible. Make a daily schedule. We don’t have to adhere to it by the minute, but it gives guidelines for a typical day in the firehouse. Just to figure out a general schedule for each shift. It could be a list of times for training, cleaning, others tasks, down-time, meals, breaks, free-time. This visual tool will bolster the dissemination of information to everyone. They do this in grade school to keep the students on task and promote punctuality. In a broader sense, we need to define our personal goals. To accomplish this, we can start by writing a list of goals you want to complete. It could be of any type; personal, work-related, relationship, educational, or financial. Make it broad or specific. Share it with your supervisor. The department defines expectations of you as an employee; provide them with your expectations. Leadership won’t know what you want if we don’t tell them. It also helps write a performance review. We could define our purpose and share our vision with the entire department.
#5. Constructing a foundation of discipline:
Trying to be a buddy instead of a boss makes it difficult to be a formal leader. A huge morale killer in the fire service: having to drag around dead weight firefighters that no one wants to step up and discipline. If the captain or the chief does discipline, but it is inconsistent or not standardized between the shifts/personnel creates a barrier to effective leadership. The purpose of discipline should be to enforce the rules and standards that are valued by management, provide feedback, reaffirm expectations, and promote fairness through consistency. It doesn’t have to be negative/involve punishment or be confrontational. We can discipline ourselves. Set clear, achievable goals and a reasonable timeline to help yourself meet your job expectations. Additionally, always offer support and guidance to coworkers. After all, we are a family. One of my failures is deploying congruent discipline to all of my subordinates. I will remedy this with clear, concise, obtainable objectives.
#6. Fostering accountability:
Leaders need to take ownership for their actions and decisions both up and down the chain of command. Hold everyone accountable. We are the best fire department in our town/city/county/state/country. We set the bar. We should be the organization that other departments want to emulate. We have the opportunity to be a great place to work, but it starts with trust, motivating your crew, and taking ownership. As a driver, backstep firefighter, or riding the seat; it is your job and responsibility to keep your office, apparatus, and office space clean. Learn what motivates your personnel and use those techniques to instill a sense of pride and ownership in the work we do. Polish your shoes, the chrome on the rig, and that badge on your chest. I am working towards leading by example, a good example.
#7. Organizing our standardized operating procedures:
The departments SOP’s must be readily available. Show me the SOP’s and make me read them. Read them out loud to me. Make me sign that I understand and have read them. Hold me accountable. Hold everyone accountable. Set the rules and make me follow them. NO EXCEPTIONS. Foster a consistent team. You set the tone. Complacency kills. Keeping a positive attitude during your whole shift will instill a sense of purpose and pride in the job that they do every day. Encourage people to remain positive and do things to cultivate that pride, ownership, and positivity. Put in the same effort that you want from people. Accolades and “Atta-boys” go a long way in recognition. It doesn’t have to be coins, award ceremonies, or bonuses. Just acknowledge the type of behavior you want to retain and inspire. I am going to stop focusing on the negative.
#8. Developing effective communication skills:
Ineffective communication hurts the public, your crew, and also the department. A leader that doesn’t listen isn’t approachable. One that is inaccessible will create barriers. If they don’t know how to articulate themselves, or they are socially withdrawn, the results can be devastating. Having effective communication skills is vital when it comes to leadership. Communications is more than just being able to speak and write. Communicating effectively means you keep your crews informed, when possible, of daily events that will affect them and the way they perform their regular duties. Nobody likes surprises. Make sure that you keep the lines of communication open. Open communication between you and your crews gains respect. I am going to do better by practicing my public speaking, mentoring more firefighters, and calling my mother more often.
#9. Be receptive and take input on ideas:
Another barrier to effective leadership in the fire service is acting like you have all the answers, you know everything, you don’t need input from anybody, and there’s no humility. People find it very difficult to buy into missions and visions they didn’t help create, so get input! It is our department too, let us be a part of it. Tap into experience. This administration perpetuates the notion that no firefighter is different than the other. However, we all have different experience levels and training. Tap into that, it is a free resource and gives people a purpose. Let me teach; let me share; let me impart my experience on another coworker. It builds bonds, trust, and opens an avenue for potential leaders that can rise. Don’t forget the words “please” and “thank you” when asking personnel to complete a task (outside incident operations). These phrases will take you a long way in respect and motivation of your staff. I will be humble, share my thoughts and ideas, and continue to foster an efficient team.
#10. Cultivating trust:
Now, I want you to think about this one for a minute because this is huge. Do you know what the most effective way is to build and maintain a high level of trust? Do what you say you’re going to do when you said you would do it and how you said it would get done. Let your words mean something. If people can’t depend on you, they won’t trust you. I read a great quote once, “Trust is a lot like fine China; once broken, it can be repaired, but it’s never quite the same.” It ties into the lack of personal morality. This actually causes followers to be very reluctant about standing behind a leader. If you demonstrate a lack of personal integrity, you will have a huge uphill battle winning the trust of your followers again. A simple way to exude honor is pride in appearance. Perception is everything. YOU ARE THE EXAMPLE. Dress the part. Practice decorum. The statement still holds true, “You never get a second chance to make a first impression.” I believe one way I can nurture trust in my co-workers and my leadership is to solicit advice, counsel, and train with them.
#11. Sponsor effective training:
Train with your crew. Training is a vital part of what we do, now more than ever. Convey the importance of training with your crews. Make each shift a training day. If there is no formal training scheduled on a particular shift, take the crew out for driver’s training. Get the rope bag out and brush up on your knots or learn some new ones. Practice buddy breathing with your self-contained breathing apparatus. Practice a rapid intervention scenario. Practice putting up ladders behind the firehouse. Pre-plan a building that you’re not familiar with, discuss the layout, construction type, and the potential risks and hazards. Would a rescue be a concern, and if so, where and how would you deal with it if it happened? What are the exposures? Where is the nearest water supply and is it enough to sustain a prolonged fire attack? Would this be an offensive or a defensive incident? What hazardous materials do you need to address? The more you train with your personnel, the more comfortable you will be with them, and they will trust you as their officer. Remember, this profession is a team effort. Freelancing will get you killed. This comes back to complacency. I am going to lead more training, developing new training modules, and sign up for more classes.
#12. Encourage time spent with the troops:
Staff officers are sometimes viewed as out-of-touch with what’s actually going on in the station. This can create an obstacle and should be addressed immediately. Be a good listener. Be open to what your crew has to say. Take time to be a good listener. If one of your crewmembers needs or wants to discuss something with you, make a chance to do so. Save what you’re working on your computer, put your cell phone on vibrate, and assign another crewmember to answer the phone to take messages for you. Such behavior shows your personnel that you honestly care about your crew and what they have to say. This behavior also instills respect from your personnel. Being a good listener is probably one of the most important ways to inspire trust and respect in your personnel. We must not forget that we are under the watchful eye of the entire community. We must hold ourselves to a higher regard than the other departments. If leadership is embarrassed to acknowledge us, then the community will follow suit. All due to the examples that the leadership sets. Don’t ostracize our department and co-workers. Don’t ignore us. Every day should be an open house at the fire department. I have an open door policy, I eat meals with the staff, I offer greetings and handshakes, and you should too.
#13. Inspire free thinking leaders:
This applies to informal leaders who are attempting to share ideas. One of the obstructions to effective leadership in the fire service is there is not enough freedom for free-thinking leaders. Informal leaders are squashed, and supervisory or positional leaders are very threatened by them. There is a fear of retaliation. Regardless of their position, whether it was a firefighter, lieutenant, captain, or command staff, they aren’t free reigned enough to put their ideas out there or say what’s wrong, or what needs to be fixed because they’re afraid they will be retaliated against. People need to feel safe coming forward with their ideas, suggestions, and input. And if you’re the one coming forward, you need to do it with respect and humility. As a formal leader, don’t use your positional power to try to keep people in line. Use your positive influence, your vision, and your role model example. Be a supervisor. A supervisor is the team leader, overseer, coach, facilitator, and a manager in a position of trust. It is your job to make sure that work is completed safely, effectively, and promptly. I am going to hold a meeting with my staff to solicit ideas, concerns, and comments to take to the Chief. They work for me; it is my duty to work for them.
#14. Provide mentors in the fire service:
When people are thrown into positions, they’re expected just to figure it out, and it’s frustrating. It’s not just rookie firefighters who need mentoring. Officers & veteran firefighters need it as well. Everyone needs good mentoring and good role modeling to look to in the fire service for good leadership. As a mentor, don’t be afraid to relinquish some of your information, your duties, and your valuable knowledge to the personnel who will be following in your footsteps some day. That is how the next generation will learn your position. Yes, I said YOUR position. None of us are permanent fixtures in the fire service. I have worked with officers who are afraid that if their secrets get out, someone will advance in front of them, or worse yet, take all their glory. Remember, firefighting is a team effort. Not one single person can do this profession alone. A good officer is also a good teacher. Lead by example. This year, I am going to mentor more firefighters and I am going to seek out a professional mentor for myself.
#15. Nurture respect:
We should not be condescending. Rather, we should be approachable, friendly, and inviting. The city/municipality/town judges us regularly; not by the leadership, uniforms, or effectiveness to extinguish fires, but rather by that one asshole that runs his/her mouth at the bar, public gatherings, or on social media. Respect is earned! It doesn’t come with a uniform, position, or title. Remember that a leader must lead from the front. An officer should strive to better himself/herself every day. It is your responsibility to motivate and keep your people heading in the right direction. It is also your responsibility to keep yourself motivated, educated, and up with the newest trends, management, and leadership skills, as well as equipment in the fire service. Never coast along because it only hurts those who want to do a good job. Morale will suffer if you don’t care. Motivate your crew. As a driver, back step firefighter, or riding the seat; it is your job and responsibility to keep your crew motivated. Keeping a positive attitude within your whole shift will instill a sense of purpose and pride in the job that they do every day. Learn what motivates your personnel and use those techniques to instill a sense of pride and ownership in the work we do. I am spending 2017 making my crew, department, and myself better. I want to work for a world-class fire department, so with these 15 resolutions, I am creating it; a world-class department that I have always wanted to work for.
And now, an excerpt from the book Barn Boss Leadership by author Brian Ward.
This particular morning was like any other except I happened to be at home instead of work, waiting on the AC Repairman. I awoke about 0630 to go for my morning run as a fire call came in with an address one road down from my residence in the small town where I volunteer. In this volunteer department, I am a firefighter at rank, and I follow orders instead of the typical giving of them in my career status. While I do not shy away from speaking up, I feel it is important to listen and be respectful with my rookie status (which has it’s benefits – nozzle time). This understanding of leadership versus followership is important to understand as this incident unfolds. This is a key aspect discussed in Barn Boss Leadership concerning what makes teams successful.
The neighbor stated to dispatch that he believes he sees smoke inside the residence, but no one is home. I skipped my morning run and went en route to the call approximately half a mile away. As I turned down the road, I did not see any columns of smoke, and for all I knew, this would be a quick wash down or false alarm. As I got closer to the address stated by dispatch, I did not see any indication of fire. All of a sudden, in a bend in the middle of the road, was the mailbox I was looking for. Quickly, I looked to my right and saw a light wisp of black laminar smoke pushing from a small utility room window on Side A. I had arrived first on scene, established command, provided my size up, and conducted my walk around. It was a two story wood frame single family dwelling with smoke showing from the A/D corner on the first floor. As I made my walk around there were no lights on, all doors were locked and no other signs of fire or smoke showing.
As I started back up the hill towards the road, an additional volunteer showed up, and the two career firefighters on E2 and E4 were seconds later. We immediately exchanged information and transferred command as I rolled back to my firefighter status. One of the firefighters and myself grabbed the 200’ 1.75” pre-connect and took off to the front door. I did use my rookie status to take over the nozzle. We forced entry into the residence, controlling the flow path and not performing uncoordinated ventilation. As we forced the front door, the smoke quickly leveled itself one foot off the floor at the door and five feet in there was zero visibility. The smoke was very laminar and did not appear to be volume or heat pushed at the front door.
We continued performing a search along the right-hand wall, which would lead us to the A/D corner, looking for a door or hallway. After feeling around some furniture and about 20’ in, we found a doorway and made entry. There was a small sense of environmental changes but nothing too alarming, however, we were definitely closer. After about another foot or two, I could hear a crackling, but I still could not see anything. I made entry into the bedroom and felt a definite rush of heat but no fire. I made the decision to quickly discharge my 150 GPM nozzle into the ceiling to cool the environment but careful not to upset the thermal layering. After a few seconds, the heat did dissipate, but I still could not see the fire in this less than ideal condition. These are the ones that scare me the most or maybe you just call it being respectful – you hear it, see the smoke, feel the heat, but you cannot find the seat of the fire.
Let me back up to the night before, at Station 2, where we have our weekly training for volunteers. The goal this particular night was a 200’ hose entanglement drill with a disoriented firefighter. I packed out, flipped my hood over my mask, and went inside the training building. There were pallets, tires, 55-gallon barrels and other obstacles with my hose stacked on/over/under and through (no smoke or fire) – their imagination was in overdrive. The obstacle was to orient yourself and feel your way through the hose entanglement drill. The instructor made it a point to remind his students to always sound the floor making sure to always have a solid floor under you.
Just 12 hours later, as I sit inside this two story burning structure, I am listening to the fire crackle in front of me. Still operating in zero visibility, and nozzle in hand, I told my backup firefighters to prepare to advance. I hit the floor every few inches in front of me hoping that my senses would clue in on any discrepancies. My situational awareness (identify, comprehend and predict), I would say, was heightened as I understand the gravity of making the wrong decision and someone else’s life hanging right there with me. I continued sounding the floor. I felt another door to my right. I pushed it open and sounded the floor one more time. I suddenly felt a buckle of the hardwood floor planks and knew something was not right. I sounded it again and encountered the same result. I immediately told the two firefighters behind me to back out. We had encountered a failure of floor integrity, but I was unsure of the extent. While I am the “rookie,” neither of them hesitated or questioned my decision.
After we regrouped and changed our vantage point of attack, the “fire” was determined to be a slow charring fire in the walls from a lightning strike hours before the actual call. Once the smoke cleared, we went back inside to check for extension and other hotspots. Visibility was greatly improved, so I walked back to where I gave the orders to back out to determine what my senses had told me. The fire had burned through the wall into the flooring system; there was a 6’ hole in the floor only two feet away from where we stopped. The phrase, “Faith in God, Trust in Training” comes to mind. Whether it was the training the night before, luck, or the Grace of God – remembering the basics kept us inches away from danger. I personally thanked the instructors from that night’s training and showed them what they did, so they can share this story the next time they do hose entanglement drills or fire attack drills.
If these guys would have never seen or spoke to me before would they have still listened? This is the value of team building and training, and understanding when to follow and when to lead. Remember the basics of your training and execute it to perfection. Anything can happen in this job, so you better be good at it. Mastery should be your minimum standard. Drill not to get it right but until you cannot get it wrong. The difference may only be inches away…..
Be Safe and Train Hard!
Barn Boss Leadership can be reviewed here: https://www.createspace.com/5952190
Stay tuned for Station-Pride’s Product Review of Barn Boss Leadership!
Barn Boss Leadership, August 2016 publication – A unique blend of fire, science, psychology and fire service history provided by an author who has worked in the largest of metropolitan to the smallest of volunteer departments. True leaders develop their power long before they receive a promotion. This text is designed to provide a guide and self-awareness gut check for individuals of all ranks. However, the emphasis of this text is for the informal leader in the organization, who is the catalyst for action. This text is for the individual who considers mastery the minimum standard.
Brian Ward, Author of Fire Engineering – Training Officer’s Toolbox and Managing Editor/Author for the Training Officer’s Desk Reference by Jones and Bartlett. Brian facilitates programs around the country on emergency response, training and leadership topics in the public and private sector. Founder of FireServiceSLT.com.
In today’s fire service that is ruled by the almighty dollar, staffing reductions and lack of membership response have created a unique set of challenges. Regardless if your department is career, volunteer, or combination, we have been tasked with doing more with less. Less funding, less equipment, and less staffing. The mission statement of my department states in part, “…meeting the needs of our community in Fire Prevention, Fire Suppression, Rescue Operations, and Emergency Medical Services.” Nowhere in that mission statement did it say we could merely approach the needs of the community because that is all we could do with the staffing and equipment we have. We, as the fire department, are still expected to solve every problem that is thrown our way. In order to do that, we must adapt and overcome. We change our tactics and operations to incorporate the increase in responsibility and decrease in staffing. The most common “change” that has been made is to operate with a crew of 3 personnel on engine companies. While this is no doubt less than optimal, it is very attainable when you become extremely effective through training and practice. My department has taken to this change by creating riding positions that are followed on each alarm. A three-person engine crew has a driver/operator, an officer, and a nozzleman. Let’s look at some specifics of each position and how they interconnect to accomplish our mission.
The driver/operator of the engine is one of the most important and complex positions to fill on the fireground. There is an abundance of activities that need to be done in rapid succession and without them, the efforts of the crew will fail. The driver’s responsibility starts before even leaving the station. The driver/operator should drive the apparatus wearing bunker pants. This affords the driver greater flexibility once on scene; something we will cover in depth later. The driver should know the location of the alarm, the route to take to get there, and the hydrant location before he/she leaves the station. Trying to understand directions yelled over a blaring siren while trying to anticipate the reactions of the other drivers on the road will lead to confusion, missed information, and inattentive driving.
Once in the area of the alarm, the driver should approach the scene in a way that provides the officer with a view of three sides of the structure before the truck comes to a stop, if at all possible. This will help in the speed of the 360 size up since three sides have already been visualized from the front seat. The driver/operator needs to position his engine either past or short of the address building, leaving adequate room for the ladder/truck. Always take into consideration the orientation of attack lines and lengths. Know how to judge distances, and don’t park so far away that you make your attack lines ineffective. Positioning the engine is something that you only get one chance to do correctly. Once the engine is in pump gear and lines have been stretched, you can’t move to give the truck more access. Take your time and make smart decisions. Do it correctly the first time.
The driver/operator needs to be able to quickly disconnect the supply line and attach it to the pump panel. While this is being done, the officer will be completing his size-up and the nozzleman will be stretching the line. The driver/operator should then help the nozzleman stretch the line past obstacles and chase kinks. Remember, there is no backup man with a short crew. Once the officer and nozzleman have readied themselves, the driver should charge the line when called for.
At this point, the driver/operator will be the only member on the exterior of the structure. This makes him the only level of safety for the members operating inside. By driving in bunker pants, the driver/operator is already half dressed. The driver should stage the remainder of his PPE to include an SCBA together in a location close to the engine but out of the immediate work zone.
Until the arrival of next-in companies, the driver/operator is the initial RIT. This may necessitate quickly donning full PPE should something go wrong. Having it all together and staged makes this a quicker event in a time where every second counts.
Every engine in the fire service carries at least two ladders. Those ladders do no one any good when they are left on the apparatus. The driver/operator should throw ladders to the upper floors on each side of the building and the roof in the position of greatest benefit. If your crew has found the seat of the fire and the truck is still not on scene yet, you should perform coordinated horizontal ventilation to make the conditions inside more tenable. Remember, if the engines are short staffed, most likely the truck is short staffed as well. Use your time and energy wisely to create the best possible advantage at every opportunity.
Re-check the Charlie side. Make sure conditions haven’t changed or something wasn’t missed in the initial size up. The operator must be the outside eyes and ears for the officer on the inside. Be able to judge progress or lack thereof by the conditions that are presenting themselves outside. Understand building construction and be able to read smoke to ensure interior reports match exterior conditions.
Above all else, it is the job of the driver/operator to get the nozzleman water and to ensure a continuous water supply. You, as the driver/operator, need to know your apparatus inside and out. You need to know which valves open which lines without looking. You should be able to operate your pump blindfolded. Know the sounds that your pump makes when the line is flowing fully open, when your tank is nearing empty, and when the crew is having difficulty regulating nozzle pressure. By being able to judge these actions by sound, you can perform other critical functions away from the pump panel and still be able to correct problems quickly.
The officer of the first-in engine sets the tone for the entire incident and is looked to for guidance and leadership throughout the incident. As soon as an alarm is received, the work of the officer begins. The officer needs to know the address, be able to tell the driver/operator what route to take to get there, and locate the closest hydrant. This needs to be done before leaving the station.
Once on scene, the officer needs to give a detailed and appropriate size up. This size up paints the picture of the scene and allows later arriving units the ability to envision the conditions encountered by the first arriving units. This mental picture will allow them to perform a quick assessment of the progress the first engine is making on the fire. No size up is complete without a 360-degree survey of the scene. By instructing and training your driver to pull past the address, when appropriate, you already have seen three sides of the building before you even get off the truck. Your size up can be easily completed by running down the Bravo or Delta side and looking across the Charlie side. As long as you can see the opposite corner of the building, you do not physically need to walk completely around the building. If the rear of the building has an addition or a wing projecting from the Charlie side, then you need to continue to a point where you have seen every side of the building.
With a short crew, traditional Incident Command is not possible. You cannot stand outside and send your nozzleman inside by himself. Pass command, or at least give instructions to the next-in companies over the radio at the conclusion of your report before heading in with the nozzleman. The next-due officer can assume command or can relieve you when they arrive. You will do more good for the incident operating inside then you will standing outside giving assignments.
You, as the officer of the short-staffed crew, become the “utility player” of the team. Not only do you have to perform the normal functions of the officer, but you also need to pick up the responsibilities of the forcible entry firefighter. For this to be effective, you need to be proficient at forcible entry. Your nozzleman is relying on you to create access for him to stretch his line to the fire.
The single most important responsibility of any fire officer is to ensure the safety of his people. This is paramount. Safety of firefighters is reliant on many factors, some of which are a solid risk vs. reward benefit and a thorough understanding of building construction. Both of these components are interdependent. The type of construction will determine how long you have to work inside the building before it becomes unstable. Modern construction is made of lightweight wood and pressure plate connections. This type of construction has a very short resistance to fire. It will fail quickly and possibly all at once when exposed to direct flame impingement. With today’s furnishings inside of the houses made up of polycarbonates that burn hot and fast, the amount of time it takes for direct flame impingement to reach the structural components is relatively short. Couple that with the increased time of notification, response of membership and turnout time. Most fire departments are arriving within minutes of flashover and collapse.
As the officer, you need to perform a solid and thought-out risk vs. reward assessment before putting your people inside these buildings. This assessment needs to take into account the time of day, occupant status and advancement of the fire. If there is nothing to gain by placing your people in an immediately dangerous situation, don’t put them there. It is your decision as the first-in officer to allow your members to enter a structure on fire or hold them outside and go defensive. Don’t let your pride in being a super aggressive company get someone killed, alternatively, don’t let a scary fire stop you from saving savable lives or property.
The third and final position on the short-staffed engine crew is the nozzleman. The nozzleman is the one who will be doing the main work inside the fire building. For this reason, the nozzleman needs to be highly trained and competent. As the nozzleman operating without a dedicated backup person, you need to know your job and do it well. It takes tremendous discipline to complete the tasks assigned to you regardless of the surrounding circumstances. ALL problems on the fireground go away once the fire is out. Therefore it is imperative that a line gets stretched to the seat of the fire quickly and efficiently. For this to happen, the nozzleman must be proficient in pulling lines by himself. There won’t be anyone available to help stretch the line, so the nozzleman must be able to manage the entire pre-connected length by himself without assistance. This is not something that comes easily or naturally; it takes a lot of practice. Take the time to learn how to and practice stretching lines by yourself.
Just like the other members of your crew, you as the nozzleman need to be able to judge distances and know the capabilities of your lines. Know your district, know your equipment and practice constantly. Always err on the side of caution, and pull a line that is longer than you need. Remember, each floor of the building between the entrance door and the fire will take up 50 feet of hose, and you should have 50 feet available to you to make the room of origin. Add that up, and you are at 150 feet for a two-floor house not counting any setback you might have, such as a front yard. Make sure you pull a line that is long enough to cover the distance and still leave room to overcome any unforeseen obstacles in that process. Nothing will have a more detrimental effect on the operation as will stretching a line that is too short. Overshooting the lay is better than stretching too short.
Along with stretching the line by yourself, you will have to operate it by yourself too. Understand the nozzle reaction that will come from the line. Be able to overcome that nozzle reaction and force it to work for you not against you. One of the most common hose/nozzle configurations, a 1 ¾” hoseline with an automatic fog nozzle designed for 150GPM at 100 PSI creates approximately 75 pounds of back pressure. Anything over 50 pounds of back pressure will be difficult to overcome while still being effective. There are ways to overcome this reaction, though. Be comfortable using the walls, doors and furniture as your backup. By placing the line between your leg and the wall, a portion of the nozzle reaction will be passed on to the wall and therefore will lessen the amount that you will have to withstand. If possible with the layout of the building, create an “S” configuration of hose in the hallway. The more surface area of hose you have contacting the ground (friction), the less reaction you will feel.
While stretching the line through the building to the seat of the fire, you should also be searching the areas around you. Remember that all members of the crew need to constantly be multi-tasking and making the best use of their effort. It takes no extra energy to search the area immediately around you while you are stretching the line down the hallway and through the rooms. Obviously, this doesn’t apply if you are fighting your way down a hallway engulfed in fire, and don’t put the line down to search. If at all possible, take a moment before opening the line to use the light of the fire to look around the room. You may notice things you wouldn’t otherwise. Above all, remember that all problems go away when the fire goes out.
As members operating on a short-staffed engine crew, you need to be proficient in all aspects of the job, collectively and individually. As the fire department, we are looked at as being “Jacks-of-all-trades” and we are expected to handle any and every emergency thrown our way. We have been entrusted to protect the lives and property of the citizens we serve. The conditions that we work under will not be getting better any time soon, nor will the amount of staffing increase. We need to take it upon ourselves to overcome the challenges that are thrown at us. By utilizing the positions and operating as a cohesive group, a short-staffed engine can still be very successful and effective.
– Tim O’Connor is a Deputy Chief and Training Officer in a combination company in New Castle County, Delaware. He has been in the fire service for 14 years and has held various positions during that time. He is employed as a Firefighter/EMT in a combination department.
Holy cow, where do I begin???
BlastMask is a product made for firefighters by firefighters right here in the USA. Through the physical demands of their passion of firefighting, the creators were driven to produce a product that would make firefighter-oriented workouts more effective towards functional operational ability.
BlastMask has become a staple piece of equipment in MY training regimen.
I wasn’t fully prepared for how much it added to a workout. The day I found out I was going to get one to review, I went on eBay and bought a used Scott mask and waited.
The device arrived in a small box which included some advertisement material and a pamphlet about the scientific benefits; we’ll get to those later. The Blast Mask is an SCBA regulator-looking piece of plastic with a diaphragm inside that gives the wearer a feeling of being “on air” during the physical demands of a workout. When you first don the mask with the BlastMask attached, you at first question the benefits of it. At rest during normal breathing, it is rather difficult to realize just what potential this thing holds. Then you begin your workout.
My first workout with the BlastMask was paired with a sandbag system. The routine included weighed squats, pushups, burpees, tire flips and sledgehammer work with the tire. Just like when wearing an SCBA, as your heart rate increases, so does your bodies demands for oxygen, causing you almost to draw or suck air from your bottle. With the BlastMask, your mask will suck tight to your face as you work for each deep breath. You fight through it, continue to work, and when you finish your workout, you welcome the “outside air” when you doff the mask/BlastMask.
To say the BlastMask is a work-out accessory is an understatement.
There has been some questioning of firefighters working out in “gear” and whether they provide a functional advantage. While I’m sure most of it is personal preference, I can say that, scientifically, it has been proven. “When the BlastMask is worn in conjunction with an SCBA and bottle, your VO2 max (maximal oxygen consumption) is reduced by 14.9% primarily due to the regulator. Also, the firefighters peak power output and SPO2 (oxyhemoglobin saturation) are decreased by the regulator alone. TRAINING IN A FACE PIECE AND PACK ALONE DOES NOT REDUCE VO2 MAX, PEAK POWER OUTPUT AND SPO2.”
To add a quote directly from the company website, “BlaskMask makes a positive impact on your budget and resources. Fire service fitness initiatives have shown a decrease in lost workdays by 28%. What’s more, every dollar spent on uniformed personnel wellness returns over two dollars in occupational injury and illness costs.”
“BlastMask also saves the manpower and time it takes to refill SCBA bottles, keeping resources ready for real emergencies. Not to mention it decreases wear and tear on expensive SCBA regulators.”
Training with the BlastMask increases the firefighters’ ability to work under the physical stresses of a fire scene by building confidence through functional training and helps prevent firefighter injuries that are due to lack of fitness. It will also help prevent LODDs that result from stress and overexertion.
While conducting drills at the firehouse, a firefighter can train in a clean atmosphere, and still use the muscle memory of being on an SCBA. After the drill, your SCBA is immediately in service, full of air and “combat ready” on the apparatus. I also decided I wanted to my mask to simulate poor visibility. After a little ingenuity and some searching, I found something that would work. I decided what better way to simulate poor visibility, than to tint my lens? I usually use Glad Press’n Seal to give me a light smoke look, but limo tint is proving to be working great.
The BlastMask is most definitely an asset to any physical fitness routine.
Healthy, physically fit, trained firefighters are the most confident, mentally and physically strongest firefighters in the brotherhood, period.
Want one? Check out the contact info below for more information.
I’ve heard it more times than I have ever cared to hear it. It all started when I was new and sounded like, “yea, great kid, but shut up and know your role.” Nowadays it sounds like, “he/she needs to shut up and know his/her role!”
Are you seriously that insecure about your ability or inability to do your job that you are threatened by a rookie who knows more about what’s in a book than you do? Or just because he’s opened it more recently than you?
Get the freaking chip off your shoulder, “Bro”. They will work circles around some guys/gals, and you’re going to bad-mouth him/her in front of other members in your own department because he/she “doesn’t know his role”?
Screw that man. Be better than that. Build somebody up instead of knock people down, just because you’re scared.
There is literally years and years of experience between your ears that you could teach this guy/gal, but you’d rather make them feel bad for speaking up because your lack of book knowledge is embarrassing. Get off your self-built pedestal because nobody owes you a damn thing! Get your hands dirty training on things that you may think are below you, when in fact, they are still your job too! If you’d shut your mouth and watch this rookie work, you might be a little impressed. Instead, you would rather point out how much you got screwed when you were new, so by God, he/she needs to, “Shut up!”, and “Know his role around here!”
Educating younger members of the fire service starts with older experienced mentors. Period. It’s the front line fire officers that theoretically have the experience and knowledge to pass on to the younger members. Not the book knowledge. Trust me, the new guys just pulled their heads out of their Probationary book while yours is holding a desk fan up, so it’s quieter while you nap.
Physical, “hands-on” tool training teaches new and old firefighters more than anything out there. It creates bonds, builds trust, and strengthens confidence while mentoring a young, moldable mind. Better morale can be found on a firefighter, shift, and department level just by training more frequently.
Repetitive, hands-on, purposeful education is satisfying to the type of personality that makes a firefighter what they have always wanted to be. Not to mention, it makes “Little Jeffery”, the rookie, happy to know he has a new “tool in the toolbox”.
Take your helmet off. Leave the speaking horns on your shirt in your locker and go outside. Get your hands dirty with YOUR BROTHERS/SISTERS and stop having so much animosity towards anybody younger and newer than you.
You have the potential to make your department great! You’re not hurting anybody but yourself when you treat people like trash.
Who do I want to be? A question we have all asked ourselves at one point in our lives. At a very young age, I focused on playing baseball and being a firefighter like my dad. I loved baseball with a passion and grew up watching the New York Yankees with my dad as a little kid. I grew up wanting the best of both worlds, being able to play baseball for the Yankees and be a firefighter for the FDNY at the same time. I soon realized as I got older that I couldn’t have the best of both worlds. I had to come to a point in my life where I had to choose what I wanted to do with my life. At 18 years old and about to graduate high school, it’s not easy figuring out what you want to do. I was fortunate enough to have amazing parents who raised me right and taught me how to be a man of God.
I spent my whole life going to church every Sunday and even going to youth group every Wednesday night. I know in the fire service religion is a touchy subject and can cause controversy among a lot of the guys and gals at the station. Everyone has their opinion in life, and that’s what makes the power of decision-making so great, we get to choose what we want to believe in and do with our lives. Many people believe there is a God, and many people don’t. I believe there is a God, and I believe he sent his son Jesus Christ on this earth to die on the cross for our sins so that we may be forgiven. I also believe God has a plan for each of our lives and opens doors of opportunity for us each and every day. It’s up to me to have faith and trust in Him to guide me through my journey in life.
When I graduated high school, I had the choice of going to college and playing baseball, or start my career in the fire service and follow in the footsteps of my father. It wasn’t an easy choice for me; I spent many days praying and asking God what He would want me to do. That summer, I spent a lot of my time doing ride time with my father as an Explorer. One of the last fires I ran with my dad that summer was a fully involved office building that was next an abandoned warehouse. Even though it was a “surround and drown” type scenario, I knew from that moment that this is what I had a love for in my life. It’s like God set a fire in my heart, a burning passion to serve and help others in my community. From that moment on, I made it a commitment to strive and be the best firefighter/paramedic God would want me to be.
Fast forward four years later and I’m now a Firefighter/Paramedic with a great fire department, went to college to get my Associates Degree and now I’m working on earning my Bachelor’s Degree. God has provided for me in my life, and I will always be grateful for the many opportunities He has given me. At 22 years old, I am still very young and have a lot to learn and experience. There came a low point in my life, where I was angry and frustrated with how my life was turning out and I stopped putting my faith and trust in God. I started questioning myself and even wondered if this career was right for me, or if this was even the path God wanted me to go down. I lost all hope and at one point gave up. Then all of sudden God always finds a way to to give you reassurance and to tell you that He is with you and has never left you. Through friends, family, church and my amazing girlfriend, I was able to see and realize how great God is and how He had made me stronger. He restored my hope and confidence and gave me life again. I felt like a new man, and I felt a new fire restored in my heart.
Being 22 and still young, I don’t have a lot of advice or experience to give. If there’s one piece of advice I have, it’s don’t give up finding what your calling is in life. I don’t know exactly what God has planned for the rest of my future, but I do know He wants me to be the best firefighter/paramedic that I can be. He would want me to show His love to others in their time of need. For those that are still unsure what the future holds for their lives, don’t give up on searching for an answer. Even if you believe or don’t believe in God, there is a plan for your life. Someone is looking after you all the time. He loves you and cares about you, even when it seems like the rest of world is crumbling around you. He will show you the plans for your life, and He will lead you down the path that will bring joy and great success for your life.