The Accountability Gap: The Silent Killer of Morale and Performance
Accountability is a skill society doesn’t model well anymore. Victim narratives are trending, lawsuits are plentiful, and blame has become a sport. But in the fire service, waiting on someone else to change is a guaranteed way to stall progress—on the fireground and in the firehouse.
Personal accountability is rare. Firefighters admire leaders like Jocko Willink, but few adopt the level of responsibility he advocates. And the truth is, even in leadership ranks, scapegoating often creeps in because it’s easier than admitting, “I made the wrong call with the information I had.” But blame places power outside ourselves. It prevents us from examining how our decisions, communication, or assumptions contributed to the outcome. And in any conflict, any breakdown, any failed initiative—we are always AT LEAST 50% of the equation.
In a firehouse, that accountability gap shows up everywhere: entrenched admin–labor battles, “us vs. them” silos, chronic infighting, slipping customer service, unchecked negativity, and the rise of informal bullies. When attention is always outward—on what they should be doing—we become blind to our own habits. We fail to see how our strategies and behaviors quietly undermine the outcomes we claim to want.
It’s like the salty captain who snaps at everyone and can’t understand why morale tanks around him. He assumes his people are the problem, never realizing he’s creating the very dynamic he complains about. That’s not malice. That’s ignorance. And leadership cannot afford ignorance.
Without stepping back and examining how our habits, tone, timing, assumptions, or emotional states shape our influence, we can’t change. What you don’t know is what you don’t know.
Accountability is humbling. But it’s also the most powerful lever a chief officer or training officer has. Leaders who take responsibility for their own mindset, decisions, and behaviors create safety, strengthen trust, and build crews who emulate the same standard.
If you want real power, learn to control yourself. If you want to leak power, wait for others to behave differently so you can feel better. Those two paths lead to radically different outcomes in morale, performance, and culture.
Ownership isn’t easy—but it’s transformative. Try it. Your organization will feel the difference long before you ever say a word.
Ready to build a culture where accountability isn’t just talked about—but lived? Connect with us for a free consultation and learn how to embed this cornerstone skill into every level of your department.