Unique Leadership Strategies for First Responder Departments

By Sheldon Yellen, CEO of BELFOR Property Restoration

The first responder profession is continuously ranked as one of the most stressful jobs in America for a number of reasons. First responders routinely respond to dangerous and gruesome emergencies, and their heroic efforts save lives every day. The weight of this responsibility and nature of the work combined with fear of not making it home to their loved ones can take a toll on mental health. These stressors can also result in high turnover rates as well as personal and professional conflict within departments.

There’s good news, though. With gratitude and mental health as the top priorities, departments and their officers can benefit from unique leadership tactics to support and retain members. Let’s dive into what that looks like.

Strong Leadership

Exhibiting strong leadership skills is critical for establishing trust and respect with members. I always say that great leaders lead with integrity, meaning they set forth a good example and are honest and transparent always. Establishing open lines of communication between all parties works both ways – being open with your team will empower them to speak up.

Active communication is the building block for developing genuine relationships within departments, and enables members to feel valued, seen and heard. With time and practice, all leaders can master this technique and can reap the benefits of a culture built on trust.

In addition to open communication, establishing mentorship opportunities can help with building personal relationships while also fostering professional development. Specifically, pairing veterans with rookie firefighters allows for one-on-one peer assistance that is beneficial to professional growth and career advancement.

Avoiding Turnover

Now, let’s address how leaders can avoid turnover and retain high-quality talent within the department. Going back to the idea of active communication, it also creates an opportunity for active listening – being fully engaged when speaking with members and holding thoughts until the end of the conversation. This strategy is a sign of respect and shows members that leadership appreciates them and what they bring to the table.

As a leader, listening to your team’s concerns and working together to find solutions also reinforces that their feelings and opinions matter – something that I have found can go a long way for retaining talent. Working with individual members to establish goals for their growth, and having regular check-ins to discuss, can keep them accountable for their work and motivated to make progress, aiding retention.

Firefighting is stressful and oftentimes traumatic, so it’s imperative that leadership prioritizes mental health and provides them with the necessary resources. Offering wellness incentives such as organized support groups, meditation breaks or fitness studio reimbursement can give teams an outlet for stress management, whatever that looks like for them.

Building a Gratitude-Centric Culture

Creating a culture of gratitude where all members feel valued and appreciated should be the ultimate goal within departments. I have seen great success with this within my own organization, BELFOR Property Restoration. It is not just something I do once in a while, it is deeply ingrained within all aspects of the organization and what I call my “family.”

Incorporating team-building activities outside of normal tasks, where members collaborate towards a common goal, can boost morale and foster camaraderie, and help build that family sentiment.

Lastly, leadership should make it a point to show appreciation for their departments. One way I show my team appreciation is by handwriting birthday cards for all 11,000-plus of my colleagues every year. Taking the time to display small gestures of appreciation can make a huge difference in the lives of firefighters who routinely put their lives on the line to save others.

In closing, the common theme throughout these leadership strategies is to ensure that first responders feel appreciated and heard. Taking action to actively communicate and implement these initiatives can improve your department overall by empowering people. In order to be their best, they need the full support and appreciation of department leaders. My philosophy is that “everyone has a hero in them” and first responders are true models of heroism – not all heroes wear capes!