A political office often feels like a rental property, with political parties each taking turns “occupying the house.” One person may hold the keys for a few years before the people decide whether to renew the lease or find a new tenant. But as with real estate, the quality of stewardship can vary greatly between renters.
Some tenants take meticulous care of their rented space, maintain it, and even improve it for themselves and the next occupant. Others, however, act carelessly, leaving behind broken fixtures, holes in the walls, and sometimes worse. Sound familiar? We see the same thing in politics — and in the firehouse, too.
Political and Firehouse Politics
In politics, “renter damage” shows up as escalating debt, weakened institutions, frayed trust, and neglected responsibilities. In the firehouse, careless leadership leaves behind half-finished projects, unresolved personnel conflicts, and policies no one trusts — problems the next chief has to spend time cleaning up instead of moving the department forward.
Whether we’re talking about elected representatives or newly appointed fire chiefs, when new leaders take office, they rarely walk into a clean and orderly space. Instead, they often inherit a mess they didn’t create. Their first years aren’t spent building new programs or advancing fresh ideas. Instead, they’re consumed with repairing what’s been broken. This “cleanup period” slows down progress, frustrates citizens, and perpetuates cycles of blame.
The deeper issue is mindset. All too often, parties operate like short-term renters, focused solely on what benefits them during their stay. The true challenge involves cultivating leaders who think like owners — those who see beyond their temporary terms and work to leave the house better than they found it.
That’s the difference between treating leadership like a gig and treating it like a calling.
A good firefighter never leaves a mess for the next crew. A good chief never leaves a mess for the next chief.
Fire Chief Transition
Leadership in the fire service doesn’t end on the day a chief steps down. Just as every crew member should leave the station ready for the next shift, a fire chief has the responsibility to prepare the department for the next leader.
Transitions are moments of both pride and vulnerability. A department can either thrive under new leadership or struggle to find its footing. The difference often comes down to how well the outgoing chief “cleans things up” before handing over the reins.
That doesn’t mean pretending everything is fine or sweeping problems under the rug like a rookie trying to pass inspection. It means confronting issues honestly and making sure the next leader isn’t walking into a minefield. It means tightening up policies, organizing budgets, mentoring command staff, and making sure loose ends aren’t left for the next chief to stumble over. More importantly, it also means passing along a culture of accountability, professionalism, and care for the people who wear the badge.
When a fire chief leaves things in order, they give their successor the greatest gift possible. A foundation to build upon instead of a mess to clean up. Leadership isn’t just about what you accomplish during your time in command, but also about how you prepare the path for those who follow.
In the fire service, we all know the value of leaving things better than we found them. For a chief, that’s not just tradition — it’s legacy.
Lessons from Politics and Firehouses
Just like in politics, fire chiefs have a choice: Leave a mess or leave a legacy. When outgoing chiefs ignore unresolved conflicts, let training slide, or leave budgets in chaos, the incoming leader must spend their first months (or even years) mopping up instead of moving forward. And guess who suffers? The firefighters on the line and the community they serve.
On the flip side, chiefs who prepare their departments for the future create momentum. They empower new leaders to innovate, adapt, and serve without constantly looking over their shoulder at yesterday’s problems. It’s the fire service version of passing along a clean apparatus, not one covered in dents and soot.
Don’t Leave Dirty Dishes in the Sink
Leadership is about stewardship. Whether in politics or the fire service, the question isn’t just “What did I do while I was here?” but also, “What condition did I leave things in for the next person?”
So, chiefs: clean up your paperwork, square away your budgets, resolve your conflicts, and leave the station better than you found it. When you pass the helmet, pass it proudly — not with a warning label that says “good luck.”
A good firefighter never leaves a mess for the next crew. A good chief never leaves a mess for the next chief.
Practical Transition Checklist for Outgoing Fire Chiefs
Here’s a handy checklist for outgoing chiefs to use as they prepare their departments for the next person who “rents” their office:
Administrative and Organizational
- Review and update department policies, SOPs, and SOGs.
- Ensure personnel files and training records are current and accurate.
- Confirm budgets, grants, and financial reports are organized and transparent.
- Leave a clear chain-of-command chart with responsibilities outlined.
- Document ongoing projects, negotiations, or community partnerships.
Operational Readiness
- Confirm apparatus, tools, and equipment are maintained, logged, and in service.
- Ensure station facilities are inspected, safe, and operational.
- Verify training schedules and drills are in place for the upcoming year.
- Provide an overview of major risks, hazards, and pre-plans in the jurisdiction.
Personnel and Leadership
- Meet individually with key officers to review their responsibilities.
- Identify rising leaders and make mentorship recommendations.
- When possible, resolve outstanding personnel issues.
- Leave a morale and wellness overview — what’s working, what needs attention.
Community and External Relationships
- Provide a contact list of city/county officials, partner agencies, and community leaders.
- Summarize current community engagement efforts and public education programs.
- Leave notes on upcoming events, ceremonies, or commitments.
Personal Transition
- Write a personal letter or briefing for the incoming chief with candid insights.
- Communicate openly with staff about the transition to reduce uncertainty.
- Celebrate accomplishments and thank the department for their trust.
- Step aside gracefully, allowing the new chief to lead without interference.
