There comes a defining moment in every leader’s journey, a critical juncture where the focus transcends inward reflection – “How did I sound?”– and gravitates towards outward impact – *“Did it land?”*This transition signifies a profound maturation in leadership, an evolution from seeking personal validation to driving genuine, meaningful change. It is the point at which a leader realizes their voice is not merely a tool for self-expression, but a vital instrument for shaping the present and influencing the future.

We all carry within us vivid memories of our early days, the unsettling sensation of being the newcomer, the gnawing pressure to prove our worth and demonstrate our competence. This often manifested in a counterproductive tendency to over-speak, to liberally sprinkle our conversations with arcane industry jargon, and to meticulously recite standards and protocols verbatim, as if regurgitating a living, breathing textbook. It was a phase driven by a deep-seated desire to establish our credibility within the group, to earn the respect and acceptance of our peers.

However, time and experience, particularly within the crucible of the demanding and often unforgiving environment of the fire service, inevitably impart a crucial lesson that forever alters our perspective on leadership: **Real leaders don’t speak to impress; they speak to influence.**This seemingly subtle distinction is, in reality, a fundamental paradigm shift that separates effective leadership from mere self-serving posturing. It represents a conscious and deliberate move away from seeking personal recognition and accolades and toward achieving collective goals, a transformative process that demands the cultivation of humility, empathy, and a laser-like focus on the diverse and evolving needs of the team.

The Counterproductivity of Impressive-Sounding Leadership

Having participated in countless meetings, incident debriefings, and high-stakes command briefings throughout the arc of my career, I have developed a finely-tuned sense for discerning the underlying motivations that drive individuals’ communication styles. It has become abundantly clear that people approach communication with remarkably varied and often conflicting objectives, ranging from self-aggrandizement to genuine altruism.

  • Some individuals speak simply to be heard, driven by an insatiable need to assert their presence and contribute to the conversation, regardless of the actual substance or demonstrable value of their contributions. This type of communication is often characterized by a desire to dominate the discussion, to showcase their knowledge, and to leave a lasting impression, even if it comes at the expense of others.
  • Others speak to be felt, aiming to forge a powerful and enduring connection with their audience on an emotional level, often through the strategic deployment of compelling personal anecdotes, inspiring motivational speeches, or sincere expressions of empathy. While this approach can be highly effective in certain contexts, it can also be perceived as manipulative or insincere if not delivered with authenticity and genuine intent.
  • And then there are a rare few, the true exemplars of leadership, who speak to move the room, to inspire action, to subtly shift perspectives, and to drive tangible progress towards a clearly articulated and collectively embraced shared objective. This type of communication is characterized by its strategic focus, its clarity of purpose, and its unwavering commitment to serving the best interests of the team.

The first type, those driven by a relentless desire to impress, often inadvertently overwhelm the communication environment with a cacophony of excessive jargon, inflated volume, or blatant displays of ego. While their pronouncements may initially sound sharp, authoritative, and even superficially impressive, they ultimately lack genuine substance and consistently fail to resonate with the audience on a deeper, more meaningful level. They can endlessly recite every obscure regulation, quote every obscure procedural manual, but consistently fail to connect with the human element, the fundamental understanding of the needs, concerns, and aspirations of their team members.

The second type is generally more attuned to the crucial human element and speaks just enough – but with such authentic weight and genuine purpose, people instinctively lean in, drawn to the perceived sincerity and genuine concern.

One is mere noise, a fleeting distraction. The other is true leadership, a lasting catalyst for positive change.

Influence as the Guiding Principle

In our inherently demanding profession, where split-second decisions can literally mean the difference between life and death, and where the immense weight of responsibility rests heavily on our shoulders, our words must transcend the realm of mere eloquence and superficial charm. They must serve as a bedrock of stability, acting to create clarity, foster calm, and instill unwavering confidence, thereby cultivating an environment of mutual trust, genuine respect, and shared understanding.

I have had the distinct honor and privilege of leading highly skilled teams through raging structure fires, where every second was excruciatingly precious, where every decision was fraught with immeasurable risk. I have had to navigate the treacherous waters of briefing leadership officials amidst tumultuous political storms, skillfully navigating complex agendas, conflicting interests, and high-stakes negotiations. I have had to provide counsel and solace to grieving families, offering comfort and unwavering support during their darkest hours, when words often seemed inadequate and hollow. And in each and every one of those intensely challenging and profoundly moving moments, I’ve learned a simple yet irrefutable truth:

You don’t need to be impressive, you need to be effective.

“When you speak, let your words be better than silence.” ― Dionysius the Elder

This enduring quote powerfully underscores the critical importance of intentionality in communication, of ensuring our words invariably add tangible value to the situation at hand and contribute in a meaningful way to a positive and productive outcome. It serves as a constant reminder that silence, in many cases, is not merely an absence of communication, but a powerful and often preferable alternative to empty or unproductive discourse. It is a reminder that our words should be carefully chosen, thoughtfully delivered, and strategically deployed to achieve a specific purpose, not simply to fill the void or to stroke our own egos.

Real-World Examples from the Field

Consider the following diverse scenarios, each drawn from my own firsthand experiences within the dynamic and ever-evolving world of the fire service:

  • A seasoned captain on scene, amidst the inherent chaos and confusion of a fully-involved working fire, who speaks clearly, concisely, directly, and with a consistently calm, measured, and authoritative tone, effortlessly commands the unwavering respect and undivided attention of their entire crew without ever resorting to shouting, intimidation tactics, or unnecessary histrionics. The crew members move with deliberate purpose and precise efficiency, not because they fear the consequences of disobedience, but because they genuinely trust the captain’s judgment, they believe in their capabilities, and they are confident in the captain’s ability to lead them to safety. They respond with unwavering conviction because they trust the tone – not the volume, the substance, not the showmanship.
  • A chief officer, confronted with the unenviable task of addressing a sensitive disciplinary issue with a subordinate, who approaches the situation with fairness, empathy, and a sincere focus on providing constructive feedback, rather than resorting to lecturing, preaching, or posturing, invariably earns the respect of their subordinates, even from the individual being corrected. They understand the goal is not to punish or humiliate, but to guide, mentor, and develop their team members to reach their full potential.
  • A newly minted lieutenant, fresh in their newfound leadership role, chooses to ask a series of thoughtful and insightful questions designed to elicit valuable information and foster collaborative problem-solving, rather than attempting to superficially demonstrate their existing knowledge. They invariably gain far more respect for their humility, willingness to learn from others, and demonstrated commitment to the team’s success than they would have ever achieved by trying to impress their colleagues with a display of their own supposed expertise.

I have witnessed, time and time again, ambitious leaders attempt to forcefully impress their way into positions of authority and influence, only to discover, often to their considerable chagrin, that their carefully crafted efforts ultimately backfire, eroding their credibility and undermining their leadership potential.

I’ll be the first to admit, I’ve been there myself. Early in my career, I fell into the trap of thinking that sounding knowledgeable was the same as being effective. It was a valuable, albeit humbling, lesson to learn.

In the long run, you simply cannot outperform genuine authenticity. People, particularly those within the close-knit and highly discerning community of the fire service, can quickly and easily detect insincerity, pretension, and self-serving posturing, and they are far more likely to follow, support, and respect someone who is genuine, trustworthy, demonstrably competent, and genuinely committed to serving the best interests of the team. People don’t follow show – they follow substance.They follow leaders who earn their trust, respect their opinions, and inspire them to achieve greatness.

5 Principles for Speaking to Influence in the Fire Service

The ability to speak to influence is not an innate talent bestowed upon a select few; rather, it is a finely honed skill that can be meticulously developed and rigorously refined through conscious effort, dedicated practice, and unwavering self-awareness. Here are five essential principles to guide your journey towards becoming a more influential communicator, a more effective leader, and a more impactful member of the fire service:

1. Know Your Audience: Tailor Your Message

Thoroughly understanding your intended audience is absolutely paramount to the success of any communication endeavor. You must meticulously tailor your message to effectively resonate with their specific and often diverse needs, their unique perspectives, and their varying levels of pre-existing knowledge and understanding.

If you’re addressing your crew in the immediate aftermath of a particularly challenging and emotionally taxing call, that is simply not the appropriate time for delivering technical lectures or spouting abstract leadership theories. Instead, it is a time for forging genuine connection, for openly acknowledging their Herculean efforts, for offering unwavering support, and for fostering a strong sense of camaraderie and shared purpose.

If you find yourself briefing community leaders on a complex issue, make a conscious and concerted effort to speak their language, not ours. Take the time to thoroughly understand their key priorities, proactively anticipate their potential concerns, and meticulously frame your message in a way that directly addresses their specific needs, nest your priorities and lines of effort (LOEs) with theirs.

2. Trim the Fat: Embrace Brevity and Clarity

In the fast-paced, high-stakes world of the fire service, brevity and crystal-clear clarity are essential. Do not waste precious words. Do not speak simply because you possess the rank, the title, or the perceived authority to do so. Say only what truly matters and say it with the utmost precision and conciseness.

Influence comes not from the sheer volume of your words, but rather from the enduring impact those words have on your audience. The audience members should walk away from the interaction remembering your core message, not simply the sound of your voice. Get directly to the central point quickly and efficiently, proactively avoiding unnecessary jargon, convoluted sentence structures, and ambiguous phrasing.

3. Tell the Truth, Not the Polished Version: Prioritize Honesty and Transparency

Impressive-sounding leaders often succumb to the alluring temptation to bend the truth, subtly distort facts, selectively present information, or actively avoid difficult and potentially contentious conversations in a misguided attempt to protect their own fragile egos or to maintain a superficially favorable public image.

Influential leaders, in sharp contrast, resolutely prioritize unwavering honesty and complete transparency, even when it is deeply uncomfortable, personally challenging, or politically risky. They speak their truth – clearly, respectfully, and without apology. They openly acknowledge their mistakes, readily admit their limitations, and proactively seek out and engage in tough conversations, knowing these difficult interactions are essential for building trust, fostering growth, and strengthening the overall team.

4. Listen Twice, Speak Once: Prioritize Active Listening

This enduring adage, though undeniably familiar, remains perpetually relevant and powerfully instructive, regardless of the specific context or the ever-changing communication landscape. You simply cannot effectively influence what you do not genuinely understand.

If you are constantly talking, interrupting, and focused on expressing your own thoughts and opinions, you are quite simply not learning. And if you are not actively learning, you are inevitably falling behind, becoming increasingly out of touch with the evolving needs and concerns of your team.

Make a conscious and concerted effort to practice active listening, paying close and deliberate attention to both the explicit verbal content and the more subtle non-verbal cues of those around you. Seek to understand their unique perspectives, their underlying concerns, and their unmet needs.

5. Let Silence Do Some of the Work: Embrace Strategic Pauses

You are not obligated to fill every available space with your own words, to dominate every conversation with your own thoughts. Sometimes, the most profoundly powerful and transformative moment in a briefing, a critique, or even a casual conversation is the deliberate, intentional pause.

This strategic silence provides others with a valuable opportunity to reflect deeply on what has been said, to process complex information, to carefully formulate their own thoughts and opinions, and to actively contribute to the unfolding discussion. Resolutely resist the urge to constantly dominate the conversation or to reflexively respond or interrupt others with your own thoughts.

Chief Rivera is a 26-year fire service veteran and the current Marine Corps Installation East (MCIEAST) Regional Fire Chief and Installation Fire Chief for MCB Camp Lejeune and MCAS New River. Prior to this role, he served as Fire Chief at the United States Military Academy, West Point. Chief Rivera holds degrees in Fire Science/Management and Public Administration and is a credentialed Chief Fire Officer and Chief Training Officer.