Explorez tous les épisodes du podcast Please Suck Less

Too many firefighters are wasting time doom-scrolling, arguing politics, and ignoring what matters. The firehouse isn’t a lounge or a debate club — it’s where we sharpen skills, build trust, and get ready to save lives.

This episode of Please Suck Less tears into:

• Why your phone is killing your growth and your crew’s future.

• Why politics have no place in the firehouse.

• How to create a culture of nonstop training that actually makes you better.

👉 Do better. Suck less.

💥 If you’re a fire officer who cuts the line at chow, skips reps in training, or throws your people under the bus — you’re failing. Period. This episode of Please Suck Less rips into what real leadership looks like:

• Command done right: Life Safety, Incident Stabilization, Property Conservation.

• Why leaders eat last… but damn sure train first.

• Taking care of your people so they know you’ve got their back.

No ego. No excuses. Just raw truth for the fireground and the firehouse.
👉 Do better. Suck less.

I call out the wannabes and fast-trackers in the fire service. If you want that next set of bugles, you’d better master your current rank first. Remember—this career is supposed to be enjoyed, not just endured.

Stop making emotional, knee-jerk decisions that wreck your credibility.

Learn when to compromise without selling out your people. 

I push firefighters to find real mentors, ditch the shortcuts, and step into leadership with grit, brains, and purpose. If you’re serious about leading, this episode is your wake-up call.

Summary

In this episode, I break down the brutal truth about decision-making on the fireground. When seconds count, we don’t need chiefs calling shots while still responding—we need officers who are empowered to make the call. I dive into why real leadership means trusting your people, not babysitting them. We talk about building a culture where mistakes become lessons, not career-enders, and where leaders back their crews, not break their confidence. If you want to build warriors on the line, you’ve got to give them room to lead.

I discuss the critical importance of training in the fire service, emphasizing the need to balance training for high-frequency and low-frequency calls. I highlight the public's expectations regarding rapid response and ethical conduct, and stress the importance of accountability and transparency in firefighting operations.

I discuss the importance of accountability for all people, particularly within the fire department. I emphasize the need for discipline and adherence to policies, explaining how these elements contribute to a healthy work environment. Additionally, I highlight June as Men's Mental Health Month, urging listeners to support one another and seek help when needed.

In this episode, I discuss the essential qualities of effective leadership, particularly in the context of the fire service. I emphasize the importance of leading by example, setting clear expectations, and maintaining core values such as approachability and accountability. The conversation also touches on local political issues in Maryland, highlighting the need for leaders to be aware of their responsibilities and the impact of their decisions.

In this episode, I discuss the importance of respectful disagreement in leadership and organizational culture. I emphasize that it's essential to voice disagreements with facts rather than feelings and propose solutions. I also critique the current political climate, calling for politicians to act as responsible leaders and find common ground rather than engage in divisive rhetoric. The conversation highlights the need for accountability and constructive communication in professional and political settings.

In this episode, I discuss the ongoing challenges faced by the fire service, particularly regarding budget cuts and the impact of diversity, equity, and inclusion (DEI) initiatives. Iemphasize the importance of adequate funding for the fire service to ensure public safety and the need for a focus on performance over identity politics. I argue that firefighters are dedicated professionals who deserve proper resources and respect, regardless of their background.

Summary

In this episode, I discuss the issues of bullying within the fire service, particularly from upper management. I emphasize the importance of respectful confrontation and documentation when dealing with bullies. Additionally, I address the rising trend of EMS units calling for manpower assistance, urging personnel to maintain physical fitness to handle their responsibilities effectively. 

Takeaways

• Bullying in the fire service often stems from insecurity in leadership.
• Respectful confrontation can resolve bullying issues.
• Documentation of conversations is crucial when addressing workplace bullying.
• Stand up to bullying and be respectfully.
• Confronting bullies can lead to improved relationships and understanding.
• Physical fitness is essential for EMS personnel to perform their duties.
• Firefighters should not rely on additional manpower for manageable tasks.
• It's important to create a culture of accountability in the fire service.
• Maintaining fitness standards is vital for operational effectiveness.

In this conversation, I shares valuable insights from my experience in the fire service, emphasizing the importance of knowledge sharing, maintaining composure in crisis situations, and learning from mistakes. Through personal anecdotes, I illustrates how effective leadership and mentorship can significantly impact emergency response outcomes. I encourage you to approach every situation with the mindset of preparedness and to foster a culture of learning within the fire service.

1.     Be your departments best ally not it’s worst enemy. To many people are quick to bash their fellow volunteers. The fact is we need to accept all and make sure all members have what they need, like training and confidence. Experienced members need to take the new people under their wing and help to make them better. It is so easy to point and bash a member. Take the hard road and lift your members. They came to the fire service for a reason, help them achieve their goals.

2.     You are responsible to get your apparatus on the street. As volunteers you need to be at the station when you say you will be there. If your department relies on home response to get the apparatus on the street, then you go to the station. This is especially true for chief officers in volunteer organization. The department may give you a vehicle to use, but you need to get your apparatus on the street first. Nobody needs a chief on the scene while your apparatus fails to respond because there was no driver. The is nothing worse than a chief responding past their fire house leaving volunteers and fire apparatus at the station with no driver. You keep that up and your members will no longer come to the station.

Do Better Suck Less

Volunteer fire department membership is dwindling. The decline has been steady for years. Are you doing all you can to recruit and retain new members? When you get new members are you making them feel welcome or are you ignoring them to the point they leave? Sometimes we are our own worst enemy. Volunteer organizations must go out of their way to make new members feel welcome. All members need to engage with new people let them know how important it is for them to be at the station, take training classes and give as much time as they can.

We must do the work to attract and keep new members or one day the volunteer fire department will become extinct.

Excessive talking on the radio. Bosses constantly questing your every move. Officers not being consistent. Chiefs trying to run a fireground when they are not on the scene. This are just a peek into the world of micromanaging. So why do some bosses do this? 

1. It is a trust issue between the chief and the firefighters.
2. They don't have faith in their own skills, and they project that onto their firefighters and junior officers.

Communication is the key to fix it.

Suck Less Do better!

Do you know people who think they know more than they do? We all know people like this. In public safety these people can be dangerous to the employees, the public and the organization. 

There is a term called the Dunning Kruger effect. This effect is people who have limited competence in a particular domain and overestimate their abilities. This means they think they are good, but they suck. 

Recognize your short comings and as a leader. If you can't do this, you will eventually be exposed a fraud.

Suck Less Do Better!

Have you ever said to yourself "this meeting could have been in an email." How do we learn? I believe the fire department is behind the times. Are you still required to get in your car and drive to your academy to sit in a classroom while the instructor reads PowerPoint slides?  COVID taught us we can learn virtually, so why aren’t we doing this in the fire service? We need to change with the times and explore new options of teaching and learning.

How is morale in your department? Do you even know? if your the boss it is you job to know what is going on in the department. Be a good communicator, let the people know whats going on. Be transparent and never lie. Great morale breeds great fire service delivery.

Training is key to being your best. Unfortunately training academies have moved away from class A burn buildings and towards propane fueled fires with fake smoke. We are not preparing the new firefighters for real fires. Burn rooms are just empty rooms with no obstacles to contend with. The fires are always in the same place every time.
Acquired structures to burn in are becoming a thing of the past, and we are letting citizens and politicians dictate the type of training we can do, yet they demand the best from us without giving us the tools to be the best.
It is time to take back training and make our firefighters great. Be better, Do better and Suck Less.

Do you know people who just seem mad at everything on the job. Nothing is ever good. The get fixated on thing that can't be changed overnight. They are constantly bitching about thing they can't control, to the point that it affects their job. These people can tear a shift apart. 

Challenge these people get them to explain why they are so angry all the time. At the end of the day, it may be time for those people to move on from the shift or the job all together.

Don't let negativity seep into you work environment. We have the best job in the world. Approach the job with you best attitude.

In the fire service when the firefighters are not performing it is the Lieutenants and Captains fault. If the line officers suck it is the fault of the Battalion Chiefs fault and the fault continues up to the chief. The same is true for the civilian world. This is called the chain of suck. 

Hold your people accountable set the example and provide expectations.

Don't allow your people to only point out problems. Set a rule that no employee can point out problems or complain if they don't offer solutions. Your people must have the confidence to make decisions and offer solutions.  Support their ideas and encourage them to speak up.

Just because some people are not into the job like you are does not make them bad employees. Some don't eat and breath the job like you are. Don't compare someone else to your views. Look at their performance on the job, you will find they are every bit as good as you.

SUCK LESS DO BETTER

Health care workers in Maryland are not protected from assault like first responders. The blame for this lack of protection rests squarely on the shoulders of the elected politicians. It is no secret that some of the dumbest people represent us on the state and federal level.  The citizens deserve so much better. Use your vote wisely and don't just give you vote to a candidate just because they have a D or and R next to their name. It is way past time for elected officials to work for the people. Stop Sucking and Do Better!

As a firefighter and/or an officer. you need to take you position seriously. This means on the fire ground. If you are the Rapid Intervention Company you take that task seriously. Full PPE SCBA and tools. 

If you are in the station make sure the apparatus is checked and clean. All your tools need to be clean and ready to go. The station must be clean (bathrooms, loung, engine room, kitchen...) 

Volunteer leaders you are responsible to make sure your station is in good working order. If you plumbing is crap get it fixed. if something is broken or does not work get it fixed. It is your house take care of it.

Don't be lazy do your job and stop SUCKING!

Do you work with employees who suck? We all do. How come they keep their jobs and the good employees leave because they are fed up. If your a manager or work in HR, pay attention to whats going on. Morale is in the toilet and you can't be bothered to fix the problems. You lose enough good people and you could be next.

Stop Sucking do your job!

It cost money to run the fire service. Things are expensive in the fire and rescue world. Fire apparatus is no longer 100's of thousands of dollars but a million plus. Our equipment and tools are expensive, a set of turnout gear is $5500, and our training continues to cost more and more, because we are asked to do more and more. 

When a citizen calls 911, they expect a well-trained well outfitted professional group of people getting off the apparatus, be you career or volunteer this is what the public expects. Not only is it our responsibility to give them that, but it is our job to continually educate the politicians, so they understand why our budgets increase every year.

Force the politicians to meet you on your turf. show them what you are required to do, then literally put them in our shoes and put them through the paces of firefighting. 

Open your fire stations to the public so they see what you do and why it is so important for them to donate.

Don't let the political figures cut our budgets hold their feet to the fire and be vocal to your needs. 

You graduated the academy and you got your station assignment. You are ready to embark on  the best job in the world. So what can you do to be a productive part of your new shift?

In this epsode I will lay out what you the rookie can do to be productive. I offer advice to the senior shift members to help turn out the best rookies.

So, a little off script this with this episode. I want to talk about the troubles I am hearing in the Healthcare field. Bad employees, no discipline for bad behavior, crappy managers, blind administrators, and arrogant Board members.

It is no secret that the waiting times in the ER to be seen or for an ambulance to off load patients is astronomical. The is no relief in sight and it keeps getting worse. 

It seems that management does not care, and all the good workers are fed up and are leaving the business in droves. 

It is time to revamp the system from the top down.  To the Managers, and Board of Directors go talk to the people who are closest to the issues and figure out how to fix the system and bring in and keep the good employees.

You say you take care of your people, but your people know it is Bull $h!T. if you did take care of them they would not be leaving and or trash talking you and the company. Take the time to appreciate the people who work hard and care about the job. 

Take time out of your day to meet the people face to face and tell them thanks for the work they do. Buy them breakfast or lunch or both. A little goes a long way. Letting your employees know you truly care makes the work environment better. If you don't, your employees will be less productive or may leave altogether and, in the end, you too may be looking for a new job.

I am an optimist. I do my best to see the good. People don't just show up to work and think "how can I be a POS today?" I believe people want to be good at their job and be an asset to the shift, but when Officers or senior firefighters don't correct bad behaviors, people fall into a routine of sucking. If you’re an officer and you have underperforming people on your shift, it is your job to fix it.

As a chief officer you demand your people to do their job with skill and precision. That comes from constant training. As a chief officer, what are you doing to maintain your skill? Your department needs to develop training that measures a chief’s skill and allows them to perform on the training grounds so they can be skilled on the fire ground. 

Be loyal to your organization. Show some respect where you work. Stop trashing your department. Too many times we hear people who bash the system, trash talk how things run. These people may have legitimate complaints but fall on deaf ears because they never have solutions. There are those who just bitch to bitch, these people are never happy no matter what. 

If you don't like something work on fixing it. Speak to your leaders respectfully and offer solutions. You will find people listen when you speak with facts and not feelings.

So, if things are not great, ask yourself what can I do to make it better.

In combination systems, career and volunteers work together to provide excellent service to the citizens. That’s the way it is supposed to work. unfortunately, it does not always work that way. There are organizations that fight against each other. Career personnel want to get rid of the volunteers and volunteers refusing to work with the career. In the end the interior fighting makes the organization and the citizens suffer. 

There is strength in numbers these two entities working together can accomplish great things. there is no room for discord in the system and if the riff is from the top then the top needs to go. We are all here to do the job and when we do it together the system becomes great.

Why do unions gravitate towards a certain political party? Most of the time the answer is "we have always done it that way" At best that is a crap reason. All politicians suck and will promise you the moon and stars, but don't deliver yet election after election they keep supporting the same party. It is time for the heads of the local to listen to their members, who elected them to run the union in the first place. If your members want you to break the cycle and support a different candidate, then so be it. Stop blindly throwing you support to the same trash election after election.

I don't buy into the "customer service" model of the fire service. It is BS. We are not selling goods. The citizens are not our customers. We are not salesmen. Our job is to be the best at mitigating emergencies. That means we train; we show up when the call comes in and we protect lives. 
 
Just because you don't agree with men does not make us toxic. Men need to be masculine. Being masculine is not a crime, it is not a bad thing. The term Toxic Masculinity is BS dreamed up by wacko mental defects. There are men out there who are prone to violence and are shit bags. Those are not masculine men, they are immature boys, but to lump all men into this category is wrong. I urge all men to embrace your masculinity and be a good person.