{"id":3622,"date":"2025-10-09T23:43:44","date_gmt":"2025-10-09T15:43:44","guid":{"rendered":"https:\/\/moresourcing.com\/handle-the-corporate-heat-like-an-actual-firefighter\/"},"modified":"2025-10-09T23:43:44","modified_gmt":"2025-10-09T15:43:44","slug":"handle-the-corporate-heat-like-an-actual-firefighter","status":"publish","type":"post","link":"https:\/\/moresourcing.com\/es\/handle-the-corporate-heat-like-an-actual-firefighter\/","title":{"rendered":"Handle the Corporate Heat Like an Actual Firefighter"},"content":{"rendered":"<p><\/p>\n<div>\n<div class=\"article-left-col\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">Temas<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">Columna<\/h4>\n<p>\n            Nuestros columnistas expertos ofrecen opiniones y an\u00e1lisis sobre temas importantes a los que se enfrentan las empresas y los directivos modernos.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/column\/\" class=\"article-section__link\"><\/p>\n<p>           M\u00e1s de esta serie<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<figure class=\"article-inline\">\n<img decoding=\"async\" alt=\"\" class=\"wp-image-123137\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/10\/Handle-the-Corporate-Heat-Like-an-Actual-Firefighter.jpg\"\/><img decoding=\"async\" src=\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/10\/Handle-the-Corporate-Heat-Like-an-Actual-Firefighter.jpg\" alt=\"\" class=\"wp-image-123137\"\/><figcaption>\n<p class=\"attribution\">Carolyn Geason-Beissel\/MIT SMR | Getty Images<\/p>\n<\/figcaption><\/figure>\n<div class=\"article-summary\"><strong class=\"article-summary__strong\">Resumen: <\/strong><\/p>\n<p>Business leaders talk a lot about \u201cfirefighting.\u201d But at times when we\u2019re faced with chaos and the heat is on, we often make mistakes that actual firefighters would not. Real-world firefighting is organized and systematic: Learn four key principles from it that can help leaders deal with work crises better. One lesson: It\u2019s possible to maintain positive team energy while creating a sense of urgency.<\/p>\n<\/div>\n<p><span class=\"smr-leadin\">Picture this:<\/span> You\u2019re rappelling down the side of a burning building. Flames are everywhere. People are shouting for help. <\/p>\n<p>You look up to see who\u2019s holding the rope \u2014 who\u2019s keeping you from falling hundreds of feet to the concrete sidewalk below \u2014 and it\u2019s \u2026 you, yourself!<\/p>\n<p>Feeling a bit panicky? The good news is, outside of work anxiety dreams, this would never happen. Real firefighters don\u2019t wear dual hats when saving lives. You\u2019d never be asked to both climb down the side of the building and hold the rope. It\u2019s not physically possible. <\/p>\n<p>But all too often in the corporate world, leaders pontificate about \u201cfighting fires\u201d while making boneheaded mistakes that real firefighters would never, ever make. They also typically use firefighting as a metaphor incorrectly: Real firefighting is actually quite organized. <\/p>\n<p>As part of the research process for an upcoming book, I interviewed a New York City firefighter, Roland \u201cRo\u201d Rodriguez, about how he does his (super important) job well. I had a hunch that when the chips are down \u2014 when lives are at stake \u2014 fighting real fires is a heck of a lot more orderly, codified, and systematized than fighting fires from behind a desk. My conversation with Rodriguez confirmed that belief in ways I could not have anticipated.<\/p>\n<p>Here are four principles of real firefighting that we\u2019d all do well to apply when fighting fires in the corporate world.<\/p>\n<h3>1. Do More Scenario Planning<\/h3>\n<p>Part of what\u2019s intimidating about fighting real-world fires \u2014 and handling the array of other emergencies that firefighters deal with \u2014 is the sheer number of ways that things can go wrong. To begin with, nothing begins at the same starting point. As Rodriguez explained to me, no two fires are the same. No two car accidents are the same. Simple things like how locks are constructed change, so you could have to break through the same door twice in six months and find each experience completely different. Your starting place is always different, and a chaotic world takes you in a million possible directions from there. The wind could shift. An injured passenger could have a heart attack. The building could start collapsing. <\/p>\n<p>Firefighters manage this world of seemingly infinite negative possibilities using scenario planning \u2014 right from the jump. The second a call comes in, they\u2019re talking through all of the different variables to understand how the situation might progress, such as \u201cWhat type of building is it? What floor is the fire on?\u201d<\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-new-left\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tWe see ourselves as not having time to speculate \u2014 but we\u2019re actually depriving ourselves of time to plan.\n\t\t\t\t\t<\/p>\n<\/div>\n<p>Once the firefighters are clear on the basics, they move into a quick round of scenario planning. Where might the fire travel? What might be the obstacles to extricating passengers from a wreck? Rodriguez characterizes this discussion as an interesting combination of applying battle-tested expertise and acknowledging the need to test and learn: \u201cOh, I\u2019ve seen this before, but this is a little different. Let me try it this way.\u201d<\/p>\n<p>Leaders often neglect these two steps \u2014 crisply defining the problem, and (especially) thinking through different ways it might progress \u2014 in moments of corporate firefighting. In complex organizations, the problem is often defined by everyone\u2019s experience of it \u2014 which is like saying, \u201cMy problem is smoke. Yours is flames.\u201d<\/p>\n<p>Folks: It\u2019s the same fire. However, we\u2019ve been shielded from looking at it that way by factors ranging from overly granular incentives (which cause us to manage what\u2019s directly in front of us instead of solving complex problems at the root) to straight-up <a href=\"https:\/\/sloanreview.mit.edu\/article\/what-you-still-cant-say-at-work\/\">courage failures<\/a> (where we\u2019re frightened to speak up about harder-to-address problems). <\/p>\n<p>All of this obfuscation of the problem is a real shame because it keeps us from getting to the step that\u2019s interesting, useful, and even sometimes intellectually enjoyable: scenario-planning how things might go, in service of warding off the worst potential outcomes. <\/p>\n<p>Scenario planning represents real firefighters\u2019 No. 1 defense against spiraling chaos: thinking about how things might get worse, and seeking to stop them from following those paths. If you think the fire is likely to spread to the fifth floor, you do things to manage it on the fourth floor. That single question \u2014 \u201cWhat <em>might<\/em> happen?\u201d \u2014 is a powerful one. But we don\u2019t ask it often enough in the corporate world. Fear and the perception of time constraints both play a role here. We see ourselves as not having time to speculate \u2014 but we\u2019re actually depriving ourselves of time to plan. And if firefighters can take a second to do it in the midst of, literally, a raging fire, I would argue that we can <em>all<\/em> pause and play out the next few steps.<\/p>\n<aside class=\"article-ad ad-300  ad-300x600 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<h3>2. Get Real About Role Clarity<\/h3>\n<p>We get silly with roles in the corporate world: dotted reporting lines; co-heads; goofy titles; zillions of conflicting committees; and, of course, the aforementioned \u201cdual hatting.\u201d I once saw an org chart for part of a world-famous company, created by a world-famous set of consultants, that was not intuitively recognizable as a corporate structure. The org chart resembled a game of <cite>Space Invaders<\/cite>: Stuff just floated everywhere. The mind boggles. <\/p>\n<p>Real firefighters don\u2019t get creative on job titles. Nobody\u2019s out there serving as \u201chead of gas fume awareness\u201d \u2014 but everyone has a specific role whose value is readily apparent. Moreover, it\u2019s clear to everyone on the team how all of the roles work together. Every time Rodriguez described a challenging situation to me, he made clear that everyone had a different job \u2026 and that those jobs can\u2019t overlap or conflict. It\u2019s no good if everyone jumps into the water for a water rescue; someone has to stand at the shoreline and hold the rope attached to the individual who <em>did<\/em> jump in to do the rescue. <\/p>\n<p>Every foundational scenario \u2014 whether a high-rise inferno, a person floating in the river, or a car T-boned at an intersection \u2014 has a basic team structure associated with it for the firefighters who respond. Situations morph in real time, of course, but there\u2019s a common understanding of what the roles look like.<\/p>\n<p>All too often, role clarity is the first thing to go out the window when we\u2019re fighting fires in the corporate world. This sometimes comes from a well-intentioned place: It\u2019s all-hands-on-deck and we all just want to help, however we can. <\/p>\n<p>There\u2019s also a classic \u201cteams of teams\u201d glitch here. We may know our roles within our core teams quite clearly, but when we face a gnarly problem that has to be addressed across teams, siloes, departments, or functions, or even across organizations within an ecosystem, we rarely stop to figure out exactly what everyone\u2019s job is within the new team.<\/p>\n<p>So take a cue from the firefighting book, and clarify roles \u2014 especially in the worst \u201cfirefights.\u201d Be super vigilant about overlap, gray areas, and conflicts in roles \u2014 the places where, were things really on fire, problems would reveal themselves very quickly. <\/p>\n<h3>3. Genuinely Know Your Tools and Their Potential<\/h3>\n<p>Perhaps the part of my conversation with Rodriguez that surprised me the most was our discussion of technology. In a mainstream corporate context, we\u2019re not always dedicated and enthusiastic users of the tech we\u2019re given \u2014 especially at a time when, on average, we <a href=\"https:\/\/www.gartner.com\/en\/newsroom\/press-releases\/2023-05-10-gartner-survey-reveals-47-percent-of-digital-workers-struggle-to-find-the-information-needed-to-effectively-perform-their-jobs\" target=\"_blank\">use 11 or so apps a day<\/a>, according to Gartner research. You might have a system or two where you\u2019re a real whiz, but as a standard-issue knowledge worker, you\u2019re generally basically just getting by, with a bunch of tabs open and some grumbling when you get an error message or a crash.<\/p>\n<p>Not so for firefighters. They\u2019re passionate and engaged users of the technology they deploy. Rodriguez, at the time we spoke, was about to head to Roosevelt Island for a course on a new kind of rope. Firefighters, he explained, focus heavily on being able to use tools well. Each axe, for instance, has multiple ways it can be used, and firefighters challenge themselves to know all of them and excel in practice.<\/p>\n<div class=\"callout-pullquote callout-pullquote--no-quote callout-pullquote--long\" data-aos-duration=\"900\" data-aos-anchor-placement=\"bottom-bottom\" data-aos-easing=\"ease-out-back\" data-aos=\"fade-up\">\n<p class=\"callout-pullquote__quote\">\n\t\t\t\t\tAll too often, role clarity goes out the window when we\u2019re fighting fires in the corporate world.\n\t\t\t\t\t<\/p>\n<\/div>\n<p>I got to see this play out live recently, when a sudden power cut trapped my husband in our building\u2019s elevator. The New York City Fire Department showed up immediately, toting a wide array of tools. When it became apparent that my husband had made it only a few feet down before the elevator got stuck, I pictured them wedging the elevator door open with some sort of jaws-of-life contraption \u2014 or maybe an axe! Or multiple axes. This was going to be some wild mechanical operation.<\/p>\n<p>Except it wasn\u2019t. Elevators, it turns out, have this <a href=\"https:\/\/medium.com\/knowledge-stew\/what-is-the-tiny-hole-in-an-elevator-door-used-for-909cf60e50a8\" target=\"_blank\">little hole in their doors<\/a>. And there\u2019s a special key that firefighters in metropolitan areas carry that they put into that special keyhole so that the doors pop right open. In less than five minutes, the firefighters had opened the doors and pulled my husband out. The right tech for the right occasion brought a tough situation to an easy conclusion.<\/p>\n<p>When I think about the surprising ease of that moment, I\u2019m challenged to come up with a moment when technology has so neatly solved a problem for me in recent years. But I\u2019m also conscious that I do not know the technology I work with as well as these firefighters know theirs \u2014 and again, I\u2019m not alone in that. Many of us, probably even most of us, are not superusers of the technologies we use every day at work. <\/p>\n<p>In critical, high-stress moments, if there were a technological solution to at least some of our woes, we might have no idea what it might be. It\u2019s worth exploring whether more personal, hands-on technological understanding might make us exponentially more effective. <\/p>\n<h3>4. Overcommunicate \u2014 and Spur Positive Emotion<\/h3>\n<p>If I said that key skills for a certain role were coordination, active listening, communication, and social perceptiveness, you might not immediately guess that the role in question is, in fact, being a firefighter. But those are four of the 15 skills the U.S. government officially attaches to the <a href=\"https:\/\/www.onetonline.org\/link\/summary\/33-2011.00\" target=\"_blank\">job of firefighting in O*Net<\/a>, its comprehensive database on the composition of jobs. (The slightly less comprehensive, but more vivid, database of jobs is of course Richard Scarry\u2019s 1968 classic, <cite><a href=\"https:\/\/www.rhcbooks.com\/books\/248265\/richard-scarry%27s-what-do-people-do-all-day-by-written-and-illustrated-by-richard-scarry\" target=\"_blank\">What Do People Do All Day?<\/a><\/cite>, where characters like Huckle the cat, Captain Salty, and Mayor Fox illustrate a generous array of occupations.)<\/p>\n<p>Communication is core to the job of firefighting, and, as Rodriguez explained to me, real performance in the role is driven by overcommunication. He explained that he communicates constantly with teammates on two different levels: constantly coordinating around the situation and the actions they\u2019re taking in real time, and reinforcing coworkers\u2019 energy under tough conditions. (\u201cHey, you\u2019re doing the best job you could possibly do. Keep going.\u201d) Everything is verbalized and checked on in real time, and keeping the team\u2019s spirits up is a core goal \u2014 not an ancillary \u201cnice to have.\u201d<\/p>\n<p>It seems apparent that this way of communicating keeps complex, fluid situations from going off the rails, but think about how differently this plays out in the corporate world. In corporate firefighting situations, we often consider it a waste of time to narrate our actions \u2014 or to coordinate in real time with others. As a result, simple questions like \u201cWho needs to see that deliverable before it goes out the door?\u201d or \u201cWho can make that decision?\u201d all too often slip through the cracks, causing chaos to grow. <\/p>\n<p>Worse, overloaded leaders and teammates alike often inject negative energy into critical moments to try to create urgency, leaving already exhausted folks in even worse shape. Imagine if your communications stream looked more like the real firefighters\u2019 example: an unemotional, live discussion of who is doing what, when, and why, with repeated check-ins and clarifications. In this way of operating, folks would take the extra moment to clarify even what may seem like fairly basic actions \u2014 \u201c<a href=\"https:\/\/www.adesso.de\/en\/news\/blog\/a-brief-introduction-to-the-working-out-loud-wol-method-2.jsp\" target=\"_blank\">working out loud<\/a>,\u201d if you\u2019re familiar with the term \u2014 and to encourage one another. Great leaders do this intuitively, recognizing that unless someone is about to make a terrible mistake, negatively tinged feedback in tricky situations just drains the group\u2019s energy. <\/p>\n<hr class=\"break\"\/>\n<p>Most of us could never do the job of actual firefighting. It\u2019s physically and emotionally intense and requires bravery and equanimity in high doses. But we can definitely benefit from the wisdom of firefighting as we \u201cfight fires.\u201d Firefighters do high-stakes work with an elegant clarity that can help us in the corporate world, too. The working world is chaotic, but we can make the choice to face the flames in a more thoughtful manner. <\/p>\n<p><em>Thank you to Roland \u201cRo\u201d Rodriguez for the insight that fueled this article, and thank you also to the New York City Fire Department personnel who got my husband out of the elevator.<\/em><\/p>\n<aside class=\"article-ad ad-300  ad-300x250 ad-desktop\">\n<\/aside>\n<aside class=\"article-ad ad-300  ad-300x250 ad-mobile\">\n<\/aside>\n<div class=\"article-left-col--footer\">\n<section class=\"article-topics\">\n<h4 class=\"article-topics__title\">Temas<\/h4>\n<\/section>\n<section class=\"article-section\">\n<h4 class=\"article-section__title\">Columna<\/h4>\n<p>\n            Nuestros columnistas expertos ofrecen opiniones y an\u00e1lisis sobre temas importantes a los que se enfrentan las empresas y los directivos modernos.        <\/p>\n<p>        <a href=\"https:\/\/sloanreview.mit.edu\/series\/column\/\" class=\"article-section__link\"><\/p>\n<p>           M\u00e1s de esta serie<br \/>\n                      <\/a><\/p>\n<\/section><\/div>\n<div class=\"article-authors\" id=\"article-authors\">\n<h4 class=\"article-authors__title\">Sobre el autor<\/h4>\n<div class=\"article-authors__bio\">\n<p><a href=\"https:\/\/www.linkedin.com\/in\/swiftmelissa\/\" target=\"_blank\">Melissa Swift<\/a>\u00a0is the founder and CEO of organizational consulting firm Anthrome Insight. She is also the author of\u202f<cite>Work Here Now: Think Like a Human and Build a Powerhouse Workplace<\/cite>\u202f(Wiley, 2023).<\/p>\n<\/div><\/div>\n<\/div>\n<p>#Handle #Corporate #Heat #Actual #Firefighter<\/p>","protected":false},"excerpt":{"rendered":"<p>Topics Column Our expert columnists offer opinion and analysis on important issues facing modern businesses and managers. More in this series Carolyn Geason-Beissel\/MIT SMR | Getty Images Summary: Business leaders talk a lot about \u201cfirefighting.\u201d But at times when we\u2019re faced with chaos and the heat is on, we often make mistakes that actual firefighters [&hellip;]<\/p>","protected":false},"author":1,"featured_media":3623,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[9],"tags":[],"class_list":["post-3622","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-management"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v25.7.1 (Yoast SEO v25.8) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Handle the Corporate Heat Like an Actual Firefighter - MORE SOURCING LTD<\/title>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/moresourcing.com\/es\/handle-the-corporate-heat-like-an-actual-firefighter\/\" \/>\n<meta property=\"og:locale\" content=\"es_ES\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"Handle the Corporate Heat Like an Actual Firefighter\" \/>\n<meta property=\"og:description\" content=\"Topics Column Our expert columnists offer opinion and analysis on important issues facing modern businesses and managers. More in this series Carolyn Geason-Beissel\/MIT SMR | Getty Images Summary: Business leaders talk a lot about \u201cfirefighting.\u201d But at times when we\u2019re faced with chaos and the heat is on, we often make mistakes that actual firefighters [&hellip;]\" \/>\n<meta property=\"og:url\" content=\"https:\/\/moresourcing.com\/es\/handle-the-corporate-heat-like-an-actual-firefighter\/\" \/>\n<meta property=\"og:site_name\" content=\"MORE SOURCING LTD\" \/>\n<meta property=\"article:published_time\" content=\"2025-10-09T15:43:44+00:00\" \/>\n<meta name=\"author\" content=\"MS\" \/>\n<meta name=\"twitter:card\" content=\"summary_large_image\" \/>\n<meta name=\"twitter:label1\" content=\"Escrito por\" \/>\n\t<meta name=\"twitter:data1\" content=\"MS\" \/>\n\t<meta name=\"twitter:label2\" content=\"Tiempo de lectura\" \/>\n\t<meta name=\"twitter:data2\" content=\"12 minutos\" \/>\n<script type=\"application\/ld+json\" class=\"yoast-schema-graph\">{\"@context\":\"https:\/\/schema.org\",\"@graph\":[{\"@type\":\"Article\",\"@id\":\"https:\/\/moresourcing.com\/handle-the-corporate-heat-like-an-actual-firefighter\/#article\",\"isPartOf\":{\"@id\":\"https:\/\/moresourcing.com\/handle-the-corporate-heat-like-an-actual-firefighter\/\"},\"author\":{\"name\":\"MS\",\"@id\":\"https:\/\/moresourcing.com\/#\/schema\/person\/2c9a233f0ad18413717419291cacdf69\"},\"headline\":\"Handle the Corporate Heat Like an Actual Firefighter\",\"datePublished\":\"2025-10-09T15:43:44+00:00\",\"mainEntityOfPage\":{\"@id\":\"https:\/\/moresourcing.com\/handle-the-corporate-heat-like-an-actual-firefighter\/\"},\"wordCount\":2340,\"commentCount\":0,\"publisher\":{\"@id\":\"https:\/\/moresourcing.com\/#organization\"},\"image\":{\"@id\":\"https:\/\/moresourcing.com\/handle-the-corporate-heat-like-an-actual-firefighter\/#primaryimage\"},\"thumbnailUrl\":\"https:\/\/moresourcing.com\/wp-content\/uploads\/2025\/10\/Swift-2400x1260-1-1200x630.jpg\",\"articleSection\":[\"Management\"],\"inLanguage\":\"es\",\"potentialAction\":[{\"@type\":\"CommentAction\",\"name\":\"Comment\",\"target\":[\"https:\/\/moresourcing.com\/handle-the-corporate-heat-like-an-actual-firefighter\/#respond\"]}]},{\"@type\":\"WebPage\",\"@id\":\"https:\/\/moresourcing.com\/handle-the-corporate-heat-like-an-actual-firefighter\/\",\"url\":\"https:\/\/moresourcing.com\/handle-the-corporate-heat-like-an-actual-firefighter\/\",\"name\":\"Handle the Corporate Heat Like an Actual Firefighter - 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