When a fire department experiences a series of fire runs that do not go well—whether due to tactical missteps, communication failures, equipment issues, or command breakdowns—officers face a critical leadership challenge. These recurring problems not only risk operational effectiveness but also firefighter safety and public trust. Addressing such failures requires more than corrective training; it demands a structured, transparent, and adaptive approach to diagnosing workflow issues and implementing sustainable improvements. Fire department officers must act as both analysts and leaders, guiding their teams through reflection, correction, and growth.
Identifying and Understanding the Problem
The first step in correcting workflow is identifying the specific factors contributing to underperformance. This begins with conducting detailed, non-punitive after-action reviews (AARs) after each problematic run. Officers must foster a safe environment where firefighters can speak openly about what went wrong and why. The purpose of these reviews is not to assign blame, but to objectively analyze the gap between expected and actual outcomes. Recurring themes—such as delayed water application, confusion about assignments, or miscommunications—must be carefully documented.
Officers should examine not just isolated incidents, but patterns across multiple responses. Root cause analysis becomes essential in determining whether failures stem from training deficits, unclear standard operating guidelines (SOGs), leadership issues, or systemic problems in command structure and crew coordination. Understanding the origin of the problem is key to crafting meaningful solutions.
Reinforcing Standards and Expectations
Once workflow deficiencies are identified, officers must reaffirm or, if necessary, revise the department’s operating procedures. In some cases, the issues arise from poor adherence to well-established protocols. In others, outdated or impractical SOGs may require clarification or reconfiguration. Officers must lead by example, modeling adherence to operational expectations and ensuring that all personnel are held to consistent performance standards.
Reinforcing expectations also involves improving pre-incident planning and on-scene role clarity. Officers should brief their crews before every shift and use en route time to review assignments. Repetition and preparation reduce on-scene confusion and improve coordinated action during high-stress events.
Implementing Targeted Training and Drills
Training is the practical vehicle through which problems are corrected and performance is refined. Fire department officers must develop and lead targeted training sessions that directly address the specific issues uncovered in the AAR process. If engine companies are consistently delayed in water application, officers can run hose deployment drills under time constraints. If communication is a common breakdown, radio discipline and command simulation exercises can be prioritized.
These drills should replicate real fireground conditions, incorporating time pressure, decision-making, and inter-company coordination. Officers must stress realism and complexity to prepare crews for dynamic fireground environments. Repetitive, scenario-based training not only builds muscle memory but also enhances confidence and teamwork.
Enhancing Communication and Command Systems
Workflow failures are often rooted in poor communication—either between units, within crews, or between command and operations. Officers must reassert the importance of clear, concise, and consistent communication using standard radio terminology and closed-loop communication practices. This includes re-evaluating how command is structured and maintained on scene, ensuring a unified command system is in place and properly understood by all units.
Officers should also assess how information is disseminated and confirmed. Misunderstood assignments or incomplete status updates can quickly derail a fireground operation. Officers play a vital role in promoting information clarity and verifying task completion at each operational benchmark.
Promoting Accountability and Continuous Improvement
Correcting workflow involves not just tactical adjustments but also cultural leadership. Officers must hold themselves and their teams accountable while maintaining a focus on growth and improvement. Transparency in communication, openness to feedback, and willingness to adapt are all traits that foster departmental resilience.
Progress should be tracked using metrics such as response times, hose deployment intervals, and successful tactical benchmarks. Improvements should be recognized and reinforced through praise and formal acknowledgments. Officers can also use periodic progress reports and crew feedback to evaluate whether implemented changes are producing the desired outcomes.
Conclusion
When fire department operations fall short across multiple incidents, it is a call to action for leadership. Fire officers must take ownership of the correction process, using a structured, evidence-based approach to identify failures, implement improvements, and re-establish operational excellence. Through honest reflection, focused training, clear communication, and strong leadership, officers can restore effectiveness and morale while building a stronger, safer department. Failure, if properly addressed, becomes not an endpoint but a foundation for professional growth and organizational resilience.
The Third Bugle 