Larry Zeitzmann of Washington MO spent more than 30 years in the fire service building a reputation for one unshakable standard: establish command immediately. Whether confronting a routine vehicle fire or a three-alarm structural blaze, Zeitzmann insisted that the very first 60 seconds on scene set the tone for everything that follows. As Fire Chief of Glendale, Missouri, and Emergency Management Director for both Glendale and Warson Woods, Zeitzmann saw firsthand how moments of indecision in the early stages led to dangerous confusion, overlapping tasks, and increased risk to lives and property. To him, control wasn’t something you regained—it was something you put in place at the very start.
The First Minute: Where Danger and Direction Collide
Zeitzmann regularly taught that the first minute of an incident was also the most volatile. In those fleeting early moments, conditions were evolving rapidly. Crews arrived at different intervals, often from different directions. Smoke conditions changed by the second. In this chaos, the absence of immediate, visible, and vocal command could plunge the scene into disarray. Zeitzmann noted that near-miss reports and operational failures usually weren’t about equipment malfunctions or lack of effort. Instead, they revealed an absence of centralized direction. Establishing command early brought order to the scene—it prioritized tasks, organized resources, and gave firefighters the confidence that someone had the broader picture in mind.
Taking Command: Not About Ego—About Responsibility
One of Larry Zeitzmann’s greatest teachings was that command wasn’t about wearing the white helmet for prestige. It was about structure, stability, and safety. His policy was that the first arriving officer, regardless of seniority, was to assume command immediately—even temporarily. That act of stepping up provided a sense of order and accountability. It prevented freelancing, reduced redundant efforts, and clarified radio communications. As other crews arrived, roles were clearly defined, and objectives set. Zeitzmann emphasized that this wasn’t just protocol—it was essential leadership in action. From this structured start, the rest of the incident could be scaled or adapted, depending on how it unfolded.
Command Presence: The White Helmet Everyone Looks For
Firefighters look to leadership when the pressure is on. Zeitzmann knew this and trained his crews to report directly to command unless otherwise instructed. He believed in reinforcing the authority and importance of the white helmet—the visual cue that someone was in control. Even when departments were volunteer-heavy or short-staffed, the principle remained the same: someone had to lead. That leadership could come from a senior firefighter with ICS training or a junior officer—what mattered was the act of assuming responsibility. Zeitzmann frequently debriefed with his crews after incidents and walked through scenes where poor coordination led to missed searches, duplicated tasks, or clashing tactics. These reviews reinforced one consistent theme: someone has to own the scene from the start.
Why Zeitzmann Advocated Command Before Suppression
There is an understandable impulse at a fire scene—especially among well-trained, motivated responders—to jump right into suppression efforts. Zeitzmann saw this often and cautioned strongly against it. He taught that unless there was an obvious and immediately savable victim visible from arrival, the first priority should be establishing command, not grabbing the nozzle. Fires double in size every minute, but so do risk factors. Without leadership to coordinate ventilation, search, entry, and water supply, efforts could unravel quickly. Zeitzmann’s approach demonstrated that when command came first, even dynamic incidents stayed organized. He trained officers to execute rapid size-ups and communicate those findings immediately. Those initial words and decisions shaped the next 10, 20, or 30 minutes of fireground operations.
Laying the ICS Foundation in the Opening Minutes
Command, in Zeitzmann’s view, didn’t mean simply giving orders—it meant activating a system. The Incident Command System (ICS) had to be initiated the moment command was assumed. Zeitzmann taught his crews to follow a clear progression: confirm structure type, identify hazards, designate an initial attack team, and assign roles—even if one person held multiple positions early on. This system, though simple at first, scaled naturally. As mutual aid or backup crews arrived, they plugged into an existing structure. Zeitzmann emphasized using tactical worksheets and consistent radio phrasing from the outset. He made it clear that these weren’t bureaucratic details—they were safeguards for continuity, safety, and efficiency.
Real Lessons From Delayed Command Incidents
Zeitzmann kept a library of reports and scenarios where command had been delayed, and he used them regularly in training. These weren’t just theoretical mistakes—they were real scenes where lives had been put at risk or efforts hampered. In many cases, failure to assign search teams or coordinate hose lines led to gaps that would have been avoidable. Some units attacked from the wrong exposure. Others missed the fire room entirely. Zeitzmann used these moments to drive home the point: it only takes seconds to lose control, but minutes to regain it—if ever. The takeaway was always the same: pause just long enough to organize. It made all the difference.
Building Confident Leaders Through Repetition
Zeitzmann didn’t just teach the importance of early command—he taught people how to carry it with confidence. He saw many promising young officers hesitate, unsure whether to speak up or worried about stepping on toes. Zeitzmann made it clear that hesitation could be deadly. In his view, the wrong call made decisively could be corrected—but silence was far more dangerous. He emphasized clear communication, trust in your size-up, and staying calm under pressure. In Glendale, command drills were a routine part of weekly training, helping officers develop muscle memory and mental readiness. Zeitzmann believed that realism in drills created poise in the real world.
The First Minute Matters: Leadership Lessons from Larry Zeitzmann
Larry Zeitzmann of Washington MO didn’t invent the Incident Command System, but he embedded its principles into every layer of his department’s culture. He believed that fireground success was never about luck or heroics—it was about predictable structure, clear roles, and strong command. His insistence on taking control in the first 60 seconds wasn’t just a tactic—it was a philosophy. From training grounds to actual fire scenes, Zeitzmann proved that early leadership was the difference between order and chaos, between control and confusion, and ultimately, between safety and tragedy. His legacy reminds every firefighter that leadership doesn’t wait—it arrives with the first unit and speaks with calm, clear, immediate authority.
