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DEPARTMENTS
06 | In the News
16 | Technical Response
Strategic “deck management” for fire departments and technical rescues
27 | Recipe Rescue
Griddle vs. grill: Why your flat top offers new meal possibilities
BRITTANI SCHROEDER
HASAN NASIR
COLUMNS
04 | Comment
18 | Psychological PPE
Stress-test your strategy: Red Teaming for fire department success
22 | Front Seat
Defining ‘support’: How clarity can prevent operational gaps in emergency response
30 | From Hire to Retire
Your personal SOP: Simple systems to thrive on and off duty
ON THE COVER Photo by David Hyndman of Napanee, Ont. Winner of the 2025 Canadian Firefighter Cover Photo Contest.
By Brittani Schroeder
Embracing a new digital era for CanadianFirefighter
Is it really already October? Has anyone else felt like 2025 has just flown by? Soon, we’ll be preparing for the long winter ahead and all the excitement it brings. With the changing seasons approaching, there are also some updates coming to Canadian Firefighter. After extensive discussions, our team has decided to transition to a digital-only brand moving forward. This will be the final print edition— so keep it safe, as it will soon become a collector’s item!
This important shift partly responds to the changing preferences we’ve observed from our audience. After the success of our digital initiatives, such as training weeks and webinars, we’re eager to explore more online opportunities. Focusing entirely on digital will also enable us to connect with you more effectively, and I want to assure you that we will continue providing you with the timely and relevant content you’ve always expected.
While we transition away from print, I want to reflect on the print era and acknowledge the history and legacy of the magazine. Canadian Firefighter was first published in March 1977, and over its 48 years, it has produced nearly 200 print
editions. In the first editorial by founding Editor and Publisher Lorne Campbell, he dedicated the magazine to “promoting better understanding and co-operation among the Canadian firefighters.” He expressed that this magazine was your magazine, and its success relied on readers sharing their thoughts and stories of both achievements and hardships. Since that initial print issue, the subsequent Canadian Firefighter teams have upheld these ideals. Although I’ve only been the editor for three years and have worked on nine print editions, I feel honoured to be part of this print history, and I am excited for what lies ahead in the digital space.
The Canadian fire service is rapidly evolving in the digital and technological age we live in... It’s time our magazine follows suit.
The Canadian fire service is rapidly evolving in the digital and technological age we live in, with advancements like artificial intelligence and virtual reality being used in operations and training. It’s time our magazine follows suit. Maybe the next “column” from
industry experts will be a video interview or an audio podcast-style campfire chat. Perhaps a recipe column will turn into a cooking class webinar. The possibilities are endless, and we have only just begun to explore what this new digital chapter can offer.
Thank you for your ongoing support and loyalty to Canadian Firefighter as we start this new digital journey. I look forward to connecting with you online, and of course, in person at industry events, training sessions and more.
Even though we won’t be appearing in print, like Lorne Campbell in 1977, I encourage you to reach out to me if there’s a topic you believe deserves attention, a new initiative your fire service has launched, or a member you think should be featured. Your input is invaluable in helping us cover the issues that matter most to the Canadian fire fighting community. You can contact me at bschroeder@annexbusinessmedia.com.
Until we meet again online, stay safe, happy reading and be well.
Fall 2025
Vol. 48, No. 3 cdnfirefighter.com
READER SERVICE
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Email: apotal@annexbusinessmedia.com
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Occasionally, Canadian Firefighter will mail information on behalf of industry-related groups whose products and services we believe may be of interest to you. If you prefer not to receive this information, please contact our circulation department in any of the four ways listed above.receive this information, please contact our circulation department in any of the four ways listed above.may be of interest to you. If you prefer not to receive this information, please contact our circulation department in any of the four ways listed above.
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New Brunswick, Newfoundland and Labrador, Quebec
Alberta, British Columbia, Manitoba, Northwest Territories, Nova Scotia, Nunavut, Prince Edward Island, Saskatchewan, Yukon Ontario
Town of Amherst to build $2 million live fire training facility
Amherst Town Council is set to develop a $2 million live fire training facility in a partnership with the Amherst Firefighters Association.
The project will receive $175,000 from the town’s capital reserve, and $1,825,000 through a grant from the Amherst Firefighters Association, said the Town in a statement. Though the council passed the motion earlier this year, the official agreement is now signed, and development is ready to move forward.
The live fire training facility will provide the fire department with realistic fire suppression training and ensure the department continues to operate efficiently.
Ontario investing over $746,000 to train and protect firefighters
The Ontario government is investing over $746,000 to help the Ontario Professional Fire Fighters Association deliver survival training to firefighters across the province.
This investment through the Skills Development Fund (SDF) Training Stream will help ensure Ontario’s frontline heroes are equipped with the skills and tools they need to keep communities and themselves safe.
Training will take place in Toronto in October and in North Bay in Winter 2026. Leveraging a “train the trainer” model, participants will be certified to take the knowledge back to their colleagues, maximizing the training impact Ontario-wide.
The SDF funding will also be used to purchase a tow vehicle and a second training trailer dedicated to northern fire services, ensuring firefighters in remote and rural communities can access training.
PER CENT of Canada’s fire departments don’t have access to adequate specialized wildfire firefighting training (2024 Great Canadian Fire Census).
Yukon Fire Marshal Partners with Wounded Warriors Canada for Enhanced Mental Health Support
As of Sep. 23, 2025, there had been 5,525 wildfires, year to date, according to the Canadian Interagency Forest Fire Centre (CIFFC).
Wounded Warriors Canada has teamed up with the Yukon Fire Marshal’s Office to deliver mental health training and support services to Yukon firefighters, fire chiefs and their families.
Scott Maxwell, CEO of Wounded Warriors Canada, highlighted the importance of partnerships, stating, “Given the complexities of operational stress injuries, we know that no single organization can provide the 100 per cent solution... Partnerships are vital.”
Through this partnership, Yukon Fire Service members and their families will gain improved access to occupationally informed
services. These services combine education, counselling and training approaches designed to foster resilience and support recovery from post-traumatic injuries, recognizing the complexities of operational stress injuries encountered by first responders.
Yukon Fire Marshal Kiara Adams emphasized the commitment to firefighters’ well-being.
“The work our firefighters do is courageous, challenging and often comes at a personal cost. This partnership reflects our deep commitment to ensuring they are... supported in taking care of themselves.”
A peer-reviewed study says smoke from record-breaking Canadian wildfires in 2023 caused an estimated 5,400 acute deaths and 82,100 premature deaths worldwide.
The study published in Nature acknowledges some variation in mortality estimates depending on the methods used, but says its overall conclusion is that the smoke led to an “enormous and far-reaching” health burden.
Canadian co-author Michael Brauer says the findings are a “wake-up call” for areas that don’t typically see repeated or prolonged exposure to wildfire smoke, as the health impacts will only increase with worsening climate change.
The researchers used several computer models and data sources to estimate the number of deaths attributable to the particulate pollution, known as PM2.5, from Canada’s worst-ever wildfire season.
The paper says that of the estimated 82,100 premature deaths due to continuous exposure to the smoke over several months, 64,300 occurred in North America and Europe, including 33,000 deaths in the United States and 8,300 in Canada Brauer, a professor in the School of Population and Public Health at the University of British Columbia, says wildfire smoke interacts with pre-existing conditions to potentially contribute to an earlier death.
The period between June 26 and July 7, 2023, was especially smoky, causing an estimated 5,400 acute deaths in the U.S. and Canada.
The 2023 fire season shattered records, with more than 6,000 fires scorching 150,000 square kilometres, according to Natural Resources Canada, while this year is the second-worst season on record, burning more than 83,000 square kilometres.
The health impacts of smoke will increase as severe wildfire seasons become more frequent, says Brauer, whose co-authors were scientists in China and the United States.
“We’re seeing, with a warmer climate, that we’re getting kind of record or close-to-record fire seasons repeatedly every summer,” he says.
The study says the wildfires in Canada accounted for 13 per cent of global fire-related exposure to fine particulate matter in 2023, but the Canadian blazes had an outsized impact as smoke spread across North America and western Europe.
The smoke that ended up in parts of Europe wasn’t highly concentrated, but it affected areas with high population density, Brauer says.
While smoke from wildfires in Canada’s vast forests has caused health impacts across continents, Brauer says the greenhouse gas emissions driving climate change and its impacts, including severe wildfires, are a global problem.
– Courtesy of The Canadian Press.
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Photos from the front lines
See the 2025 photo contest finalists and read their stories. By Brittani
Schroeder
Earlier this year, submissions for our third annual cover photo contest, in collaboration with WATERAX, poured in from eight provinces and one territory. We asked for your best photos, and you didn’t disappoint! This year’s photos were the best quality submissions we’ve received in the history of the contest.
The winner of the 2025 contest is David Hyndman of Napanee, Ont. Congratulations, David!
With so many incredible photos to choose from, narrowing down the finalists and picking a single winner was a difficult task. The images in this issue highlight the exceptional work being done by fire departments across Canada. For further context for each photo, please visit www.cdnfirefighter.com
Thank you again to WATERAX and everyone who submitted a photo. Remember to keep your cameras ready for the 2026 contest, where the winning photo will appear on the cover of Fire Fighting In Canada. We’re looking forward to seeing what you’ll share next!
WINNER
Photographer:
David Hyndman, FireRein
Location: Napanee, Ont.
The firefighter is Capt. Sean Beek of FireRein and Stone Mills Fire & Rescue. The shot was taken at CFB Borden, and Beek is shown conducting a Class B fire demonstration. The photo depicts the moments after ignition of the fuel source and emerging from the flame.
Fire department:
Sorel-Tracy Fire Department, though several other departments assisted. Photographer: Alex Boudreau O’Dowd Location: Saint-Ours, Que.
Firefighters attempt in vain to extinguish the bell tower of the church of the village of Saint-Ours in the Richelieu Valley. At around 6 p.m., the fire started. This photo was taken around 7:30 p.m., a few minutes after the fire finally reached the bell tower. Around 30 minutes later, the whole structure collapsed to the ground.
Fire department:
King Fire & Emergency Services
Photographer:
Alex Fortino Location: King City, Ont.
King City firefighter on scene of a structure fire in August 2022. The crew pictured are from Station 36 out of Schomberg.
Fire department: Jasper Fire Department
Photographer:
Alexis Conte Location: Jasper, Alta.
These are members of the Jasper Fire Department. As you can see from this picture, it was going to be a long night for this crew and many other crews that joined the fight on July 24, 2024. Eight members of the department lost their homes that night, but they kept going. This was one of the last pictures taken before the fire hit the town.
Fire department:
Vancouver Fire Rescue Services
Photographer:
Jamie Flynn
Location: Vancouver, B.C.
This was a 3rd alarm fire that was reported around 2 a.m. Featured in the photo are firefighters Korbin Nikolai on the hose line and Mark Shin donning his SCBA.
Fire department: Vancouver Fire Rescue Services
Photographer:
Sov Sylvester Sin Location: Vancouver, B.C.
This photo was taken in front of Vancouver Fire Hall #1, D shift. The apparatus featured are Engine 1 (electric) & Ladder 1, along with their crews. Engine 1 was the first electric Rosenbauer operational in Canada.
Fire department: St. John’s Regional Fire Department
Photographer: Keith Gosse
Location: St. John’s, Nfld.
Firefighter Justin Chow is shown doing some overhaul work at a house fire in St. John’s, Nfld. Keith Gosse, a photojournalist, won a gold award at the Atlantic Journalism Awards for the photo.
Fire department:
Tilden Lake Volunteer Fire Department
Photographer:
Brenda Haines
Location: Tilden Lake, Ont.
Pictured here are Chief Rick Banting and Captain Brian Emms during a planned controlled burn within Tilden Lake.
Fire department: Sturgeon County Emergency Services
Photographer: Jevin van der Leek
Location: Sturgeon County, Alta.
Fire department: Whitby Fire and Emergency Services
Photographer: Brooke Warner
Location: Whitby, Ont.
Camp Molly, staffed entirely by volunteers and fire service professionals, helps teach young females that a career in the fire service is one they can pursue.
Shortly before this photo was taken, winds had shifted, jumped fire guards and roads. As structural protection sprinklers were being set up on this home, van der Leek captured this Dash 8-400 aircraft dropping retardant behind the property. A few minutes later, the bird dog informed the crew that they needed to leave as the fire was beginning to encircle them. They left the property and proceeded to a safe area, thinking they had lost the home. The div boss returned to the property a little over an hour later, and the house was still standing.
Fire department: Vulcan County Emergency Services
Photographer: Jodie Hodgins
Location: Vulcan, Alta.
First responders in Vulcan, Alta., organized a mock drinking and driving scene for local high school students to teach them about the dangers of driving under the influence. The simulation, held at the fire hall, involved a donated school bus and a small car that became engulfed in flames. Station 27 firefighters responded to the scene, extinguished the fire and rescued one trapped occupant at the end.
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Fire department: County of Grande Prairie Regional Fire Service
Photographer: Bryan Hall
Location: Grande Prairie, Alta.
Wildland Urban Interface fire at Sunrise Estates in the County of Grande Prairie. An Electra Tanker does a retardant drop to assist County Fire crews in limiting the impact on structures on May 4, 2025.
Photographer: Matthew Levy, GTA911Media
Location: Richmond Hill, Ont.
In late May 2025, Richmond Hill Fire and Emergency Services responded to a residential fire. Engine 851 arrived to find heavy fire showing from a balcony and initiated an exterior attack. Two cats and a hamster were rescued and are safe and well.
Fire department: Atikokan Fire Rescue
Photographer: Brooke Caul
Location: Atikokan, Ont.
Fire department: Ottawa Fire Services
Photographer: Erik Leicht
Location: Ottawa, Ont.
Ottawa Fire responded to a 3rd Alarm fire at a five-storey, 52-unit wood-frame structure. The building collapsed 30 minutes after the initial call. Erik Leicht was operations chief after a shift change, and he was taking photos of vehicle placement around the collapse zone.
Atikokan Fire Rescue attended a wildland fire on the side of Highway 11 in May 2025. Pictured are Captain Stuart Poulter and firefighter Joel Hayes putting out hotspots at dusk.
Fire department: Cold Lake Fire-Rescue
Photographer: Kelly Sweeney
Location: Bonnyville, Alta.
Cold Lake Fire-Rescue (Station 3) responded with Truck 2 and Pumper 90 to a wildland fire in the MD of Bonnyville. Coordination was established with the Alberta Wildfire crew chief, who requested water and suppression support. Fire suppression was supported by helicopter bucketing, and the fire was quickly brought under control. The photo was a serendipitous capture, making it appear as though the helicopter is filling the pickup, when in reality it was working the brush line behind.
Photographer: Patrick Bell
Location: Victoria, B.C.
March 3, 2025, at the Fallen Firefighter Memorial in Victoria, B.C. This was the first time a wildland firefighter was included in the memorial, as they honoured wildland firefighter Devyn Gale, who was tragically killed by a falling tree in July 2023.
Fire department: Agassiz Fire Department
Photographer: Chris Renaud
Location: Agassiz, B.C.
Fire departments from across B.C. gathered in Agassiz in January 2025 at the Regional Training Centre to train on conducting live fire scenarios safely and effectively.
JUDGES
Fire department: Surrey Fire Service
Photographer: Jon Taylor
Location: Surrey, B.C.
In Spring 2025, 22 fire trucks and over 50 firefighters responded to a large, three-alarm fire in Surrey, B.C. During this time, Jon Taylor captured this photo as Rescue Engine 8 cross-covered Hall 6’s area, because Engine 6 and Rescue 6 were attending the fire scene.
Learn about our contest judges – Gabriella Gerbasi, Brittani Schroeder, Laura Aiken, Hasan Nasir and Adam Szpakowski – on the Canadian Firefighter website.
Photo Contest
Photographer:
Craig Martin
Location: Springbrook, Alta.
This photo captures Canadian Fire Rescue College (CFRC) students as they conduct a team advance on a three-dimensional flammable gas fire in the City of Red Deer. The photo here is just a snapshot in time of what these students learn while at the CFRC.
Fire department: Meteghan Fire Department
Location: Meteghan, N.S.
Fire department: Clandeboye Fire Department
Photographer: Keenan Rivard
Location: Clandeboye, Man.
This photo was taken from Breezy Point Road, which overlooked the Netley-Libau marsh fire that was started by a series of lightning strikes in May 2025.
This is a photo of the Meteghan Fire Department training with their 1971 King Seagrave truck #1 and the portable pump on a pickup truck along the river. The 1971 King Seagrave truck is now only used for parades and funerals. The GMC pickup portable pump was soon replaced by two new trailer pumps that served the department for over 30 years.
Photographer: John Erickson
Location: Slocan Valley, B.C.
This photo was taken at a staging ground and was captured just as crews were about to board the helicopter. It was flown into an access point on the mountain to begin a controlled burn operation. The helicopter is a Bell 212 HP based out of Vernon, B.C.
Fire department: Cook’s Ferry Fire and Emergency Services
Photographer: Steven Sherwood
Location: Spences Bridge, B.C.
The Shetland Creek Wildfire devastated and destroyed approx. 28,000 hectares of land and infrastructure, which has now changed the lives of many members within the Cook’s Ferry Indian Band, other Bands within the Nlaka’Pamux Nation, the community of Spences Bridge, Vendables Valley, as well as the TNRD. The destruction included the loss of critical infrastructure, homes, property, traditional cultural lands, food sovereignty and safety, grazing lands, animals, medicinal root systems, culturally significant landmarks, and cultural sites that will now be lost or permanently altered.
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Technical Response
By Chad Roberts
Chad Roberts is an Acting Captain on a Heavy Rescue in Oakville, Ont. He is a member of the Oakville Extrication Team and Vice President of the North American Vehicle Rescue Association. He also instructs at various colleges. Contact: chadroberts12@gmail.com.
Strategic “deck management” for fire departments and technical rescues
As I finish this article for the final print edition, I would be dishonest if I said I wasn’t a little sad about this moment. The days of picking up a copy of a fire magazine left on firehouse kitchen tables across the country have fostered shared learning and conversations. However, like many things in the fire service, change is happening whether we like it or not. Instead of dwelling on the past, I look forward optimistically to the digital era. The ability to read and share material at the click of a button is not only convenient but also aligns perfectly with the newer generations of firefighters across the country. I have no doubt that the new digital format will continue to spread valuable knowledge and spark conversations throughout the Canadian fire service.
But let us dive into this column.
When it comes to technical rescue and the implications that accompany it, we as first responders are being relied on more now than ever before. With the adoption and mandatory compliance of the NFPA 1006 standards, departments are left with making tough decisions on what they are truly capable of providing.
To do this, many fire service management teams across the country are having to look closely, both internally and externally, to provide the best service required for the needs of their communities. Further down the line, organizations need to focus on the strengths and weaknesses of their own divisions, such as suppression and training. Lastly, at the platoon and company level, chief officers and captains should be taking
CLOCKWISE: Scenes of this magnitude will require any department to manage their deck strategically; Utilizing heavy wreckers and rotators are sometimes the realistic option for complicated rescues; Vac trucks are generally the unsung heroes in Trench Rescue calls.
a closer look at their own resources.
The underlying message is that, from the perspective of technical rescue or any other specialty delivered by the fire service, individuals at all decision-making levels need to know what’s in their deck and manage it appropriately to get the full potential from their people. The following will take a brief look at all of these levels and what we can each do to accomplish successful results.
From the company level, officers need to know what they have. Understanding that each member has their own strengths and weaknesses is key to delegating tasks at a tech rescue call. Physical factors such as size and fitness level can be factors when dealing with such calls as confined space, rope rescue or even trench rescue. Past experience, level and
frequency of training of your crew members will be a contributing factor in who you put in which positions. Putting more experienced and knowledgeable members in overall safety officer roles will add another set of confident eyes to a very technical scene. Additionally, pairing less experienced members with veteran technical rescuers will help distribute your members on scene and provide a valuable learning experience. By no means is this a slight on certain members of your crew, but it must be taken into account that these factors can play a great role in the success of the call.
While the above-mentioned considerations are mainly from an internal standpoint, when looking at technical rescue calls from a platoon chief or shift commander position,
the complexity of your deck can add a few more cards to your arsenal. Forethought is the first thing at the beginning of every shift. Knowing who you have and where they are stationed will give you an early edge on who you can count on when it comes to technical rescue runs. Another important consideration comes from the legal standpoint, but your consideration of who is confident versus who is technically certified must be a priority. This will provide the proper safety and insulation for yourself, the members on scene and the greater department.
Further looking into that deck, external factors or resources need to be identified and exercised. These means can be anything from a heavy tow operator and rotator at heavy extrication scenes, or private-sourced companies to deal with technical calls, such as confined space. Depending on where the call originates, these teams or resources may already be set up for the location you are responding to. Additionally, don’t forget about mutual aid opportunities. With the complexity and costs associated with technical rescue programs, not every department will be able to provide these services. Identifying your mutual aid providers and the type of technical rescue they will provide beforehand will eliminate confusion and expedite the deployment of these resources early on in complex calls.
Ultimately, the management’s view on technical rescue will determine how the deck is stacked. The decisions at this level will help build the deck and provide the resources for your captains and platoon chiefs, as well as the remaining members of the department. As mentioned previously, the management levels need to make an appropriate risk-benefit analysis of their responding district to make distinct commitments to technical rescue programs. Simply stating the department will provide specific technical teams is not sufficient and will leave the deck very thin for front-line decision makers. Reaching out to similar-sized organizations that provide technical responses will be a good start to understanding the full magnitude of developing these programs. From this point, a full transparency approach with the training department will provide answers to one of the biggest hurdles: training your members to the required standards. If problems are identified, such as timing or staffing, it may be in the best interest of management to reach out to external training sources that can provide the required training to ensure these programs do not fall by the wayside.
To sum up, it is important to emphasize that members at all levels share responsibility in establishing, developing and implementing technical rescue programs, regardless of the discipline. The fundamental principle of managing your deck cannot be fulfilled if the team isn’t fully staffed. Leaders must understand their own team’s strengths and weaknesses to ensure people are placed and utilized effectively. If things aren’t progressing as planned, captains, chief officers and management need to recognize when to adjust their approaches to get back on track. Commitment to any level of technical rescue, from management to front-line staff, is a significant responsibility that requires careful oversight to ensure proper funding, standard training and safe operations on scene.
Psychological PPE
By James Rychard
In addition to being a firefighter and former R2MR instructor from the city of Burlington, Ont., James Rychard is an advocate for mental and behavioural health in the fire service, sitting on multiple association committees. He can be reached at jaymzr007@hotmail.com.
Stress-test your strategy: Red Teaming for fire department success
When Bryce Hoffman, the author of the book American Icon: Alan Mulally and the Fight to Save Ford Motor Company, was sick on his couch and took the advice of a friend to watch a movie, he wasn’t prepared for the euphoric moment he was about to experience. This moment would alter the course of his career, from journalist to entrepreneur, and change the way business could potentially operate for success.
The movie was World War Z, and it starred Brad Pitt as Gerry Lane, a former investigator for the United Nations. When the U.S. government, under the direction of a United Nations Director, summoned him back to work, Lane knew it was something serious: to ascertain the root cause of why healthy people were turning into zombies. To do that, Lane went on a worldwide hunt for the answer. During his travels, Lane met a CIA operative who revealed valuable information: Israel was the only country prepared for the zombie apocalypse. Stunned that someone had already put measures in place before a potential day of reckoning, Lane makes Israel his next stop.
This is what gave Bryce Hoffman his epiphany. Hoffman watched and learned, as did Lane, that Israel had enlisted a “tenth man” into their military strategizing.
“If nine people with the same information arrive at the same conclusion, it’s the duty of the tenth [person] to disagree. No matter how improbable it may seem, [this person] has to start
thinking with the assumption that the other nine were wrong.”1 This individual would be someone whose sole duty was to speak up against the group. Odd, yes, but a valuable position. Better known as a Devil’s Advocate, this person is dedicated to reasoning why a plan could fail, and offers information to help orchestrate contingencies for that failure.
Intrigued by what he heard and saw, Hoffman started exploring the Devil’s Advocate/Tenth person concept to see if it was being used today or if it was just folklore. Hoffman’s research led him to Fort Leavenworth, Kansas.
Originally used as the United States’ military’s maximum-security prison, Fort Leavenworth served as the United States Disciplinary Barracks until it was deemed unfit.1 Now, it houses organizations like the University of Foreign Military and Cultural Studies (UFMCS), better known as the Red Teaming University. Here, military commanders are taught how to think like the enemy. Using cogni-
“...healthy debate—and at times, heated arguments… [is what] distinguishes strong teams from dysfunctional ones…”
tive psychology and other systems, this training method allowed commanders to anticipate adversarial strategies and adjust tactics accordingly. Red Teaming was all about how a group (Red Team) could begin to think like the enemy in a concerted effort to defeat and win against its opponent (Blue Team). By teaching one team to think unconventionally, the other team was given the opportunity to prepare for the unexpected. By applying contrarian thinking and exploring cognitive psychology theories, such as biases and heuristics, this department could offer not only practical insights but also theoretical explanations for why a strategy or plan may not be effective.
Not surprisingly, the Red Teaming concept became popular among the military in general for improving planning. Even Hoffman, while watching the World War Z, was beginning to realize “…how companies could better plan, overcome group think, and avoid the curse of complacency”1 if they choose to challenge
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their plans.
In the fire service, consulting firms provide high-level subject matter expertise on all aspects of the fire department to produce Fire Master Plans (FMP). This includes outlining the best approaches for the three lines of defence: education, code enforcement and inspections, followed by emergency responses in the most effective and efficient manner. Since these plans and documents are robust and expensive, adhering to all recommendations as posited by the consulting firm becomes a priority. After all, they’re trying to help us do better for our communities. To help ensure that they are properly considered, a fire service may want to form a Red Team. But who should get certified in Red Teaming?
Companies like Gallup have done and continue to do research in the area of employee engagement and morale. Using over a million interviews and mining their objective data, Gallup scientists discovered that there are three types of employees: engaged, disengaged and actively disengaged. According to Gallup: “Engaged employees are highly involved in and enthusiastic about their work and workplace. They are psychological ‘owners,’ drive high performance and innovation, and move the organization forward. Disengaged employees are psychologically unattached to their work and company. Because their engagement needs are not being fully met, they’re putting time, but not energy or passion, into their work. Actively disengaged employees aren’t just unhappy at work. They are resentful that their needs aren’t being met and are acting out their unhappiness. Every day, these workers potentially undermine what their engaged coworkers accomplish.”2
No matter the industry or sector, these three types of employees are
found in every organization. For leaders, managers or supervisors, the challenge lies in addressing the latter two groups, but especially the actively disengaged, who can keep an employer’s mind racing with what to do. And here’s where those employees can find purpose: as a member of a Red Team.
When looking to build strong teams inside organizations, authors of the book, Strengths Based Leadership: Great Leaders, Team, and Why People Follow, identified that strong teams have certain criteria which are tell-tale signs that they are high performing. Of the five themes they identified, the first one aligns closely with employees who are actively disengaged: Conflict doesn’t destroy strong teams because strong teams focus on results. In other words, “… healthy debate—and at times, heated arguments… [is what] distinguishes strong teams from dysfunctional ones … [the] debate doesn’t cause them to fragment.”3
The fire service prides itself not just on the team aspect but also on a family concept, built on trust and respect, as well as the social approval of its members. Firefighters often joke that being a part of the fire service is akin to having a second family, and like a family, bonds form. This is what separates firefighters from, say, an accountant: the reliance on others to be there when in times of trouble. These bonds of trust help to build the respect firefighters have for one another. Consequently, when members of the family, or fire crew, don’t care to support one another, those bonds have a strong propensity to break. Once broken, it takes a lot to mend the bonds back together to rebuild the trust and respect that was lost. This is why dysfunctional families, like dysfunctional teams, lack resilience when facing trials and tribulations, as they can’t rely on one another for help.
“Respect, lost in the moment, may take great effort to restore – though at times a single great effort can win over others and recover your position.”4
For the fire service, Red Teaming is an untapped resource. Since FMPs are costly budget items that take months to develop, having accurate accounts and predictions of the future for both the fire department and community is crucial. Choosing to stress-test those plans is not just a good idea; it is responsible for overall effectiveness and efficiency.
“Most people don’t think something can happen until it has. It’s not stupidity, it’s human nature.”
– World War Z
Suggested goals and initiatives for an FMP are at the discretion of the fire department. It’s time to Red Team those goals and initiatives, and there are no better people to do that than a team which includes firefighters who are disengaged and/or actively disengaged. Why not give opportunities to those individuals whom most organizations choose not to invest in, because they already view their situation from a contrarian perspective? However, just like engaged employees, they too yearn to be recognized for their worth and contributions.
References
1. Hoffman, Bryce. 2017. Red Teaming: How Your Business Can Conquer the Competition by Challenging Everything . Crown Business (Crown Publishing Group).
2. “What Is Employee Engagement, and How Do You Improve It?” Gallup, Inc. Accessed at https:// www.gallup.com/workplace/285674/improve-employee-engagement-workplace.aspx.
3. Rath, Tom and Conchie, Barry. 2008. Strengths Based Leadership: Great Leaders. Teams, and Why People Follow. Gallup Press.
4. Olson, Deborah A. Ph.D. 2017. Success, the Psychology of Achievement: A Practical Guide to Unlocking Your Potential in Every Areas of Life. DK Publishing.
Front Seat
By Jason Clark
Jason Clark has been a volunteer firefighter in southwestern Ontario since 2007. Having made the transition from firefighter to captain, Jason shares perspectives on roles in the fire service and riding in the front seat. Contact Jason at jaceclark71@gmail.com or @jacejclark.
Defining ‘support’: How clarity can prevent operational gaps in emergency response
Almost 10 years have passed since I first had the opportunity to write for Canadian Firefighter. I still remember the surreal feeling of receiving my copy of the magazine in the mail and seeing my first article in print. As a small-town firefighter, I aimed to help not only my community but also the broader firefighting community—including new firefighters stepping into the role of company officer—and to share some of my mistakes and successes along the way. It’s truly been a pleasure to write for a national magazine about a job I’ve deeply enjoyed, and I’m very excited to keep sharing my experiences through the digital edition of the publication.
Now, throughout your career, whether fire service-related or not, you tend to hear catchy buzzwords that a group of people might start using. I was employed by a large healthcare institution for many years, and within a few days of starting this role, I noticed that everyone tended to use a select few words when describing things.
For example, if you needed to talk to someone either via an online meeting or a phone call, you would e-mail them and ask if that person “had time to connect”. If you needed to discuss something that was carried over from a previous meeting, you would say something like “let’s loop back to that topic”. Personally, I’m not a big fan of buzz-
words or catchphrases, as I find they are used so often that we lose the overall meaning and/or the true definition.
Working in the emergency response area of a healthcare institution, we often used the word ‘support’, and the phrase we lived by was “we will support that team during the emergency” or “we are supporting the facilities department during this planned power outage”.
Let’s break down the word ‘support’ because it can mean many different things, and at various levels of leadership, we can lose sight of what that support actually looks like.
I remember catching myself using this word during a fire scene a few years ago, when I asked the driver of the second responding apparatus, which I was on, to get us physically close to a rural road motor vehicle collision. I said to him that it sounded like we were going to need to ‘support’ the first in crew as they were already stretched thin with the number of patients and vehicles they had to deal with. They only had a crew of four on the first truck that ar-
rived.
At this point in the scene, I knew the truck behind us had traffic control, and the truck in front of us had the oncoming lanes blocked off. We didn’t have an assignment as we weren’t right on top of the scene yet, but we knew we had multiple vehicles involved and multiple patients with ground and air ambulances on the way.
My driver understood that my term for ‘support’ meant our truck would provide boots on the ground, entering the scene to see what else we could assist the Incident Command and first team with. It could be fire suppression, extra personnel or additional extrication team members.
When we used the term ‘support’ in the healthcare setting, especially when dealing with various layers of leadership, trades and professional branches, it tended to get a bit murky on what specific ‘support’ was being provided.
I had a great leader in my department at the healthcare institution who, during large-scale emergencies, would call me and
ask, “How do you need me to support the team?” This was a clear request asking how they could help the overall incident action plan to stabilize the scene. If he had said “I am coming to support,” it would leave many questions about what role he was providing, whether he was taking over the operation or just there to supervise his employees.
Within the last two years, an aerial truck was added to our fire service’s fleet, and it responds to every confirmed structure fire. It has been requested by neighbouring municipalities to support their larger structure fires as well. There are times when we don’t require the 100-foot aerial ladder, but we utilize the six crew members that come with it. Therefore, it can offer various levels of support.
When discussing support on the fire scene, it’s essential to clearly outline what we bring to the table and how we can assist with the scene. This can be limited by the number of your personnel on the apparatus, the types of tools or equipment you have or even the kind of apparatus you are on. Most of the direction should come from your incident command or initial action plan, and then it’s up to you, as the team lead or company officer, to define the level of support for your team.
We all want to help in the fire service – we just need to make sure we are working under the same definitions of support, so we aren’t left with operational gaps in our plan.
Forged in competition
Markham firefighters take Canada to the World Rescue Challenge
By Hasan Nasir
Agroup of Markham firefighters have been breaking windows, cutting through steel and pushing their limits at Standard Auto Wreckers, dedicating their time at the parts yard to refining their extrication skills, all on a volunteer basis. This year, the Markham Extrication Team (MXT) was the only Canadian team competing on the global stage and participating in the annual World Rescue Challenge in Croatia in September – an international competition that brought together 36 extrication crews from 28 countries.
“It’s a dream come true,” remarked Captain Brad Sterling from Markham Fire and Emergency Services (MFES), who is the incident commander (IC) of the MXT. As IC, Sterling takes charge of the rescue scenarios and leads the team through the extrication process.
The MXT journey began in 2021, when Sterling and Captain Howie Tse co-founded and launched the team. Initially, the goal of the MXT wasn’t to earn awards or international recognition.
Both firefighters admitted that the early days were far from glamorous. As the MXT operates separately from the fire department, the crew had limited access to modern rescue equipment and practiced with hand tools rather than battery-powered gear. Finding a place to train was also challenging. Those limitations often put them at a disadvantage when competing against teams with extensive experience operating newer equipment. However, the team’s persistence and growing sponsorship support helped them catch up quickly. “The whole team should be proud of themselves,” said Tse.
Now, in 2025, with the support of Standard Auto Wreckers owner David Gold in Scarborough, the team has access to a training site and an almost endless supply of cars to practice on. Sponsors like HexArmor and AMKUS provide safety gear and rescue equipment, including gloves, cutters and spreaders. With a training sandbox so close to home, MXT has a unique advantage in refining its extrication procedures.
Meet the team
Comprised of seven firefighters serving in four roles, MXT is made up of the following team structure: Sterling as IC; Jesse Joseph,
Amanie McLaren and Daniel Cresswell as technicians; Daniel Seck and Horatiu Pantea as medics; and Tse as team manager.
Five team members—Sterling, Joseph, McLaren, Cresswell and Seck—serve at Station 91, strengthening the close-knit brotherhood and chemistry within the team that translates into effective responses to real-world rescue scenarios.
Starting as a volunteer firefighter, Sterling developed a passion for the service and eventually found his place at MFES. As IC, he can only observe and direct through verbal commands, a shift from his previous position as a technician. “Having to sit back and watch is very difficult,” he added.
Cresswell, the MXT’s lead technician, joined MFES as an on-shift instructor. He attended MXT training sessions to learn more about auto-extrication firsthand and gain practical experience with tools that might have been overlooked during general training. “Before I knew it, I was on the team,” he said.
Once the technicians have established entry points, medics Daniel Seck and Horatiu Pantea step in to assess patient injuries and provide basic life support (BLS). Seck and Pantea joined the MXT within weeks of each other, which allowed them to forge a unique camaraderie and shorthand, ultimately leading to smooth com-
From left to right: J. Joseph, B. Sterling, A. McLaren, D. Cresswell, H. Pantea and D. Seck.
munication during a rescue scenario.
Pantea was initially brought on in the role of a patient during the team’s training sessions. After demonstrating his technical prowess, he was officially asked to join the MXT as a technician. Now he serves as the secondary medic, helping with gear and creating entry points while communicating potential hazards to the primary medic.
The team is always evolving, and roles are regularly swapped to enhance the team dynamic. “It’s good to switch roles so you know what each role needs and you’re not left guessing,” noted Pantea.
Before team manager, Tse held both medic and IC roles before Sterling took command. He initially had his sights on a career as a paramedic, but after a friend’s suggestion, he decided to pursue fire fighting. “I wouldn’t change it for the world,” he said. As manager, Tse wears many hats on the team and fills in if any members are
unavailable.
While the IC, medics and technicians perform the extrication, Tse observes the crew and provides critical feedback on their performance. Since team managers are not allowed to participate in the rescue challenges at competitions, Tse is uniquely positioned to offer an independent perspective on the extrication after it’s finished, in addition to monitoring other teams and noticing strategies that the MXT may have overlooked in the moment.
The World Rescue Challenge
The World Rescue Challenge is run by the World Rescue Organisation, which describes itself as a global platform for extrication and trauma care that aims to advance rescue operations. The event brings teams together from around the world to compete in extrication and trauma challenges and to learn from the strategies of other departments.
“There’s no information gatekeeping at these competitions,” said Pantea. “It’s all about serving our communities and potentially saving a life, so why hide anything or keep it to yourself?”
To qualify for the worlds, rescue teams must finish in the top two at either the Transportation Emergency Rescue Committee USA (TERC USA) or the North American Vehicle Rescue Association (NAVRA) events. Although the MXT placed fourth overall in the 2024 NAVRA challenge, Sterling explained that they qualified because the second-place team was unavailable to attend, and the third-place team had already won the NAVRA qualifier. This bumped the MXT to second place and secured their spot at the World Rescue Challenge.
Leading up to the event, team members reviewed challenge guidelines to prepare for a wide range of extrication scenarios they might face at the competition. On the day of
Teamwork
the event, before their turn, the team was provided with their specific extrication scenario along with the patient’s vitals. Each scenario requires a tailored approach, and time is critical. Throughout the challenge, teams are judged on three categories: command, technical and medical.
Better competitors, better firefighters
The MXT encourages other fire departments to get involved and invite any firefighters to train with them at Standard Auto Wreckers in Scarborough, as it ultimately strengthens Canada’s fire fighting capabilities.
number has reduced to three or four.
At the 2025 World Rescue Challenge, MXT put up a strong showing from Canada, finishing 18th overall out of 36 teams, and 12th place in the technical category. Despite the competitive nature of the event, MXT members received unwavering support, day and night, that reinforced a strong sense of international brotherhood among firefighters. “Even though we compete, we’re still very much a firefighting family,” Seck added. “I got to step up as an interpreter to help a French team during two trauma scenarios—a true example of what this community
“We also hope to inspire firefighters from other departments across Canada to start their own extrication teams, raise their vehicle rescue skills and experience the same camaraderie that makes this competition circuit such an invigorating part of the fire service.”
The MXT plans to maintain its current team structure and individual roles, while also welcoming new members to ensure a dynamic roster, as it sets its sights once again on the world stage. The team is eager to apply everything they’ve learned to serve their communities and prepare for the up-
Recipe Rescue
By Patrick Mathieu
Griddle vs. grill: Why your flat top offers new meal possibilities
I’ve been a contributing author of Canadian Firefighter for 15 years, and I’ve always loved spotting a copy in our fire stations. As we say farewell to the print version, I’m genuinely excited about what the digital future holds. This new phase could include cooking videos from the firehouse, live demonstrations and more ways to connect, to name a few. Progress in the fire service is never easy, but I can’t wait to be part of the future of Canadian Firefighter.
With that being said, let’s talk about cooking!
Grills are one of the most iconic Canadian cooking instruments and are practically a requirement for any outdoor get-together. While they will never be completely replaced, the outdoor cooking scene is shifting towards the flat top.
When most people think of griddles, images of classic diners and all-day breakfast restaurants come to mind, where the flat surface sizzles and sears in the background from dawn to dusk. But a griddle can open up new possibilities for the home cook to prepare a wide range of delicious dishes with an easy-toclean cooking surface. Not only can you whip up the perfect smash burger, flat top jambalaya and ultimate breakfast hash, but you’ll also be firing up the griddle to sear off the perfect steak.
You with me? Let’s dive deeper into these flat tops.
Griddle versus grill
A griddle is mainly characterized by the use of a heavy-gauge metal plate that serves as the cooking surface. Most griddles are heated using natural gas, while some are powered by electricity. A griddle typically features a trough around at least one edge to catch excess oil and grease, which then flows into a catch can for easier cleaning. For a griddle to perform well, the cooking surface must be seasoned and maintained, requiring some effort and time, but this is essential for creating a non-stick surface that is healthy and clean to cook food on.
The question of which is better, a griddle or a grill, is a tough question to answer because the two cooking tools are significantly different, as is the cooking experience. You’ll use different techniques and tools to get the kinds of results you hope for from a griddle versus a gas or charcoal grill. Sometimes it also comes down to personal preference.
With a griddle, you don’t get direct exposure to flame, which is what allows for those beautiful grill marks or smoky taste from charcoal, but instead, you will get an incredible sear due to a more uniform surface with direct contact with the meat. A griddle can also be more challenging to control the heat, whereas a grill offers a little more flexibility.
Patrick Mathieu is a Captain Training Officer with Waterloo Fire Rescue in Ontario. He has appeared on Food Networks Chopped Canada and is the author of The FireHouse Chef Cookbook. Please email him at thefirehouse_chef@yahoo.ca and follow him on Instagram @stationhouse_
Black Top Jambalaya
INGREDIENTS
1 cup sliced
Andouille sausage
1 cup sliced chicken thighs
1 cup peeled medium shrimp
1/2 cup chopped celery
I’ve found that once a griddle is wellseasoned, it is substantially easier to keep clean than a charcoal grill.
1/2 cup chopped yellow onion
½ cup chopped green pepper
1/2 cup frozen okra
INSTRUCTIONS
1/2 cup stewed tomatoes
1 package pre-cooked rice
1 clove garlic smashed
2 tbsp Cajun seasoning
Kosher salt, fresh ground pepper
Green onions for garnish
Cooking oil or butter
1. Preheat griddle to medium-high heat in one zone and medium heat in the second.
2. In a bit of oil or butter, sauté the onion, green pepper and celery on the medium zone until starting to soften.
3. On the medium-high side, cook the sausage slices and chicken until starting to brown and release some juices.
4. Add the shrimp to the hot griddle side and sprinkle with seasoning. Cook until just beginning to turn pink, then flip and begin to incorporate the sausage, shrimp and veggies.
5. To the medium side, add the okra and cook until softened and beginning to brown.
6. Combine all the cooked ingredients in one area.
7. Alongside the cooked ingredients, pour the rice and add a bit of oil. Fry the rice until heated through and beginning to brown. Then combine the rice with the other ingredients and mix well.
8. Add the chopped tomatoes, mix to combine. Add the garlic and incorporate.
9. Season the dish to taste and continue cooking until tomatoes break down a bit and flavours meld.
10. Transfer the dish to a platter and top with chopped green onions.
11. Serve your Jambalaya hot off the flat top and enjoy!
Recipe Rescue
Cleaning and seasoning
When using a grill, you typically start by burning off the little bits of meat stuck to the grill grates, then use a scouring pad or a wire brush and dish soap to clean the remainder of the stuck-on stuff. When cleaning a griddle, you’ll need to use different tools and techniques to prevent damage and ensure a clean, burnt-grease-free cooking surface. With a brand-new griddle, you’ll need to season the surface before you can use it. At a minimum, you’ll need paper towels or a lint-free rag and an oil with a high smoke point, such as avocado oil, grapeseed oil or peanut oil. This produces a durable finish that makes for easier cooking. Eventually, you’ll need to re-season the griddle, particularly when the surface begins to blister or crack. The way seasoning works is that the oil is burned into the surface of the metal to build a layer that protects it and provides a nonstick surface. I’ve found that once a griddle is well-seasoned, it is substantially easier to keep clean than a charcoal grill.
What food on which tool?
Most of what you cook on a grill can also be cooked on a griddle, but not the other way around. For example, frying eggs and making pancakes is easy on a griddle, but it’s not going to happen on a grill. I know people like to use the grill when making steak because of the added smoke flavour and grill marks, but cooking a steak on a griddle is just like cooking one in a cast-iron frying pan on the stove top—which is my preferred method be -
cause of the uniform sear and ability to add flavour and moisture like butter.
A griddle makes for a fun and efficient way to make larger meals. I love using my griddle for breakfast foods because you can sizzle bacon, fry eggs, crisp hash browns and cook pancakes all at once. A griddle is an epic way to make some of the best hamburgers you’ll ever try, and you can use accessories like a burger press for excellent results.
One of the best reasons to have a griddle is if you like to eat fish. Flaky, tender fish is notoriously problematic on a grill; it often falls apart and ends up in the burners instead of on your plate. A griddle solves this problem.
How to choose the best griddle for you?
There are many brands on the market offering various designs, sizes and styles of griddles at different price points. Look for a trusted brand that provides a heavygauge rolled steel surface that is durable and will last with the appropriate care.
The differences between grills and griddles are extensive. Not only are they used differently, but you’ll notice that you get different results when cooking on one surface versus the other. Just like on a fire scene, when cooking, you always need the right tool for the job.
I think that you’ll enjoy using your griddle so much, you’ll find all sorts of excuses to fire it up all year long. Check out my recipes for Black Top Jambalaya and the Black Top Breakfast of Champions to help get you started. Eat well and stay safe!
Black Top Breakfast of Champions
INGREDIENTS
1lb thick cut bacon
8–10 slices. reserve ½ cup chopped for hash browns
1lb breakfast sausage patties or sliced links
1 tbsp SPG seasoning that’s equal parts salt, pepper and garlic
1 stick butter plus extra for greasing the griddle
1 bag frozen hash browns
½ white or yellow onion
INSTRUCTIONS
1 green bell pepper
1 pack protein pancake mix
Maple syrup, for serving
8 eggs
1 cup milk or light cream
½ cup grated American cheese
1. Preheat your griddle with one side set to medium-low and the other to low. If using three burners, keep one zone off for holding cooked food.
2. Prepare the pancake batter as per the instructions on the packet.
3. Remove the bacon from the packaging and chop about ½ cup of bacon for the hash browns.
4. Slice the onion and dice the green pepper. Open the packet of hash browns.
5. Crack the eggs into a bowl and whisk to combine. Add the cream and cheese and whisk it in.
6. Have some extra butter for oiling the griddle and seasoning at hand.
COOKING
7. Cook the bacon slices, chopped bacon, and breakfast sausage over medium-low heat for about three minutes per side, or until golden brown. Transfer to a cooling rack and leave some bacon fat on the griddle.
8. Add the onion, green pepper, and hash browns directly over the bacon fat. Spread into an even layer and season with SPG. Cook for six minutes per side without over-flipping. Once cooked, move to a cool zone to keep warm and garnish with the chopped bacon.
9. Pour pancake batter onto a clean, buttered section of the griddle over low heat. Cook until bubbles form, flip, and finish until golden. Once cooked, stack them on the warm part of the griddle. Serve with maple syrup.
10. Wipe down the griddle surface and your spatula to avoid dark spots in the eggs. Add a bit of butter or oil, then cook the eggs low and slow, folding gently as they set. Season with SPG. Call everyone over to the griddle and enjoy!
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By Arjuna George
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Your personal SOP: Simple systems to thrive on and off duty
For more than a decade, I’ve had the privilege of writing for Canadian Firefighter, where I saw how much the print magazine mattered in fire halls across the country, creating opportunities for learning and conversation. As the magazine transitions fully into digital, I see even greater potential: stories can be shared instantly, accessed in multiple formats such as audio or video, and published in real-time when issues matter most. While I’ll always cherish the memory of flipping through the pages, I’m energized by this next chapter and the opportunity to reach more firefighters and address the needs of today’s service.
Now, on to this month’s column. In the fire service, we rely on Standard Operating Procedures (SOPs) for almost everything. They provide a framework that keeps us safe, helps us work as a team and reduces chaos when things are unpredictable.
When I work with fire service leaders, I often talk about creating Personal SOPs for life. We have procedures for the job, but what about for you? What’s the SOP for your health, relationships and mental well-being?
For many firefighters, life outside the hall feels like one long string of reactive calls. There is no clear plan, only that constant feeling of being pulled in every direction. Over time, that lack of structure drains your energy, your resilience and your ability to be truly present.
The truth is that the same systems that help you succeed on the fireground can help you succeed in life.
Why you need an SOP
In life, without routines, you are constantly relying on willpower. You are making endless small decisions and that decision-making wears you down. A personal
ful, both at work and home? This might take 10 minutes or less, but it could change your day.
End with a post-trip
After a call or shift, you conduct a post-trip. You clean, reset and make sure the rig is ready for the next run. What if you had a “Post-Trip Routine” for yourself?
We often bring the job home
The truth is that the same systems that help you succeed on the fireground can help you succeed in life.
SOP lightens that load by creating small, repeatable habits that help you take care of yourself and still have something left in the tank for the people and things that matter most.
You don’t need a 50-page manual. You just need a few simple routines that bring stability to a career and lifestyle that can be unpredictable.
Start with a pre-trip
Before taking a rig out, you conduct a pre-trip inspection. It’s not optional. Your morning deserves the same level of care.
A “Pre-Trip Routine” is how you start your day with intention.
Here are two quick ideas: First, check in with yourself. Ask, “How am I feeling? What do I need?” Then, set your day’s priority. What is one thing that would make today feel success-
with us. The body sits at the dinner table, but the mind is still replaying that last call. Or you come home so drained that you just crash, still half in work mode. A personal post-trip helps you leave the stress of work where it belongs and fully transition into home life. It could be as simple as:
• Pause before you walk in. Sit quietly for a few minutes and take a couple of deep breaths.
• Do a quick brain dump. If you are replaying a tough call, jot down a quick note so it’s out of your head.
• Transition physically. Take a shower, change clothes or go for a short walk to signal to your body that work is over.
• Reconnect. Spend a few intentional minutes with your partner, your kids or your pet. Be present in that moment.
Your post-trip doesn’t have to be long. It just needs to create a clear line between work and home so you can recover.
Weekly reset
Beyond your daily routines, consider adding a “Weekly Reset” SOP. Take 20 minutes once a week to look at the bigger picture. Ask yourself, “What went well? What drained me?” Then, you can review your upcoming shifts and commitments to avoid being caught off guard. Make sure to schedule one meaningful connection with a family member or a friend, and clear out one small thing that feels messy, like your car, a gear bag or a cluttered counter.
This can help to keep life from feeling like one endless stretch of reaction mode.
The key is not to overcomplicate this. A personal SOP should make life easier, not harder. The simpler it is, the more likely you are to stick with it.
Ready to size up?
Start with just one small habit and build from there. Over time, those small steps add up to a life where you are not just running calls. You are thriving, both in uniform and out of it.
So here is the challenge: What is one thing you can do in your pre-trip tomorrow morning? What is one thing you can add to your post-trip tonight?
Remember, having a plan to look after yourself is just as important as making sure the truck is ready to roll.
Arjuna
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