Introduction
A large metropolitan fire department, comprising a chief, an assistant chief, seven lieutenants, and two support staff members, faced growing challenges in leadership effectiveness.
Background Story
The department served a diverse urban community, where interactions with residents during emergencies demanded not only technical expertise but also empathy, resilience, and strong interpersonal skills. Internally, team dynamics among the leadership group were strained, leading to communication breakdowns and reduced morale in a high-pressure environment. Recognizing these issues, the chief sought external expertise to foster emotional intelligence (EQ) as a core leadership competency, aiming to improve both community engagement and internal cohesion.