Weekly Scrap #261 - Bret Stidham, USAR team building and High performance expectations

Chief Scott Thompson: All right, all right, all right. Good evening, everybody, and welcome. As you can see, we've got another curveball coming at you. My name is Scott Thompson and I'm the guest host tonight for the evening welcome to firehouse vigilant weekly scrap number 261 i want to thank corley for trusting me with this throw me the keys and allow me to pick a guest tonight and to take this thing where we want to take it so we've got a great guest tonight that i'm gonna introduce here in just a second but i'm gonna be your host for the show for the show corley is still in germany for a well-deserved vacation with his entire family. I talked to him early and everything is is going well. So let's get started. So man, I'm really excited tonight. Our guest I've known for for quite a while. We used to work out at the same gym together when I was in Louisville and Cross Paths. So I'm I'm real excited to introduce Chief Brett Stidham Chief Stidham was appointed the fire chief and director of emergency management for the Arlington, Texas Fire Department in August of 2023. So we He's pretty new there. And Arlington is a very well-known fire department. They're a good-sized organization. That's where the Cowboys are. That's where the Rangers are. And a bunch of other things. 18 Firehouses, a lot of cool things. So He's the new boss over there and is already doing some great things. Prior to that, Chief Stedham was a member of Dallas Fire Rescue for over 29 years and most recently held the rank of Executive Assistant Chief. Chief of Staff. During his time with DFR, Brett promoted to every operational rank in the department, including holding the rank of Assistant Chief of Operations And special operations. We're going to talk about that a little bit. He's done some pretty cool things with USAR and some great things for Texas He holds numerous certifications, including being a Texas Fire Chief Association certified fire executive. He's a graduate and a rescue specialist from Texas AM Engineering Extension Service at Texas A<unk>M University. Chief Stedham holds an Associate of Applied Science in Fire Administration from Weatherford College, a Bachelor's of Applied Arts and Sciences in Fire Administration from Texas A<unk>M University. University, San Antonio, and a Master of Public Affairs from the University of Texas at Dallas.

Chief Scott Thompson: He holds a Master Structure Firefighter and Instructor 3 Master Certification with the Texas Commission on Fire Protection. And he was a 12-year member of Texas Task Force One, where he was the rescue team manager. And he was also founding member of and rescue manager of Texas Task Force Two. Welcome, brother, to the weekly scrap number 261. Did I miss anything? Anything that you'd like to add? Jump in there and help us get to know you a little bit, brother. Chief Brett Stidham: I don't have anything to add. I'm just So glad that Corley put you up to this and allowed me to be on here with you. You and I go way back. like you said, you know, working out and teaching at the college years ago, you know, after different colleges and so We've got a lot of history together and I just hope we can keep this thing on the tracks. Chief Scott Thompson: Well, let's have some fun. I I don't know, tracks I don't think that the viewers like to stay on the track, so we'll go wherever we need to go but before we get started let's let's recognize our great sponsors the og sponsor of the scrap keyhose check them out online at keyhose. com and follow them on facebook Affordable drill towers on a mission to bring you cost-effective and versatile training props like the All-Affordable Bailout Prop, which allows you to practice window bailouts, ladder bailouts. and ladder high point rescues. Then they make an affordable drill tower prop which you can roll into the classroom for standpipe Theory. They roll it into the parking lot and pump realistic flows and pressures. From one of the best with more than 60 drill towers installed, the affordable drill tower comes in several configurations. and come standard with Standpipe Systems. Choose from one or two sets of stairs integrated into your existing connex boxes for multi-story access or free standing on a slap All models are NFPA 1402 compliant and gain you ISO credit. The only thing you can't do with affordable drill tower is live fire training. So call Steve, awesome guy, 844-555-TOWER or drop an email to info at affordable drilltowers. com Firefighter safety and accountability starts with being able to quickly find and identify individual firefighters operating on a fire ground. Identifier safely combines the best in photoluminescent materials and durable firefighter and identification systems that can glow up to 20 hours with no switches or batteries, which means being able to rapidly identify firefighters by name, unit, assignment, or even under hot fire conditions All specifically designed and tested for the rigors of the job.

Chief Scott Thompson: Be seen on scene identifiersafety. com. I hope I got that all right. And then we have Mid-American Fools Conference coming up. It will be September 27th and 28th in Oklahoma City. Great group up there. Sam is going to put the link in the chat if you want to check it out And one last thing I want to mention on a personal note, and Corley allowed me to do that. One of my members, battalion chief bred stidham of the colony fire department we will be hosting a very special event October 18th at Grandscape here in the colony We're calling it Toss for a Cause, and it's a cornhole tournament and fundraiser for TCFD Battalion Chief Brent Young. Great, great firefighter, passionate firefighter, one of the most optimistic people I know. He's going through a tough time. He was recently diagnosed with a severe kidney disease and as a result he's going to have to have a kidney transplant so we're looking for anybody who is willing to go in the the donors register or if you got a through a few bucks you can throw his way he would greatly appreciate it. I know we are pretty heavy with Texans on the show tonight. So if you can make it out to the event we'd love to see you If you'd like additional information, please email me at Scott at Fireservice Leadership. com and I'll get you information or I'll hook you up with the people that have the answers With that being said, Chief Stidham, let's get to scrapping, brother. Let's get going. So there's several things I wanted to talk to you about as is we were thinking about this and i i guess the bless best place to start out is is talking about arlington you know in this area and and because you're relatively new in arlington You're in that period where where you're transitioning and kind of bringing in your philosophy, your vision, your theories. tell me a little bit about your time there and how you're kind of selling your vision to the Arlington Fire Department and what you want to see the organization become in the in the short and distant future

Chief Brett Stidham: Yeah, so like I said, I've been I've only been there about a year, actually just a little over a year. it's been an incredible start. We've had a lot going on in the organization, as you well know. But it's been it's been challenging but fun. You know, I kind of walked into a situation where we we were given four four-person staffing, something they'd been working on for years and years, the association and and the members And you know, I walked into that, pretty cool deal to walk into for such a large metropolitan organization. Also walked into a World Series championship. So I just want to throw that out there. And so you know the challenges that that come with that of you know managing our special events and so forth but you know as far as the vision you know for me pretty much everything I do it starts with me And the vision that I'm trying to sell, you know, I have to I have to live it myself. You know, I can't, you can't start having high morals when you become a chief officer. You know, you can't start taking care of people when you become a chief officer. You gotta do it from the beginning And so, you know, I've spent my career, you know, truly caring about the people I work with. You know, I think, I think my members in in both Dallas and Arlington would tell you that That's one thing about me is I do do care about them. And so, you know, if you try to start later on, nobody's gonna listen to you You know as well as I do that the members are going to look at you first on any kind of vision you're trying to sell or any kind of vision that's going on in the organization and so you got to show them how committed you are to the vision communicate it out you know get out get out of your office Get in those firehouses and listen and answer questions, try to create the buy-in show them that you're you're being real all the time and you know firefighting is it's obviously teamwork and you know you're not gonna be able to do it without them and so the other thing I've I've tried to do And I still do today is get out and I meet with my chiefs often.

Chief Brett Stidham: And you know, my chiefs are are helping me sell that vision. So that's an important aspect of what we're trying to do. but got a phenomenal department. You know, I've been really blessed for 31 years now to work for two incredible departments that I wouldn't trade it for anything. Chief Scott Thompson: So let's talk a little bit about your time in Dallas. I know here in the Texas area, Texas, you're very well known for the work that you you did in Dallas, but but let's talk for a minute specifically your involvement with you so And you know, kind of how you got things going with Texas Task Force 2. You and Stu Grant, I think, were kind of some of the original minds behind that. But tell us a little bit about that and And some of you know what you're doing with Texas Task Force One also. Chief Brett Stidham: Yeah, so early on in my career, it was one of those Was one of those things I figured out that that I wanted to be a part of was special operations. It took me a few years. I actually never worked at the step special operations station at the time in Dallas back in the 90s when I hired on and even into the mid-2000s or so there was just one special operations station and Really well known for ropes, confined space, trench rescue, some swift water, that kind of stuff. They kind of did it all back then but and around and you know when I made lieutenant that's kind of when it really hit me that you know this is This is a passion that I have. I want to be a truck captain. I want to be a USAR captain. And so something very important to me. So I spent pretty much all the time I had training, trying to prepare for, you know, the opportunity. I I I truly thought that someday, and I still hope they have the opportunity, I hope I get the opportunity in Arlington. as well to have a full-time rescue. That's something that was always passionate to me. You know, that I was passionate about was being on a full-time rescue and animals fires and doing all the things just like they do in New York and other cities. Unfortunately, you know it hasn't happened in in in either city yet, but that was that was my goal so I trained and trained and trained for it.

Chief Brett Stidham: Around 2004 is the time frame you're talking about. We had a chief at the time came from Miami, the city of Miami. And he was a you know he had a task force and you know of course Miami Dave has a task force and so he was big on USAR teams and and the the issue was that he didn't know really what our capabilities were, so he came to Stu Grant. Who was my mentor throughout my career, so I'll throw that out there to the crowd. But so Stu Grant, myself, there was about six or eight of us in the group that Met with the chief and the chief said, hey, I'm gonna send you guys down to Tex AM. I'm gonna put you through a structural collapse class and I want you to come back and you know, give me your thoughts on it. So this is probably a two thousand four time frame or so. So we go down there and we had a blast, of course. That's the funnest, you know, that's the funnest kind of class that you can take. So we had a great time. came back and we just basically told them that We were like, hey, you know, if we if we have a structural collapse, we're gonna have to call Task Force One. It's is about what we told them. You know, we really didn't have those capabilities at the time So he that day formed, we we made up the committee. You know, he said, okay, you guys got it. You're a committee. I want you to figure it out. I don't have any money for you. You know, we don't have any funding for this. Whatever equipment you have right now is what you have, but I want you to go figure it out. So we spent you know, probably the next couple of years trying to get grants and just kind of working through the process and figuring out equipment lists and once we actually did get some grants in around two thousand and six, I believe, a couple years later, year to Two years later, we started getting grants. So we started, you know, specin out a rig. We started, you know, just kind of the whole ground floor process of of building classes and that kind of stuff. And so you know probably probably the only time in my career I didn't mind being hurt I got hurt in 2005, kind of right in the middle of this time frame, actually on duty in a task force class, because I was on task force one at the time or two So I ended up getting hurt and I spent about six months on light duty.

Chief Brett Stidham: So Stu and I and the other folks that were there, we worked tirelessly. you know putting the team together, building, like I said, spec in the rigs, still working on grants, and and putting that team together. It's really, it's hard to believe it's been that long now. We became a type 3 task force, which was like a 32-person team at the time, back in 2007. We split it into two fire stations. That's where station 19 came into play so we had 33s and 19s or i think it was still 15s and 19s at the time but you know we started teaching you know every class and then one of the biggest things that I've that I really thought that came out of that whole process not not just building a task force and becoming a a regional and state asset, but it was that we started working on our writ team at the time. And so Stu and I You know, we recognized the need and thought, you know, these are the most high speed people we have. And if anybody can save another firefighter, it's gonna be these guys you know, that's not downplaying anything else that anybody else other capabilities in the department, but it's just saying that you know these guys had some special skills that that we thought would be helpful. So we started that whole process in kind of a crawl, walk, run, you know, just search and locate and And you know, we it was it was crazy watching these guys, you know, we would dream up the most insane you know, scenarios for these guys to to take part in. We had Columbus and Denver's Denver drills all built into one and we were throwing all this stuff out of them. They were in the breach out of of apartment walls and you know down through floors and just just crazy stuff and man they killed it every single time We put all three shifts through and they just killed it and you know today you know seeing seeing what they got and seeing the teams they have I know you qu you know quite well what that what those guys have done over there what the red teams have done in Dallas over the last several years and now they've built it to where they just don't have two stations they actually have nine respond to you know every working fire and so it's a big deal over there but that was that was a fun time it's it took a lot of work but you know we got it done

Chief Scott Thompson: So as it and it's it's you know it's got a great reputation and they do a lot of great work. As a fire chief, but also as somebody who's involved in building a successful successful program, what advice would you give to a fire officer or even a firefighter? who who has a vision and wants to start a program in their organization. How how would how how would they best go about that to get to get the chief's attention and maybe get some buy-in. Chief Brett Stidham: Yeah, and I mean it you know it kind of it it's it's kind of like is this a new program that the chief once started or is this a new pro program that you Chief Scott Thompson: Let's just say it's coming from the troops, you know. It's it's a grassroot thing where the guys identified a need. And you know, I I think a lot of times fire officers and and firefighters aren't sure how to approach the chief and ask for those kind of things. You know what would what would you what would you say to them? Chief Brett Stidham: You know, obviously you know just meeting with the chief and and being passionate about what you're what you're what you're thinking about doing. You know, a big thing for a chief that probably any chief, yourself, any chief would tell you that, you know, to try to try to think through, think kind of 360 on these kind of things. things you know any anything you think that might need to be done is it does it involve other city departments does it involve other surrounding fire departments you know what's the cost of this potentially trying to figure out all that stuff so that that's one of the biggest things is you know bringing a program or a new project to achieve it's like Don't just drop it on them. You know, bring it to them, package it up, make it, you know, put a nice bow on it, say this is something we're passionate about. And You know, I myself, you know, we get we get all of our ideas from the field. I'm definitely not the smartest guy in the room. And so, you know, I'm I'm always a listener and I'm always prepared to to help where I can but like I said just just kind of packaging it up for me would help.

Chief Scott Thompson: Very good Man, I love it. So one of the things about the scrap are the awesome people who are watching and their questions. So you ready to go some questions and field some from the viewership? And you're probably going to recognize one or two of them these names. But out of respect, we're going to start with D. Corley Moore. He sent in a question. He says, what are the lessons you know now that you wish you would have known before you promoted? Chief Brett Stidham: Oh, that's a good question, Corley. Thank you for it for that. You know, there's well, if you're talking about into my current position, I wish I'd known anything about budget. because when you step into those kind of roles you don't. But you know I I think that there's there's so many so many opportunities as a chief that that you don't really think about you know a lot of times as as a firefighter one of the things that that's that's big for me and you know I really wished I would have known earlier on in my career was to was to to keep to keep studying. You know, I didn't spend a lot of time studying. I later on I finished my degree, like you said, I got my degree But I feel like just continue to study and you know I see it in I see it in our department today. I see I see the passion of these young members and I think they get it and which you know I didn't 31 years ago but I I see the passion of these young members to keep keep learning their craft and keep you know seeking outside eat outside help you seek outside training go to these hot classes go to all these different kinds of things. I think that's something that I wished I would have known earlier in my career. And I'm not sure quite honestly if some of that stuff existed like it does today. But just to continue to keep prepared. Yeah.

Chief Scott Thompson: Love it, love it. So Jonathan Patton has a question, Captain Patton. What has been your greatest challenge? What has been your greatest challenge in your first year as the chief in Arlington? Chief Brett Stidham: You know, I think for me, just just getting to know the organization. you know, I think when I walked in, when I walked in the door, there there was some challenges. We had some structural organ some things that need to be re-orged, I would say. I think that was a huge challenge. And it's not, it wasn't just a matter of you know, me sitting down at my desk and and mapping out what what I want the organization to look like You know, it was truly hitting the ground running. It was it was getting out to the field and you know what I'm still doing today, trying to learn the organization, trying to figure out what's best for the organization You know, then you throw civil service into it and you you know you have to go through those challenges of of getting votes of the members. So you really have to really have to sell yourself, like I said earlier, sell your vision. you know meet the meet the organization at the fire station or wherever they're at and and and try to try to sell them what you think is best for the organization going forward. Fortunately for me, I think a lot of them saw it before I got there. They saw some of those organizational organizational challenges And we were able to meet in the middle on a lot of that stuff. And a lot of it came from them, you know, and that's again from from getting out and listening and taking part in in you know, station activities and meetings and all that kind of stuff. So I I'd just say for me walking into an organization with a few challenges like that, and really having to spend a lot of time more so than than most learning the organization.

Chief Scott Thompson: You know, I think, and and tell me if you agree or not, but I think that's sometimes we're some Chiefs miss some opportunities. They come in well number one, they don't have a vision. They really don't know what they want the future to look like and and so they can't go out and communicate with the future looks like it's hard to get buying in when you can't do that and explain the why but the other thing is is taking the time it's so valuable to go around and visit with your people and learn the institution institutional knowledge that they have. I I think a lot of chiefs go in with this mindset that it's gonna be my way and they don't take the time to do that But but you know you find out so many things that you can't find out any place else other than sitting down in the firehouse at the kitchen table and just listening to the guys talk about what's important to them Chief Brett Stidham: Yeah, I'm you know I'm a people person anyway. You know me, I like to talk. I like to sit around the table and have coffee with the guys and you know, jump on a call and that kind of stuff. And that's just, you know, I love being a firefighter. I miss it, I'll be honest. I lo I love riding the back in the back and going calls with them but you know i i you you hear a lot of cheese i mean you're at a lot of these conferences you hear a lot of chiefs there's a lot of chiefs talk about it but But you know, the ones that are truly successful are the ones that are actually doing it. You know, they care for their people. They love they love their people. You know, they're humble about it. They You know, they show them how much they love them. You love them and you know you support them and you know whatever they're going through, you're there for them constantly. you know i truly care about my members more than i care about myself and you know i that's that's just the that's the person i am You cannot learn the organization sitting in headquarters, sitting in your chief's office. Like you said, you got to get out and listen, jump on a call every now and then and just be available.

Chief Scott Thompson: Outstanding. Michael Ramirez has a question for both of us. I'll let you go first. What is y'all's take on passing up promotional opportunities Chief Brett Stidham: Well, did you say Michael? Is that who asked this question? Yeah, Michael Ramirez. Hey Michael, so you know I'm I'm a prime example, so I From the time from the time I got on the organization, I took the first three tests that I could take. So I took a driver's test. I knew I wanted to be a captain That was my goal was to be a captain and we talked about it earlier to be on the heavy rescue and all that. That's truly where I wanted to stop. So when I made captain, after I took those three tests and and and made it up to Captain, I stopped. I stopped for about three Chiefs tests. I didn't take three Chiefs So I watched, I watched, it was kind of a hard, it's kind of a bitter pill a little bit because you you promote up for these folks and then you you stop and you see them bumping up and then they're your boss and you're like, man, what just happened? I could have been, you know, whatever. I didn't regret it. I truly did not for those those three. But eventually I ended up, you know, long story, but I ended up on the cheese card. for about a year and only rode the truck one time in that whole year and at that point I was like What am I doing? So I kind of moved on up from there. But you know, one thing I will say to that is that don't ever get comfortable You know no matter what position you want to be in, like I said earlier, train, be the best you can at your position, but just don't ever get comfortable. I tell my people this all the time and Arlie Tell And, you know, things change all the time. You're comfortable, you got the best crew, just like I did at, you know, in a couple of stations in Dallas, I felt like I had the best crew around One person leaves, everything changes. You know, when I left, everything changed at one of the stations I was at, and it wasn't really about me, but I think it was like You know, people just realize hey maybe I should do that or maybe I should promote.

Chief Brett Stidham: So if you're you know you gotta do what's best for you feel comfortable with it feel comfortable with your your decision But at the end of the day, don't be comfortable where you're at all the time because things do change. Chief Scott Thompson: Yeah, great. Michael, mine's, you know I I never really had that goal. I just love being a fireman and wanted to be a fireman. But I guess my advice would be never never never outpromote your your your capabilities and your your your knowledge and your skills. You know, I I think the biggest mistake that someone can make is is To promote with the wrong motivation, just because they want more money or more authority and they haven't kept up the knowledge and the skills and the abilities. You know, I always every promotion that I took or every position I wanted to have a very and I use the word vision again, but but something that I could bring to the table that I could offer up and sell to the men and women that look to me for leadership. So, you know, you'll know kind of when the time is right. It's kind of like having kids. You're never really ready You're always going to find out surprises and things that you didn't know. But you know, just make sure you're promoting for the right reason. And I'm just going to wrap it up by saying make sure you are willing to sacrifice and invest. The higher up you go, the more you have to sacrifice your time, your comfort, all those things. And you got to be willing to invest in your folks and into the system. So so those would be the things that I I would offer up. But great question. Luke Yeah, no, that's fine. Luke Stevenson, what are your thoughts on members? Here's another promotional one. Promoting with a limited experience due to the leadership void which otherwise would be left empty. So you I I guess basically what you're saying is you're stepping up to the plate, taking one for the team and fill in those gaps. What's your thought on that?

Chief Brett Stidham: Yeah, I mean obviously that happens sometimes, right? Either you know you don't have enough people to take the test or you know you gotta you gotta give another test because you don't have enough people sign up or whatever. I mean these things happen in every organization I'd say the big thing for me is that, you know, the the Chiefs have to recognize those kind of things and just make sure that that those people are prepared you know if they do promote and you know that's my expectation all the time is that we prepare our folks and we've still got a lot of work to do in Arlington to We've got a great training division, but I would say that we gotta continue to train our higher level folks and have people ready for those things. but it happens occasionally, especially in big organizations. You get these big lists and you know you have people that it just happens. So Chief Scott Thompson: Yeah, I I mean you know all of that is any any little you know I think you gotta pay attention to a lot of the small stuff sometimes if it You know, not not get so wrapped up where it causes you stress and anxiety, but there's a lot of success that comes from paying attention to the details and and those kind of things. And it it all kind of plays together. Chris Ivy says, Chief In your position, what path would you send your officers and chief officers down to get more buy-in, like the 1B guys? I don't know. You're gonna have to figure that one out. There's a hidden message in there, I guess. Can you repeat that question one more time? In your position, what path would you send your officers and chief officers down to get more buy-in like the 1B guys. Or is he taking a shot at 1B there?

Chief Brett Stidham: I think he's he might be on 1B, so that could be what it is. You know, there's G what were you gonna say two? Chief Scott Thompson: Well, I'd say that if you want to move on, if if you're not comfortable answering that, well, we can move on, but if you want to take a shot at it. Chief Brett Stidham: No, I mean I I think the world of of all my crews both cities I've worked in. I mean, you know, you you got you got some superstar crews, you know, I I tried to tr surround myself and and build crews that that I you know I always wanted to be the best on scene no matter what. So we have that mentality in Arlington and we have that we had that mentality in Dallas. And so I think that's about all about all I'll say to that question. Chief Scott Thompson: Get it. I get it. Steve Buchanan asks, what trait? That has carried you through your career in all positions and in both departments. Chief Brett Stidham: What's a good question? Yeah, that is a good question. You know, I I think I've I think I've beat it, you know, since we've been talking since we started this show, but you know, I I do truly care about my people about everybody I worked with, you know, whether they were on my crew or adjacent crews, you know, whether I was a battalion chief, a deputy chief. You know, still today I truly care about my folks. I think that's one of my best traits and I think that hopefully that shows. that I care about them, their families. You know, the other thing that I've that I really consider a good trait, if you will, is that I'm an extremely hard worker. I'm not afraid to work. whether it was on scene or whether I'm you know studying for a promotional exam or just trying to learn more about my craft or you know, building teams or whatever it is, you know, I I love to work and I'm not an idle person. So I'm still working today. I'm gonna be in this organization for a long time as long as they'll have me and you know it's just that's probably two of the best traits that I have, I feel like

Chief Scott Thompson: Standing. Corey Landers, Chief, early on in the Dallas Fire Rescue USAR program, how did you deal with the naysayers through all the ranks that would say this program is not needed? Chief Brett Stidham: Thank you, Corey, for the question. You know, it's one of those things where you gotta you just gotta prove it. You know what I mean? I mean, you can sit there and tell them all you want. I mean, you know, I'll go back to the writ program. When we first really kicked off the writ program You know, the whole department had been through red training, right? And you know what that looks like sometimes. But when we kicked off the RIT program and we started, you know, in 19s and 15s or 33s and started answering, you know, two alarm fires and were dedicated RIT. And we had guys that had learned every part of NFPA 1407 and knew their stuff and were prepared if one of our members got hurt you would you would truly think that that you know they feel great about that but But it it wasn't that way in the beginning. And so kind of what Corey's talking about, we really just had to prove it. We had to show our worth, you know. We're always there for them. We get crazy looks when we'd show up and set up for rent and all that kind of stuff. you know, over time, you know, inviting those crews out, inviting those chief officers out at first, you know, at first didn't really think that They needed us on the scene and then really you know letting them kind of see how these teams performed in training and knowing what their capabilities were it changes over time And you know, now, what, four, 17 years later, I guess, you know, I think the USAR, USAR program is fully ingrained in what Dallas Fire Rescue does. But it took time and it took just proving what the capabilities were.

Chief Scott Thompson: So the connected dots, like now it's it's what 27s and 33s are the the USARs, but the in the last couple of years they've been going out doing teaching engine companies writ right is that still going on and kind of transition from the heavy rescues doing it to having engine companies throughout the city trained and rent? Chief Brett Stidham: Yeah and then you know that was again you know to Corey's question it was kind of a challenge at first because there was a lot of folks out there that you know didn't we had to we had to pick the right stations to put these put these ripp red engine companies at and And so it it took a lot of work from the the assistant chief over operations and his team at the time to to go out and you know sell the program and yeah you know they've done a phenomenal job putting that program together and now you know you don't just have three engines and two trucks showing up have four engines and two trucks showing up so you have that dedicated writ you know night or 27s and 33s still show up if it's in their if it's in their second up area but otherwise it's gonna be one of these other engines.

Chief Scott Thompson: Was it was there much resistance to that when you when you initiated that program? Was was there you know sending an an extra engine on boxes and that type of deal was there much kickback on that yeah like I said I I think you know there were there were some stations that that you know Chief Brett Stidham: Wanted to participate more than others. You know, that's probably the best way to say it. And then there were members at those stations that didn't necessarily want to be a part of it. And so you know we would you know get people to those stations that wanted to be a part of it and and that you know just trying to sell the program but You know, it's been over a year since I've been gone, but I'm assuming it's still going well and you know hopefully it's well received at this point. you know like Stu and I used to tell them when we were training them back in the day that you know rent's the most important job you'll ever do 100% So all these structural collapse, trench, confined space, that's great, but writ is, you know, that's our number one priority.

Chief Scott Thompson: Good stuff, man. Good. We're getting a lot of questions here. You you doing good? You hanging in there? Chief Brett Stidham: Oh yeah. Chief Scott Thompson: I got a follow-up. What what in your opinion What does it take to be a successful fire officer in today's modern fire service? Chief Brett Stidham: Oh man, you know I You gotta be you gotta you gotta be present, number one. You gotta take care of your folks. you gotta make sure that You know, that they're well trained, obviously, you know, support them, you know, train them, support them, and and let them do their job. You know, let them take care of the mission that they were hired on to do. you know I feel like you know most most folks the folks that I know of from the two departments I've been at. are fully engaged, those officers are prepared, they're ready, the organizations prepare them. You know It's you know, just just love your people, take care of your folks, train with them, get in there and get dirty with them. make you know let them know that you know that you're there to lead but also to to to support them Chief Scott Thompson: Would you kind of sum up and this this may be a little bit of a tough question and you can kind of reword it, but how would you kind of sum up your operational philosophy You worked in a big system, what Dallas had 59 stations, 58, 59 stations, firehouses, and now you have what 18 in in in Arlington, still a good size, but from an operational philosophy, what do you kind of like to see as a standard response when we go out the door to the fires that we all go to? The single family stuff, the 2,500 square foot, 3,000 square foot single family that all of us are going to. How do you kind of like to see that go your from an operational standpoint So you are you talking about like what companies do we send or what what companies a good response you know how do you feel about pre-arrival assignments, what what you know, truck work versus engine work

Chief Brett Stidham: just kind of some of your thoughts about you know in a perfect world how how do you like to kind of set up the fire ground yeah you know in a perfect world You know, I got three engines, two trucks, two cheats. That's our typical response in both the cities that I've worked in You know, I think pre-arrival assignments are good, you know, and certain, you know, we we had certain assignments in Dallas that were kind of built in, whether you're the first engine company company on scene, you know, whether you took, you know, whether you took command or you were, you know, fast attacking or whatever. you know, the second second engine would have certain things to do. Obviously the fur first truck, you know, rescue and you know thinking about ventilation and those kind of things and so You know, always having that that second chief was a big deal to me when we started making that assignment because you know, standing out in the front or trying to do a 360 and you know depending on the the department, you know, some departments do it from the car, some do it from the yard. I've always been a put proponent of of kind of a I wouldn't call it a walk-around command but you know just you know having eyes on the front of the building and you know getting your three sixty eye obviously when we get there, but having that second chief to me is just, you know, that's something that has to has to happen. you know, getting their eyes on the back of the structure and you know having them as safety and and so forth, you know, those those kinds of things have kind of changed the game for me or for us in the last 15 18 years since we started and a second truck and second chief officer and so forth.

Chief Scott Thompson: Makes a huge difference, huge difference Gus Saledo, one of your guys, what keeps you motivated when times get tough? Chief Brett Stidham: you know, get out to the station. that keeps me motivated. You know, I I'll go out and have a cup of coffee. I'm visiting a station tomorrow. So I, you know, I love those days. Just get out of that office and You know, I I was sitting with a crew last week and they said, you know, just just come and just come and hang out and you know, just have a cup of coffee and you don't have to think and think about anything out here. But you know, I just I love listening to firefighters talk. I love, you know, the camaraderie. I love the the the crap that they give each other and you know all that kind of stuff. That's just that's just what makes me makes it fun but you know to Gus's question it's really just get out of that office go out to training see what's going on go out to a station catch a ride you know, whatever it is. That that's what keeps me motivated more than anything. Chief Scott Thompson: And man, if anybody follows you on social media, you're you're recognizing somebody every day. If it's not a dispatcher or some with 25 years, man, that's that's that's admirable. Yeah Luke Stevenson, oh go ahead.

Chief Brett Stidham: No, I was gonna say it that's something that I've we're really really working on trying to take it to another level. And you know, there's incredible things as you know that take place every single day. I I find out stuff Even you know, I'm over communications. I find out a dispatcher did something. I find out one of my guys did something on the field or whatever it is. It's just, you know, I want to be the first to get out there and congratulate them for it It's awesome. Chief Scott Thompson: That's awesome. Here's another leadership question. Luke Stevenson, recognizing that leaders of tomorrow are built today, what changes can you suggest we implement? to truly foster the growth growth of the people we work with so they will be the best future leaders. Don't throwing some hardballs at you now. Chief Brett Stidham: I hear you. so what things would we implement You know, I, you know, if it was if I had my druthers, it would be, you know, I would have all the training money in the world to be able to create those future leaders but we we often know that's that's not possible to be able to send everybody to every single class, but you know Trust your people to make good decisions when they go outside the department. You know, allow them to go outside the department. Just giving them time off sometimes may not be able to pay for the whole trip or whatever, but as a chief, you know, you really want to you know, give your people the opportunity to do those kind of things. And then, you know, just having having an organization where, you know, training is your culture. You know, you got people that are so passionate about it. You know, the way where our training takes place there in Arlington, it's a little bit different than than a lot of other organizations, you know We bring companies to the field to help train our recruits. We're fully engaged in training, you know, hands-on training literally every day. And I think that and you know all of those things combined are going to create those future leaders and then, you know, just just continue to support them

Chief Scott Thompson: I don't know if you're willing to share it, but Arlington has probably one of the best second driver programs I think I've ever seen You know, they were doing that when I was was there, and it was really a very in-depth process that I think produced some really really great results for the people starting in and stepping into that role and had a lot of great success. Chief Brett Stidham: It is 100%. And it's you know again, it's just that training culture that they've always had. I mean All I do is support it. I support them out there doing it and I love to go out there and watch and talk to the classes. You know, we have leadership on leadership too for you know new officers and you know we're working on trying to develop our our higher level programs for our chief officers we have some but you know we want We want to continue that process. But yeah, you're right. I mean that that second driver class is amazing. You know, on a pretty skeleton crew that we have out there in training right now They do an absolutely phenomenal job. And then like I said, bringing folks, bringing companies out there almost every day to help with those different classes and our our recruit recruit recruit classes as well. it's just it's it's crazy. It's fun to watch.

Chief Scott Thompson: Love how you bring the mentors in when you have a class, new classes, and bringing firefighters down to start building a relationship with those guys as they come into your organization. Now I've got to say, I think mentoring is the future of fire service learning and leadership. And it's I believe that much in it. But hugely important you guys do a good job with it. Here's one more for both of us. Matt Wallace question for both chiefs When you became chief, how long did you wait to make change and cultural influence? Why? How did you create buy-in, especially in larger organizations? take a shot at that? Chief Brett Stidham: I'll take a shot at it. you know I I think a lot of times you hear you hear chiefs talk. I mean I was mentored by Chief David Copney who was our previous chief in Dallas. the chief artist. And you know, a lot of those guys will like to sit back for six months or a year. You know, it depends on the organization, right? When I got to Arlington, that was kind of my goal was to give it like six months and and to kind of really truly get a feel for the organization, for the members, kind of what the needs were and so forth. But I couldn't wait that long. I mean we had some changes that really needed to be taking place sooner than that. And so I think to your question, it really just depends on the organization and the the you know i won't say shape it's in but you know where it's at where it's at when you get there and so i had to make changes quicker than that but you know what i got the buy in of the members the members brought a lot of the change ideas to me so that was helpful

Chief Scott Thompson: Yeah, and it does it does depend a lot on the organization and where they are. Matt, you know, from my standpoint, I had to make it pretty quick because when I came into the colony, the the way that they were operating, they were the quick concept and I fundamentally I wasn't okay with that. And so one of the things I did pretty quick was was move us to that engine and truck deployment model But but I've told this story before, but I'll share it real quick. You know, the colony is my sixth organization, and while I don't recommend taking shortcuts, I took a shortcut And what I did, I went around and visited all the firehouses for about the first six weeks. And on the weekends, I would kind of just purge my brain. I've always had this vision of what I thought the fire service should look like. And everybody has that vision. Every one of us has a vision. And I wanted to see if we could make it a reality. So I purged my brain and I put everything down in this document called the Excellent Vision and Professional Standard. And when I knew each of my ship commanders and I handed it to him and I said, you know, this isn't a policy, this isn't a rule, throw it in the garbage soon as I walk out the door. But if you want to get inside my head and understand kind of my vision for for where where I'd like to see us go, here are the answers. And one by one, each of those members came in and thanked me for it and not because of the content, but for the first time they actually had a document that they could explain the long game. You know, we ask our people to do a lot of things And they'll do it if they understand the why and if they know their efforts are going to be appreciated, they're going to be recognized, and they're going to lead to something. they're gonna they're gonna make the company better the battalion better or the organization better so so i think it is kind of an organization by organization thing and then you know what kind of changes are you talking about You know, I think all chiefs go in and look at the safety stuff.

Chief Scott Thompson: What are the things that are gonna get us killed right away? What what do I have to fix? You know, it's it's the high priority stuff that we got to pay attention to And so, you know, I think that's kind of the way to look at it. But you gotta you gotta do the homework and you gotta really study it and package it so that everybody in the organization understands it and can get on board and and ride the train if they choose to do so. Chief Brett Stidham: So I'm saying yeah I mean you know when the time is right right I mean you know when the time is right to create that change and so You know, it's you just you you have a feel for it. There's like you said, there's really just there's not a good standard timeline. It just depends on what's going on there organization our like I said our previous chief he gave it a year and he he would go out to trainings every morning and he would tell tell the crews you know At the one year mark, I'm gonna start holding people accountable. I'm gonna start holding officers accountable and you know whatever it was. And and he did, man. I mean that that year mark, it was like, whoa, he was serious, you know But sometimes it can't wait a year.

Chief Scott Thompson: That's right. So last question before we move on. Crystal ball. Without something like another COVID, what does the Arlington Fire Department look like in five years? Chief Brett Stidham: Oh man, well I hope I hope we have a couple more fire stations because I feel like I truly need that. I'm doing a station study right now to try to figure out what that looks like. you know the good the good thing is we'll be past the World Cup, which is coming to Arlington. So that's, you know, we'll see what that looks like for us. We're working hard towards that. But you know, I I hope, I'll be honest with you, I hope it looks a lot like it looks today. It's a fantastic organization with really good people. We'll continue to build that culture, to carry that culture that was there, you know, well before me. I didn't bring it with me. They already had it. in them and we just had to bring it out and we'll continue to build that but I want it to look a lot like it is right now Chief Scott Thompson: Outstanding man outstanding with four-person staffing on everything. Chief Brett Stidham: With four-person staffing. Give me that. Yeah, definitely.

Chief Scott Thompson: So there's something that Corley does on every weekly scrap, and I want to open it up, but you know, I I don't I I assume, you know, with your education, you've read a few books. What what books, what book or books Do you suggest that firefighters read? And it doesn't have to be fire service specific, but you know, what are your one, two, three top reading recommendations Chief Brett Stidham: Wow, that's a good question, man, because I I'll be honest with you. I'm not a huge reader. I'm more of a podcaster. I'm more of an in-person type learner. just never been a big reader. help me out. Chief Scott Thompson: Well, you know, I i a lot of ones we talk about I I think is is deep Keep surviving her again and again. Of course, Corley's Dynell, you know, is a great one. you know, I I think anything that that kind of talks about human nature and understanding people better, you know, along emotional intelligence. and building relationships and those kind of things. But you know, it just kind of depends. I think the important thing is to identify your strengths and weaknesses and then go read the things that are going to help your weaknesses start to become strengths And that can look a lot of different ways. But you know, and one of the things I wish, I wish I would have started reading earlier and being a student Just because it's opened up, you know. I think the only thing I bring to the colony fire department really is a vision. And if I were to say I had a skill, it's to look at things and And apply them to the fire service. I think that's probably my one and only skill in all of this, and it's worked pretty well, but but that's kind of what I would say is you know, everybody's a little different when it comes to that. So Yeah. So Josh Everett, Josh Everett chimed in and wants wants to know what is Chief Stenham's favorite podcast. It's the s

Chief Brett Stidham: Scrap man. Yeah, there you go. We got to the scrap. You know, I'll tell you, you know, Chief Thompson was on a podcast for a long, long time, still is, I guess, or occasionally, but Yeah. you know, I had was fortunate enough to be on that that podcast once or twice. I don't even remember, but you know, I d I just like to listen to fire stuff. It doesn't matter what it is, I kinda flip around I'm a sports nut as well, so I listen to a lot of sports podcasts and so forth, but that's that's that's about it for me Chief Scott Thompson: All right, well here's the fun stuff. So we do something called the five questions for firefighters. And we're in the the the the 3. 2 the third generation of questions that have been asked over the history of the scrap so are you ready chief arlington chief questions Huh? I hope so. You're ready? Okay. What is the skill that has carried you through your fire service career? We kind of answered this a little bit, but what skill has carried you through your career Chief Brett Stidham: Yeah, I know it's kind of something you talked about just a second ago, but I you know other than you know Taking care of my people, all that kind of stuff we've already talked about. One of the things that I feel like that I've I'm fairly skillful at is being able to recognize a situation and kind of see the outcome before it happens. And so I feel like you know I may not have been the best rescue officer, but it definitely helped me in in that Being able to see if we lift here, then this is going to happen, or if we breach here, that may happen, but just being able to kind of envision, you know the what if I feel like that's probably been my best guilt.

Chief Scott Thompson: You know Rick Laskey always used to say the the great instant commanders predict the next alarm. They know that when they deploy a company or assign a tactic, they have a pretty good understanding of what they're expecting that to produce. And you know, I think that's really where the successful incident commanders, kind of like you say, nine times out of ten, if I do this, this is what it's going to kind of produce. And you store those away. And that's that's experience, right? That's that's experience and wisdom. Yes. Question number two. It's Job Town. It's time. You're in route and responding. Think of the scene from Backdraft where he slaps the cassette into the tape deck. What song are you playing in route to the big one? Chief Brett Stidham: Something by Metallica. Alright, alright. That's that's Metallica's one of my bands and love it it may be blackened it could be master of puppets and you know whatever i don't know it's something like that master of puppets that that's a great one right there outstanding okay Chief Scott Thompson: Number three, what is your favorite fire service tradition? Chief Brett Stidham: My favorite fire service tradition. Chief Scott Thompson: I don't know where that beef is coming from. from you turned yours off I turned mine off I don't know where that's coming from yeah what's your favorite tradition you put me on the spot

Chief Brett Stidham: a little bit. I'm trying to think of something really, really good here. Chief Scott Thompson: Well it doesn't have to be anything out of the box. You know, we we've talked about the kitchen table and sitting on the tailboard and all those Chief Brett Stidham: Yeah, those are easy. Those are too easy. Chief Scott Thompson: Low-hanging fruit. Chief Brett Stidham: We do that kind of stuff all the time. But I don't know. I'm stomped. Help me out Chief Scott Thompson: Gosh, I I don't know. you know one one of the things I'll mention a Dallas one that I think is pretty cool is and and Braden said they did this at at 27s is that you know nobody got up from the table until the officer did. They put on a cup of coffee and they sat around the table and and everybody sat there and talked shop until the until the officer got up. Another thing I think is Pretty cool in Dallas because you guys got your your tails kicked on the ambulances is that if somebody worked overtime or swung in, they weren't put on the ambulance like happens in most firehouses It's this is our district, this is our house, we're going to take that beating. I don't know if that holds true in all the firehouses, but it sounded like it was pretty much widespread through Dallas.

Chief Brett Stidham: Yeah. One of the best traditions in Dallas, and it may exist other places, it's kind of silly, but coring cakes. I mean that was that was always a big deal in Dallas was you know if it was your birthday the the cake was gonna get cored and I remember going to a couple of weddings, firefighters' weddings and you'd have have these you know ten thousand dollar cakes or whatever they cost, you know, five thousand dollars and and and sure enough some firefighter would go core that cake and And I know a couple times that some some you know whoever bought it, the groom's parents or the bride's parents or whatever, I mean there was some angry people. But you know, it was just a good old fun tradition that that that we always did, and they still do it today. I know they do. Chief Scott Thompson: Some chat said Hot Wing Friday. Love it. Hot Wing Friday. Okay. Chief Brett Stidham: Hot Wing Friday is is a big Arlington deal. I'm grabbed I'm glad they brought that up. I've been to a couple of them. it's actually somebody at 1B shift that I understand that may have invented hot wing Friday and it is a cool tradition and you know you should come over and do that sometime. Come do that with those guys. Love it Love it.

Chief Scott Thompson: Okay, I'm gonna put you under a little pressure. This one's time. Yeah, and and and I'm dropping the ball. I'm supposed to be saying how you did on these and giving you a score, but hey We're friends. They're all good. Chief Brett Stidham: Probably got a zero so far. Chief Scott Thompson: No, you're you're you're acing them all. We're just gonna we make up the rules. Okay, so you have one minute for this. We got a clock. Can you see the clock up there in the corner? I see it One minute. Who were the four people you would put on your Mount Rushmore of the fire service? You work for some phenomenal leaders. Chief Brett Stidham: Yes, all right. Stu Grant, 100%. David Coatney. Probably for me, Rudy Vallez. These are all just mentors that I had throughout my career. Probably the last one would be Mike Jones. Chief Scott Thompson: Mike Jones, who just retired recently. Chief Brett Stidham: Yep. And it's phenomenal. It's you know it's crazy to think back in 1994 when I came to his district In battalion three, he was my battalion chief. And in 20 I don't know 15, 16, I I was his ship commander. And so it things, you know, things always have a way of working their way around in the fire service, but you know, having a guy that had been on the job for 60 plus years, you know, and loving every day and hiring back, working overtime every single day. And it's quite the shock when he retired over there, but You know, he's he's definitely missed, but those would be my four.

Chief Scott Thompson: Outstanding. Okay, last one. Heavy fire and searchable space Would you rather be assigned to the nozzle or first in on VES? Chief Brett Stidham: Well, I'm going for the search always. I'm going for the I mean I had a lot of good times on that nozzle. I fought I got there, you know, whatever time of the morning, five o'clock, five thirty, depending on the station, how early you had to get there to get on that right side of that engine. And I I did that for many, many years, but you know being on the truck and being assigned a search, I don't think there's much better than that Chief Scott Thompson: Love it. I agree with you on that one. Well there you have it. Episode 261 is in the books. Chief Stadham, man, thank you so much. I know you're a busy guy. Always working. Thank you for coming on this evening and sharing your knowledge and your experience. If somebody wants to get a hold of you, has a question, maybe wants to get a little bit more information, how can they do that Chief Brett Stidham: Yeah, so you can you can email me at B S T I D H A M 516 at gmail. com

Chief Scott Thompson: Outstanding and a lot of good information. Okay, so go to firehousevigilance. com. this just then you can now join vigilantes annually One of the cool parts about being a vigilante is you get to invite the after party, which we're going to go after this. Sam will be posting the link for the scrap after party for the vigilante. Landys to show up and maybe bust the chop what they never do. Corley's gonna be back next week, I believe. And so all right. So much for that the the episode. Brett, thanks for coming on. Good visiting with you. Everybody who tuned in, thanks for all the great great questions Sorry we could not get to all of them. And we look forward to seeing everybody again. And remember, mutts don't scrap. I hope the stove, the tone stays silent unless it's burning. Stay safe out there Chief Brett Stidham: I love it, thank you