Health & Wellness: Am I Out of the Game or in a Different One?

At a recent training, Bemidji, MN, Fire Department firefighters practiced extricating a downed firefighter and performing CPR. During my evolution, I experienced chest discomfort and claustrophobia, which raised doubts about my fitness. Am I out of shape? Did I hold my breath? Am I out of the game?

The term “tactical athlete” perfectly captures firefighting’s physical demands. Firefighters must be ready for unpredictable, life-threatening situations. The demands require cardio and strength training to build endurance and to lower the risk of heart-related issues. Firefighters must be in peak physical condition and mentally prepared to face the unexpected.

Fire chiefs face a different but equally demanding responsibility. They must maintain their readiness and oversee the entire department’s training, safety and effectiveness. The demands shift from personal physical endurance to strategic decision-making, resource management and team guidance through the complexities of emergency response. Being a fire chief isn’t just a role; it’s a highly stressful responsibility that involves the enormous weight of making critical, high-stakes decisions that affect the safety of the team and the public. The job demands effective communication and resource management under pressure, all while facing public and media scrutiny.

Am I out of the game? No, I am in a different game.

Managing stress and scrutiny
After my episode, I realized that my chest discomfort and anxiety were because of stress rather than a lack of conditioning. Stress can increase muscle tension, reduce energy, impair focus, slow recovery, compromise cardiovascular efficiency and heighten anxiety. Recognizing this allows you to better manage stress and perform effectively in high-pressure situations.

Episode 63 of the Tip of the Spear Leadership Podcast discusses “fixing the weak link” and physical fitness and mental resilience in the fire service and in leadership. It keys on the concepts of being a North Star as a leader and of leaders pushing themselves to redline to prepare for job demands. In doing so, leaders must prioritize their physical fitness, mental resilience and personal growth.

Comprehending the effects of stress on performance and well-being is essential: Effectively managing stress is necessary for top performance. By preparing physically and mentally, individuals strengthen their resilience and acquire coping strategies. Integrating stress-management methods into training and daily routines helps to maintain composure and effectiveness in high-pressure situations. Regularly reflecting on stress management and pushing personal limits offer insights into strengths and areas for improvement, highlighting the need for ongoing evaluation and adaptation.

I haven’t found one leadership book that prepares a fire chief for everything. From my own experiences, I feel called to share knowledge that I gained.

Personal growth
Leadership author Brené Brown quotes Theodore Roosevelt’s “The Man in the Arena” speech: “It’s not the critic who counts, not the man who points out how the strong man stumbles or where the doer of deeds could have done better. The credit belongs to the man who is actually in the arena.” Many of us aspire to be in the arena, to be visible and to affect our organization. This requires courage and vulnerability. Unfortunately, if courage is a value that we hold, according to Brown, the only guarantee is that you will face challenges. However, if your critics aren’t participating actively but instead are watching from the sidelines, their feedback shouldn’t concern you. I remind myself of that daily.

Surround yourself with people who have experience facing the challenges you face. As a department chief in northern Minnesota, I often feel isolated. Although I have relationships with neighboring volunteer fire chiefs, many of my challenges are beyond their experience. This led me to connect with fire chiefs across Minnesota. When I did, I realized that I’m not alone.

Regular therapy can be beneficial for a fire chief. I have seen a therapist for two years. It offers support in managing the role’s high stress and responsibility levels and helps in processing trauma, building emotional resilience, maintaining mental health, enhancing self-awareness, improving conflict-resolution skills and supporting work-life balance. As a result, I lead with greater clarity, adaptability and longevity.

Kwame Kilpatrick was the youngest Detroit mayor when he was elected in 2002, but his tenure was marred by scandals, and he was sentenced to prison. After his release, he said, sometimes your gift takes you to a place your character isn’t prepared to handle.

Fire chiefs might rise to leadership because of their exceptional skills, knowledge and dedication, but the position also requires integrity, humility and handling power responsibly. It’s essential for fire chiefs to continually work on personal growth and character development to ensure they are equipped with the moral compass to lead effectively and honorably.

Invest in yourself
Fire service leader and Firehouse contributor Jerry Streich often speaks about the importance of family in the context of leadership and personal well-being. He stresses finding purpose in life beyond work. He points out that when we join the fire service, we believe that we’re joining a family, but also that we must remember that it’s a job and that we shouldn’t let our life be at work and that time at home is crucial.

Remember to find purpose outside of work to maintain balance and to prevent burnout. Connecting with family, enjoying hobbies and being in nature can provide a much needed reset, to make it easier to face the job’s demands with renewed energy and focus. Investing in yourself is an investment in your well-being and resilience. Whether through physical fitness, mental health practices or spending time with loved ones, these “deposits” build one’s capacity to stay positive and handle stress. The more that fire chiefs invest in their personal growth, health and happiness, the better equipped that they are to give back at work and in life.

Former U.S. Secretary of Defense Donald Rumsfeld said, “There are known knowns ... there are known unknowns ... but there are also unknown unknowns—the ones we don’t know we don’t know.” In leadership, particularly in the fire service, this mindset of staying open to the unknown and recognizing limits encourages leaders to stay humble, to seek new perspectives, and to recognize that there always are things to learn and understand. It reinforces the importance of continuous improvement.

Playing the ‘different game’
The role of a fire chief comes with challenges that go beyond day to-day operations. Fire chiefs must navigate complex dynamics and balance the safety and well-being of crews, community expectations and administrative responsibilities. Operating “differently” reflects the need for strategic thinking, adaptability and a strong vision to lead a team through an evolving landscape. It’s about seeing the bigger picture and playing that “different game” with foresight and purpose while staying grounded in core values.