I discuss passing (transferiing) command later in the book but my rule of thumb is "command need not be transferred unless command can be imporoved:. Leave the ego's in the office. If an officer's doing everything that needs to be done and staffing is not an issue, why take it from him or her? Use it as a learning tool.

I agree. The ego part of the service is a double edged sword. It drives us as firefighters and helps us to excel in certain areas, but it can become very problematic on the fire/rescue/medical call and result in an inefficient/ineffective scene.

If an officer (any qualified officer) has command on a scene and it's running well, I'd allow that person to continue to run the call. This is how we "grow our own" and show that, as a chief officer, we can release the "control/ego factor" and allow others to function.

I appreciate a regimented department and "chain-of-command" communications, but allowing others to run incidents should be viewed at as strengthening the department and not as a personal threat on a chief officer if a LT or Capt. happens to run the scene.


Skip Coleman said:

I discuss passing (transferiing) command later in the book but my rule of thumb is "command need not be transferred unless command can be imporoved:. Leave the ego's in the office. If an officer's doing everything that needs to be done and staffing is not an issue, why take it from him or her? Use it as a learning tool.

What i try to do is assume command once i have been briefed , there those calls that i allow the Officer to handle to get used to being in charge , i am there to guide them at these calls.