In every organization, there are days when everything feels like it’s on fire. Problems escalate, deadlines loom, and leaders scramble to keep things running. It’s a natural part of any workplace—but what happens when those days turn into the norm? When firefighting becomes a way of life, organizations find themselves caught in a self-perpetuating cycle of chaos, inefficiency, and burnout.
I know this cycle all too well. More than 20 years ago, I was tasked with leading a city aquatic program that was stuck in perpetual firefighting mode. When I took over, I inherited a team and a system on the brink of collapse. The numbers alone were staggering: 85% turnover among 250 part-time employees each summer. Every day brought a new crisis—lifeguards calling out, concession stands understaffed, and health department concerns forcing pool closures. To keep the program afloat, I stepped into every imaginable role, from lifeguarding to staffing the snack bar. It was exhausting, unsustainable, and incredibly frustrating. But at the time, I thought it was normal.
It wasn’t. Over the next two years, I learned that firefighting mode wasn’t inevitable—it was a symptom of deeper problems. By addressing those issues and embracing strategic planning, I reduced turnover to 15%, rebuilt trust within the team, and transformed the program into a sustainable operation. The lessons I learned during that time—along with decades of experience working with organizations of all sizes—have shown me that even the most chaotic workplaces can thrive with the right approach.
This post is for leaders who feel trapped in firefighting mode. It’s about recognizing the cost of chaos, understanding the power of strategic planning, and taking deliberate steps to create a more sustainable and successful future. Let’s get started.
The Firefighting Trap
Firefighting isn’t just a leadership problem—it’s an organizational culture. In firefighting mode, leaders and teams operate under constant pressure to react to immediate challenges. Every day brings a new “fire” that demands attention, leaving no time to address root causes or plan for the future. Over time, this reactive mindset becomes the default, embedding itself into the fabric of the organization.
At the aquatic program, firefighting wasn’t just a response to emergencies—it was the only way we knew how to operate. Every summer, we scrambled to hire enough staff to keep the pools open. With such high turnover, I was constantly onboarding new lifeguards and trying to fill shifts. This left no time to identify why employees were leaving in the first place. Meanwhile, outdated health policies created unnecessary disruptions. Every minor infraction led to mandatory pool closures, frustrating the staff and community alike. These recurring issues weren’t random—they were symptoms of systemic problems that no one had the time or space to fix.
Firefighting mode doesn’t just drain resources—it has far-reaching consequences:
- Efficiency suffers. When every decision is made in the heat of the moment, processes become fragmented and inefficient. At the aquatic program, I spent more time reacting to staffing gaps than addressing the hiring pipeline.
- Morale declines. Constant crises take a toll on employees, leading to disengagement, burnout, and high turnover. The lifeguards in my program felt unsupported and overworked, which only worsened retention.
- Opportunities are missed. When leaders are focused on surviving today, they can’t plan for tomorrow. I had plenty of ideas to improve the program, but firefighting left no time to explore them.
One of my recent clients faced similar challenges. Their collaborative decision-making approach—while well-intentioned—bogged down the organization in endless debates and over-engineered solutions. Employees reported to as many as four bosses, leading to confusion, inefficiency, and missed deadlines. The executive team was so entrenched in day-to-day operations that they couldn’t focus on strategic priorities. Their firefighting mode wasn’t just unsustainable—it was actively preventing growth.
Understanding the firefighting trap is the first step toward breaking free. The next step is recognizing that there’s a better way.
The Power of Strategic Planning
If firefighting is about reacting, strategic planning is about anticipating. It’s the process of aligning goals, systems, and processes to create a clear path forward. Strategic planning doesn’t eliminate challenges—it prepares organizations to navigate them with greater clarity, efficiency, and confidence.
For me, the turning point came when I realized I couldn’t keep doing everything. The aquatic program’s issues were too big to solve piecemeal—I needed a plan. The first step was to address the immediate crises that were consuming my time and energy. Outsourcing the concession stand was a game-changer. It wasn’t a flashy move, but it freed up countless hours each week and ensured consistent service for our guests. That small change created the space I needed to step back and look at the bigger picture.
With time to think strategically, I began tackling the program’s deeper issues. Health department policies were a major source of disruption, so I worked with city officials to advocate for realistic updates. By reducing unnecessary pool closures, we improved both operations and community satisfaction. I also streamlined our hiring process, introducing clear onboarding checklists and incentive structures to support retention. These changes didn’t happen overnight, but they paid off. Turnover dropped dramatically, and the program became a model of efficiency and teamwork.
Strategic planning isn’t just about solving problems—it’s about building resilience. It creates systems that can adapt to challenges, reducing the need for constant intervention. For my human-centered design client, this meant embedding their values into daily norms without sacrificing efficiency. Simplifying decision-making processes allowed them to maintain collaboration while improving speed and accountability. Shifting executives out of operational roles freed them to focus on long-term goals, creating a clearer growth path.
The benefits of strategic planning go beyond operational improvements:
- Increased efficiency. Aligned systems eliminate bottlenecks and reduce wasted effort.
- Better morale. Employees who see a clear vision and feel supported are more engaged and productive.
- Sustainable growth. Strategic planning equips organizations to handle challenges and seize opportunities with confidence.
Strategic planning transforms firefighting into thriving. But how do you get started? That’s where the real work begins.
Breaking Free: How to Transition to Strategic Leadership
Firefighting mode can feel like quicksand. The more you struggle, the deeper you sink. Breaking free requires more than good intentions—it demands deliberate action and a willingness to challenge the status quo. This isn’t about overnight transformation. It’s about making small, strategic moves that free up time, rebuild trust, and lay the groundwork for sustainable success. Here’s how to do it.
Step 1: Recognize the Problem
The first step is acknowledging that firefighting is a symptom, not the cause. It’s easy to get swept up in the sense of urgency that comes with crisis management. After all, solving a problem in real-time feels productive—even heroic. But constant firefighting is neither productive nor sustainable.
When I started working with a recent client, they didn’t see firefighting as a problem. They saw it as collaboration in action and a sign they were growing. Their commitment to consensus-building aligned with their people-first values, but without clear decision-making structures, collaboration often turned into chaos. Employees were frustrated, timelines were slipping, and executives were stuck managing operational details instead of leading strategically. It wasn’t until we mapped out their decision-making processes—and saw the redundancies and bottlenecks—that the problem became clear.
Take a hard look at your organization. Are you constantly solving the same problems? Are leaders overwhelmed by operational demands? Is morale slipping, or are employees disengaged? These are signs that firefighting mode has taken hold. Recognizing it is the first step toward change.
Step 2: Tackle Immediate Pain Points
Once you’ve identified the problem, focus on the most pressing issues. Think of this as triage: addressing the immediate chaos so you can create space for strategic planning. This doesn’t mean solving everything at once—it means finding small, high-impact actions that stabilize the organization.
For the aquatic program, one of the biggest drains on my time was the concession stand. It wasn’t my core responsibility, but every staff shortage pulled me away from more important work. Outsourcing concessions was a simple solution, but it had an outsized impact. It freed up my time, reduced staff burnout, and ensured consistent service for guests. With that one change, I was able to redirect my energy toward deeper, systemic issues.
For my recent client, the immediate fix was streamlining their approval processes. By eliminating redundant sign-offs and clarifying roles, we reduced delays and freed up executives to focus on high-level strategy. These changes weren’t flashy, but they laid the foundation for bigger transformations.
The goal of this step is to buy yourself time. You can’t plan strategically when you’re constantly reacting. Tackle the fires that consume the most resources or create the most disruption, and use that breathing room to prepare for the next phase.
Step 3: Align Systems with Strategy
This is where the real work begins. Firefighting mode thrives on misalignment—between goals and processes, teams and structures, or values and actions. To break the cycle, you need to align every part of the organization with its overarching strategy.
Start by revisiting your policies and procedures. Are they supporting your goals, or are they creating unnecessary friction? At the aquatic program, outdated health department policies were a major source of disruption. Every time a pool closed due to minor infractions, it disrupted operations and frustrated the community. I worked with city officials to advocate for more realistic policies, reducing closures, and restoring trust in the program.
Next, look at your team structures. Misaligned roles and unclear reporting lines can create confusion and inefficiency. For my recent client, we streamlined their matrixed structure, reducing the number of bosses employees had to report to and clarifying decision-making authority. This not only improved efficiency but also helped employees feel more empowered and less overwhelmed.
Finally, align your processes with your values. For my recent client, this meant embedding their people-first approach into daily operations without sacrificing efficiency. Simplifying processes allowed them to maintain their collaborative culture while reducing delays. Alignment isn’t about compromise—it’s about creating systems that make success inevitable.
Step 4: Build Capacity for Strategic Thinking
As the immediate fires are extinguished and systems begin to align, leaders must create space for strategic planning. This means shifting from operational firefighting to proactive leadership. But that doesn’t happen automatically—it requires deliberate action.
Delegation is key. Identify tasks that can be handled by your team and empower them to take ownership. At the aquatic program, I trained senior staff to handle day-to-day issues, freeing me to focus on long-term priorities. Systematization is another critical tool. Checklists, templates, and standard operating procedures ensure consistency and reduce the need for constant oversight.
The most important step, however, is carving out time for reflection and planning. Block off regular time on your calendar to step back, review progress, and think strategically about what’s next. This isn’t just a “nice to have”—it’s essential for sustained success.
Step 5: Institutionalize Change
Breaking free from firefighting mode isn’t a one-time event—it’s an ongoing commitment. To prevent backsliding, you need to embed strategic planning into the DNA of your organization. This means creating systems that ensure alignment becomes the default, not the exception.
One way to do this is by establishing annual planning cycles. At the aquatic program, we introduced a pre-season planning process that allowed us to anticipate staffing needs, set clear goals, and address potential challenges before they became crises. For my recent client, we developed a decision-making framework that balanced collaboration with efficiency, ensuring their people-first values were upheld without slowing progress.
Scalable processes are equally important–you want to scale profit and impact, not complexity. Create templates, playbooks, and frameworks that can grow with the organization. And don’t underestimate the power of incentives. Align rewards with desired outcomes to reinforce the behaviors and actions you want to see.
Institutionalizing change takes time, but it’s worth it. It ensures that the gains you’ve made don’t unravel with the next crisis. Instead, you’ll have a resilient, proactive organization that’s prepared to thrive in any environment.
By following these steps, leaders can break free from firefighting mode and build organizations that are aligned, efficient, and ready for growth. It’s not about perfection—it’s about progress. Start small, stay focused, and watch the transformation unfold.
Real-World Impact of Strategic Planning
Strategic planning isn’t just a theoretical exercise—it delivers tangible results. When organizations align their systems, tackle root causes, and focus on long-term goals, the transformation is profound. The impact isn’t just operational; it’s cultural, emotional, and financial. Let me share two stories that illustrate what happens when firefighting gives way to strategy.
The Aquatic Program Turnaround
When I first took over the aquatic program, it was a textbook case of firefighting mode. With 85% turnover among part-time staff, we were constantly scrambling to keep pools open. Staff shortages meant I spent my days lifeguarding, running the concession stand, and fielding complaints from the health department. There was no time for strategy—every day felt like survival.
The first breakthrough came when I outsourced the concession stand. On paper, it was a small change, but the ripple effects were enormous. Suddenly, I had the time to focus on bigger issues, like employee retention. I began to dig into why turnover was so high, talking to staff about their frustrations and challenges. What I heard was clear: they felt unsupported, undertrained, and undervalued.
Armed with this insight, I overhauled our onboarding and training processes. I created clear checklists to guide new hires through their first weeks, ensuring they felt prepared and confident. I also introduced incentive programs to recognize top performers and encourage staff to return each summer. At the same time, I tackled systemic issues that were draining morale. I even had time to work with other jurisdictions and the county health department to update outdated health policies that led to frequent pool closures, allowing us to minimize disruptions and build trust with the community.
Over two years, the transformation was remarkable. Turnover dropped to just 15%, operations stabilized, and I was finally able to step into a true leadership role. More importantly, the culture shifted. Employees felt valued, the community regained confidence in the program, and the chaos of firefighting mode became a thing of the past.
Balancing Collaboration and Efficiency
Not all firefighting stories start with obvious chaos. When I began working with a recent client, they didn’t see themselves as a struggling organization. In fact, they hired me because they were growing quickly and wanted to make sure they were set up for success. They were proud of their collaborative culture and their commitment to people-first values. But beneath the surface, cracks were starting to show. Endless consensus-building was slowing progress and increasing complexity, employees were juggling up to four bosses, and executives were so bogged down with operational tasks that they couldn’t focus on growth.
Our first step was to simplify decision-making processes. Consensus is great, to a point. Decision-making needed to take the inputs provided by the broader workforce and make a single decision (instead of cobbling together everyone’s input into clunky and over-engineered processes). By clarifying roles and reducing redundant sign-offs, we streamlined approvals and sped up timelines without compromising their collaborative culture. Next, we realigned their matrixed structure to reduce confusion and empower employees to take ownership of their work. Finally, we shifted the executive team out of operational roles, giving them the space to focus on strategy.
The results were immediate and far-reaching. Employees felt more empowered and less overwhelmed. Projects moved forward with greater speed and clarity. Most importantly, the organization found a balance between their people-first values and the practical needs of running a business. They were no longer just surviving—they were building a sustainable future.
The Power of Alignment
What these stories have in common is alignment. In both cases, the organizations moved beyond quick fixes to address the underlying causes of their challenges. They didn’t just react to problems—they built systems and cultures that prevented those problems from recurring. That’s the power of strategic planning. It creates a foundation for growth, innovation, and resilience.
From Chaos to Clarity
Firefighting mode is a trap—but it’s one that every organization can escape. The key is to shift from reactive problem-solving to proactive planning. By addressing immediate pain points, aligning systems with strategy, and building capacity for leadership, you can create a workplace that thrives under any circumstances.
Let’s be clear: this isn’t an overnight fix. Breaking free from firefighting mode requires effort, patience, and a willingness to challenge deeply ingrained habits. But the rewards are worth it. When you invest in strategic planning, you’re not just solving today’s problems—you’re building a future where your organization can grow, innovate, and succeed.
The stories I’ve shared are proof that transformation is possible. Whether you’re leading a city program, a tech company, or any other organization, the principles are the same: recognize the problem, take deliberate action, and commit to lasting change.
Now, it’s your turn. Ask yourself:
- Are you truly leading your organization or just surviving the day-to-day?
- Are your systems aligned with your goals or holding you back?
- What’s one small change you can make today to create a little more space for strategic thinking?
Start there. And remember: breaking free from firefighting mode isn’t just about making your life easier—it’s about creating an organization where everyone can thrive. The choice is yours, and the impact can be transformative. It’s time to step out of the chaos and into clarity.
