Enhancing Leadership in Fire and Rescue Services: A Culture of Growth and Engagement
In the demanding world of fire and rescue services, leadership is not just about making critical decisions under pressure—it is about creating a culture that enables individuals and teams to thrive. This second part of our two-part series explores how fire and rescue services can elevate their leadership culture by investing in and supporting the leaders they already have.
At Real World Group, our experience over the past two decades has shown that even the most capable leaders can become distanced from the realities on the ground, losing sight of how their leadership behaviours influences their teams and the wider organisational culture. However, by taking a step back, gathering feedback, and committing to self-reflection and improvement, leaders can unlock their full potential and set the tone for an engaged, high-performing workforce.
The National Fire Chiefs Council (NFCC) Leadership Framework highlights that true leadership extends beyond professional competence—it requires a deep understanding of how leadership behaviours impact individuals and the overall service. Our research has consistently reinforced this idea: leadership excellence is not just about what leaders do but how they do it. While technical skills are essential, the ability to engage, inspire, and develop others is what ultimately drives sustainable success.
Engaging Leadership, a model developed through extensive research and applied globally, emphasises that the most effective leaders treat their people with respect, encourage open dialogue, and foster a sense of shared purpose. They recognise that leadership extends beyond their immediate teams and actively influence the broader culture, ensuring alignment with organisational values and goals. These leaders seek input, build trust, and create an environment where individuals feel valued and empowered to contribute at their highest level.
To support this cultural shift, we have developed the FRS360, a tailored 360-degree feedback tool aligned with the NFCC Leadership Framework. By integrating this tool into fire and rescue services, leaders at all levels—senior management, middle managers, supervisory leaders, and firefighters—can gain valuable insights into their strengths and areas for growth. Implementing this process effectively, with senior leaders leading by example, ensures that leadership development becomes deeply embedded in the organisational fabric rather than a one-time initiative.
Building a culture of exceptional leadership requires intentional effort. By refining selection, performance appraisal, and promotion processes to reflect the right leadership behaviours, organisations can ensure that leadership excellence becomes a core expectation. Moreover, by helping leaders reconnect with their own experiences of great leadership, they can better replicate and model these behaviours in their daily roles.
Ultimately, fire and rescue services do not need to choose between achieving operational targets and fostering a people-centered leadership approach—the two go hand in hand. When leaders prioritise engagement, their teams are more motivated, adaptable, and committed, leading to improved performance across the board. By embracing a leadership culture rooted in trust, development, and shared purpose, fire and rescue services can enhance their impact and resilience in an ever-evolving landscape.
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Supporting fire service leaders to build a stronger culture – Emergency Services Times
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