The fire service is experiencing a changing of its leadership guard. This trend is evident in the number of retiring tenured fire chiefs and fire service association executive directors. Approximately 50% of the current fire service leaders are eligible for retirement. The top one-third of fire department and association leaders can be expected to retire in the next six years. The days of chief fire executives serving more than 20 years are gone.

Consequently, fire chiefs who serve as leaders in fire service associations are retiring at a rapid rate. Those organizations, as well as soon-to-be predecessors and successors, need to plan for a transition that improves the department. To do this, they must consider how to properly honor the retiree, how to pass valuable knowledge to the successor and how to make sure the retiree knows when to let go.

One of the most significant questions the successor, predecessor and the organization must examine in preparing for leadership transition and celebration is if there is a debt to be paid to the tenured chief fire executive. The answer is a resounding yes — the community, organization and successor owe a debt of gratitude. This debt should be paid to the extent that is affordable, legal and ethical, and to the extent that it does not bear commitments that infringe on the successor's ability to lead meaningful transition initiatives beyond the shadow of the predecessor.

Yet some chief fire executives have retired with lofty and unreasonable expectations of what the organization and the successor owe them for their many years of dedicated and committed service. Successors are under pressure to fill the shoes of proven leaders who have stood the test of time and politics. Many have a desire to establish their own identity and prove to city administrators and boards that they can stand on their own two feet and that they have their own vision. They are eager to quickly distinguish themselves from the predecessor in innovative and progressive ways.

The conflicting expectations of the predecessors and successors can create a quagmire resulting in broken relationships between individuals and organizations that took years to build. Such consequences demand a balancing of expectations so that iconic predecessors can be celebrated and visionary successors can be empowered.

Chiefs who have endured for 20 or more years have not done so by chance. It's no small feat to survive four to five changes in mayoral administrations, city managers, board chairs and union presidents. Tenured chief fire executives have been a blessing to their community and to the fire service as a whole. Just look at what's happened the past 25 years as a result of their collective leadership. ICS, EMS, hazmat teams, NFPA and ICC standards, firefighter safety initiatives, customer service, stronger labor and management relationships, and wellness and fitness initiatives all are great innovations fostered by the fire service elite now set to retire. As a result of their work, fire service credibility has increased exponentially. Fire service associations have grown, and leadership in associations has greatly enhanced the ability to accomplish things hardly thought possible at the state, regional and federal levels.

These are just a few of many justifications why retiring chief fire executives are worthy of double honor. Successors and the communities should pull out all the stops to honor these transformational giants. In addition to a community-wide reception inclusive of all their friends and colleagues, they should consider naming the headquarters building or a fire station, museum or conference room in the retiree's honor. Or they can establish an annual leadership award to commemorate the chief's legacy. Although these are common ways to acknowledge contributions, any new and innovative ideas should be considered strongly.

Is there more? No, successors and organizations owe no further debt. The organization and the fire service has given to these many giants opportunities to learn, experiment, grow, participate, travel and prosper professionally and personally. If there is a debt to be paid, it is owed by predecessors.

The retiree's process of weaning him- or herself off the organization should begin at least three years before retirement. Passing the torch requires preparation. During the final months, the predecessor should be engaged in preparing the organization for transition. There's plenty of work for the outgoing chief fire executive. The essential assignments include reinforcing mission and values, assessing internal leadership strength, filling professional development gaps, tying up organizational loose ends, and establishing expectations for continuous productivity and change.

Once the successor has been appointed and provided with support and encouragement as opportunities allow, the predecessor's main job is to get out of the way and let the successor lead.

Predecessors must respect the successors' sense of urgency to stand on their own as soon as practical. When members and other stakeholders question the actions and direction of the successor, the predecessor should speak positively of the new leader.

For their part, successors should engage internal and external stakeholders in the process of setting the course, especially if they were appointed from outside the organization. Internally appointed candidates can't take their internal status and relationships for granted. The relationship with the predecessor should be honored and continually nurtured. Consulting with the predecessor on planning and decision-making in the incipient phase of the transition is wholesome for their relationship and the organization.

In some cases, predecessors extend their support and endorsement to an internal candidate with the expectation that their support would solidify sustaining the leadership direction of their administration, and that they would still influence the organization's future. When this expectation is not met, many predecessors become bitter and disgruntled. Predecessors shouldn't be offended when their pet projects are reformed or eliminated. It is common for programs and projects that were established under political pressure, favoritism and nepotism to cease to exist. It also is common to eliminate or revise those that were once credible but are now outdated and ineffective. Programs, projects and policies that aren't mission-driven and don't align with the vision of the successor should be reformed or eliminated.

Were it not for the fire service, chief fire executives would not be who they are. They would not have these marketable skills, experiences and talents that allow them to retire comfortably or continue making a good living in the fire and emergency preparedness community. If they are indeed honest, they will confess that their greatest reward is leaving the fire service better than when they were appointed. The greatest reward for these individuals is knowing that they have made a difference. Their reward comes from realizing that they've contributed to thousands of lives being saved, millions of dollars of property being preserved, and countless fire service professionals being inspired and instilled with the passion of fire service servanthood and leadership.

And what a substantial and priceless reward for years of dedication and commitment it is. This profession has given more than anyone could ever give in return. So when the time to retire comes, let us bow out gracefully and honorably. Our parting words and testament should be: “All that I am I owe. I'll live eternally in the red.”

That's the way to remember our legendary fire service heroes.

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Kelvin J. Cochran is the fire chief for the Shreveport (La.) Fire Department. He's a 26-year department veteran and the second vice president of the International Association of Fire Chiefs. He holds a bachelor's degree in organizational management and a master's degree in industrial psychology.