Emotional intelligence and its impact on culture in the fire and rescue service

The Culture Action Plan developed by the National Fire Chiefs Council (NFCC), shares the view that improving the culture within the service is key to improving the way it operates. This positive culture we should all be striving for is more inclusive, promoting trust and mutual respect between Individuals as well as within teams, stations, and departments. It is essential in keeping people together and creating a service that works well, with fairness and respect at its heart.

So, what can we do to improve the culture within our service?

While there are a number of areas to consider, I was particularly struck by these findings regarding the role of leaders within the service. His Majesty’s Inspectorate of Constabulary and Fire and Rescue Services (HMICFRS) report on culture and values in fire and rescue services singles out the behaviour of individuals ‘including those in positions of senior responsibility’ in influencing the culture within the service.

‘The way watches operate is unique to the fire service and often results in staff working on the same team together for many years. Operational staff work, train and eat in close proximity to each other and often sleep at the station overnight. They are considered families by some operational staff, but they can exclude others and affect individuals not seen to fit in. We heard that it takes a strong leader to be a watch commander who doesn’t become part of the watch subculture.’

Values and culture in fire and rescue services, a report by HMICFRS.

In addition, the vast majority of fire service leaders at middle and strategic levels have come to these roles via this same route and have had first-hand experience – either positive or negative – of this type of culture. This can, on occasion, create managerial blind spots.

The HMICFRS report adds, ‘Our evidence shows that some FRS staff have behaved poorly over many years and that this has negatively affected other staff and, in some cases, the public. Where these behaviours go unchallenged, there is a risk that they are accepted and normalised.’

Clearly there is a need to ensure those within leadership roles are embracing and supporting the building of the positive culture which is required.

Emotional intelligence

In my work I’ve seen how developing people’s emotional intelligence (EI) helps them understand themselves better and develop their own ways of being effective. This self-awareness helps them to put into action the leadership, management and command training they have had.

Reinforcing this is the fire service Leading and Developing People Standard which states the service need leaders that ‘demonstrate high levels of emotional intelligence, particularly self-awareness.’ In this article I’m going to consider how developing EI within the fire service will improve culture and strengthen the service.

Supporting a team culture

First, let’s get clear on what we’re talking about here. Emotional intelligence is defined (within the EQ-i2.0 model) as ‘A set of emotional and social skills that influence the way we perceive and express ourselves, develop and maintain social relationships, cope with challenges, and use emotional information in an effective and meaningful way.’ Unlike IQ, or your Intelligence Quotient, emotional intelligence can be developed.

I’m an emotional intelligence assessor and coach, working with individuals and teams to understand and develop emotional intelligence. Using a model called EQ-i2.0, we produce assessments and reports which offer a measure of your overall Emotional Quotient (EQ) – the different areas of emotional intelligence and your scores against them. Areas measured within this work are self-perception, self-expression, interpersonal, decision making and stress management.

While there are reports for different purposes, including a specific report and workshop looking at Emotional Intelligence within the Leadership Context; within each, we explore how your emotional intelligence scores affect you, your work and your relationships.

A 360 assessment can also be done, providing information about how your colleagues view you across the various areas of Emotional Intelligence, providing additional Information and potential blind spots. In addition, a Group report can help you to understand your teams’ areas of strength and weakness. Through coaching we can then develop an action plan which will help you work to your strengths and develop those areas which require it.

Building a better fire and rescue service

Emotional intelligence is particularly crucial for teams in such a high-stakes environment. Here are just a few examples of ways in which EI can help your teams.

1. High Stress Environments: While operating in life-threatening situations, firefighters and commanders are likely to experience intense emotions. Emotional intelligence will help individuals manage and regulate these emotions effectively ensuring clear-headed decision-making and responses under pressure.
2. Traumatic Experiences: Responding to emergencies, disasters, and accidents exposes commanders and firefighters to traumatic events, often leading to emotional distress. Emotional intelligence enables them to process and cope with these experiences, preventing long-term emotional impact and burnout.
3. Team Dynamics: Fire service teams, and particularly individual watches, operate as tight-knit teams where effective communication, conflict resolution and mutual support are essential. Emotional intelligence skills such as empathy and interpersonal relationships are vital for maintaining strong team dynamics and cohesion in an inclusive way.

Carrying out EQ-i2.0 assessments provides your leaders and teams with a much greater level of self-awareness and understanding of why they behave in certain ways – perhaps they score highly on assertiveness and low in empathy which is why they aren’t seen as good listeners.

Developing resilient leaders

Emotional intelligence has the capacity to guide and shape your people, helping to develop positive and resilient leaders and teams, leading to a positive and inclusive culture. Prioritising emotional intelligence will strengthen your team, communication, and individual wellbeing.

With 35 years of experience in the fire and rescue service, having worked in both County and Metropolitan services – from firefighter to Chief Fire Officer – I understand the issues at play and how Emotional Intelligence can help develop both your people and the organisation.

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This post was originally published on Darren’s LinkedIn page. For more information email: Darren@3dovesassociates.com.