Leading with Emotional Intelligence in the Firehouse
By Matthew Lysy, O2X Instructor
American firefighters have held the long standing tradition of providing service to the communities. From literally carrying buckets of water to combat fires in the early days to the advanced technology of high powered pumps we see today. We have advanced as a service in so many aspects from apparatus, to protective equipment, to how we lead others in the time of crisis. We have witnessed the need for unit cohesion and strong leadership through tragedy and triumph from years of operational performance supported by emotional intelligence (EI).
Emotional intelligence is the ability to understand, manage, and respond to emotions. As much as our job requires a high level of tactical performance it also requires the need to support our own interpersonal skills and crisis resolution. Our world requires us to communicate with people in all aspects of their life. EI can help develop a framework to optimize communication in high stress environments. In times of high stress and unforgiving environments we rely on standards for training, discipline, and safety but we have to understand there is no playbook for our operational environment.
EI is composed of four elements:
- Self management
- Self awareness
- Social awareness
- Relationship management
Self management involves controlling compulsive feelings and behaviors. As professionals in the fire service we feel the need to react but reacting out of emotion can be detrimental to the mission. It is not uncommon for firefighters to make critical decisions with limited information in a very short amount of time under significant levels of stress. The job of going to fires is stimulating in itself and it becomes very challenging for members to make appropriate decisions when our normal operating environment is chaotic. The environment is loud, dark, hot and smokey, yet we are still expected to bring calm to the chaos. In a perfect world these decisions are incredibly difficult but when we add external stressors such as financial hardship, family problems, physical or mental injury, making these decisions becomes almost impossible. Members with strong EI will recognize the need to better prepare themselves for critical decision making before being put into the situation where decisions save lives.
Before we manage our emotional intelligence we must recognize where we can be stronger. We rely on strong egos and self confidence to accomplish goals and tasks on the fire ground. Too much confidence and we can severely injure friends and colleagues but too little confidence we stand still and never move forward. We can use EI to optimize confidence to balance an appropriate level of leadership with performance. Strong leaders consciously strive to be better. Being aware of your own personal demeanor, your attitude, and your communication delivery will undoubtedly benefit you as a leader. Leaders earn respect by the way they carry themselves. How they treat people, speak with people, and listen to people are all criticized as a leader. It does not take much to be respectful and kind to other humans. Being aware of the role EI has in our daily routine allows strong leaders to maintain strong leadership.
Our lifestyle is not one that is easily understood by those not familiar with the world of public safety. The everyday requirements of providing service to the community results in time lost with family and friends, missed meals, and increased periods of sleep deprivation. As a result we struggle to maintain our own level of normalcy and this spills over to others. As leaders in the fire service we must consider the downstream effects of our own lack of normalcy. EI helps us to consider the emotions and needs of others when we are not operating at our best. We strive to be professionals but the requirements of being a professional can have a long lasting effect on others. Being disengaged at a child’s birthday party from lack of sleep or drinking too much alcohol because you have a day off affects everyone in your circle. Our leadership is directly affected by our level of normalcy. What we do at home affects our work. If we are leading members we have to understand they too are people with feelings and considerations. How we treat our team members matters. How we treat them will directly impact their level of performance. Treat them with respect and dignity, encourage them to advance their training and education and give them an opportunity to be heard.
Relationships with coworkers are forged through hardship, dedication, and a burning desire to succeed. We build bonds with tough training, lots of laughs, and unilateral understanding of the risks associated with our profession. The relationships we build with coworkers are built on the same foundation where we learn the intricate details of our career choice. The relationships we build with friends are tested by the depths we are willing to go for a complete stranger.
Maintaining strong interpersonal relationships with coworkers allows for better decision making and ultimately better outcomes. By using the bond we have created with coworkers and friends we can anticipate performance, anticipate communication, and operate at a greater level. Our relationships carry us through our lifestyle. We use relationships to network and open new opportunities for the future and we use relationships to move our team forward in all aspects of our job. The relationships we build with others are incredibly strong to support a lifestyle of service but can collapse instantly from betrayal. These relationships can be fragile and complicated but still necessary to achieve mission success. It is the little things that matter most in a relationship such as mutual respect, boundaries, and personal accountability. Relationships with the financial office to ensure the team is paid appropriately or relationships with management to have the team outfitted with new PPE are equally important. Treating everyone with respect and making them feel valued are crucial to maintaining relationships.
Emotional intelligence has become a staple in the world of operational performance for the fire service. It has guided us to understanding people and teams in a way that has not always been reflected culturally. We have fostered self motivation and personal strength to lead team members through periods of increased stress and adversity. We have seen a change in tactics to minimize risk and optimize performance but also uncovered the role EI plays outside the tactical environment. Calling ourselves professionals goes well beyond our ability to complete a task. It encompasses the four pillars of Emotional Intelligence: self management, self awareness, social awareness, and relationship management.
About O2X Instructor Matthew Lysy:
Matthew Lysy is an O2X Instructor and firefighter with a Level 1 High Performance Medicine Coaching Academy Certification through Arena Labs. A nine year veteran of the fire service and second generation firefighter, Matthew has recognized the need to incorporate the human element into operations. It is Matthew’s belief that training and education can prepare fire service leaders for the rigorous responsibilities of critical decision making on the scenes of fires and emergencies. Matthew grew up in New Jersey spending most of his days outside with neighborhood friends. He spent seven summers as an ocean lifeguard and was a competitive swimmer throughout High School and College. Matthew is a proud Eagle Scout. Matthew holds a Bachelors of Science Degree in Psychology from King’s College in Wilkes Barre, PA. Matthew is a Firefighter/Paramedic with the Prince George’s County, MD Fire/EMS Department, an adjunct instructor with the Maryland Fire and Rescue Institute, and has recently completed his tenure as a Shop Steward for the Professional Firefighters and Paramedics Association of Prince George’s County. Matthew is an advocate for the camaraderie and bond that physical activity can instill among a group of individuals. When not working Matthew enjoys staying active and traveling to new places.