For 15 years, I worked as an IT support manager. In the beginning, I believed — with total conviction — that my job was to put out fires.
When a major incident occurred, I was there. Escalations, time pressure, system outages — all part of my daily routine. And I’ll admit it: there’s a certain thrill to solving high-stakes problems under pressure.
That kind of adrenaline can become addictive.
But there’s a cost.
Over time, I began to realize a difficult truth: living in a constant state of urgency isn’t a badge of honor — it’s a warning sign.
What Is “Firefighter Syndrome”?
“Firefighter syndrome” is when professionals operate primarily in reactive mode, responding to emergencies and last-minute crises — instead of preventing them through structure and foresight.
You might suffer from it if:
- Your day starts and ends with urgent issues.
- You constantly jump from one escalation to another.
- You’re always busy, but nothing feels truly accomplished.
- Planning feels like a luxury you “don’t have time for.”
- You secretly feel valuable only when there’s a crisis.
For years, that was my reality. And I thought it was normal — even noble.
Until I saw the bigger picture.
Why the Crisis Culture Is Dangerous
1. It Conditions the Wrong Behaviors
When emergencies become the standard, we start to ignore prevention, documentation, and structure. Everything becomes about the next urgent ticket.
Worse, people begin to unconsciously create crises — just to feel busy, important, or in control.
2. It Distorts Client Perception
Early in my support career, I thought clients admired how fast we responded to problems. And in some cases, they did.
But over time, I realized something critical:
Clients value predictability more than heroism.
A system that avoids problems consistently earns more trust than one that solves emergencies heroically.
3. It Destroys Teams
Living in reactive mode drains your team. Burnout increases, morale drops, and talented people leave.
You don’t build a high-performing team by throwing them into fires every day.
My Turning Point: From Pressure to Predictability
It wasn’t until I led a major quality improvement project that I truly saw the difference.
We focused on reducing support rework — specifically, eliminating repeat calls for the same incident. We analyzed root causes, designed better processes, and invested in training.
The result?
- Fewer escalations
- Faster resolutions
- More consistent service
- Happier clients — and a calmer team
And most importantly: we regained control.
I finally saw that there’s life beyond the adrenaline. But to get there, I had to do two things:
- Change my mindset
- Redesign my system
How to Break Free from Firefighter Syndrome
1. Track the Fires
Start documenting:
- What kinds of incidents happen most often?
- When and why do they escalate?
- Which issues are recurring?
Patterns will emerge. And patterns are preventable.
2. Invest in Root Cause Analysis
Instead of just solving issues, investigate them. Use tools like:
- The 5 Whys
- Fishbone Diagrams (Ishikawa)
- Pareto Analysis
Root cause thinking is what transformed my career from reactive to strategic.
3. Redefine “Value” in Your Culture
Stop rewarding firefighters. Start celebrating:
- Prevented issues
- Clean handovers
- Improved documentation
- First-time resolution
What you reward shapes how people behave.
4. Schedule Time for Prevention
If your calendar is 100% reactive, change it. Block time for:
- Process reviews
- Knowledge base improvements
- Internal training
- System audits
Preventive work feels less urgent, but it’s what builds long-term stability.
5. Build a Predictable Support Model
Ask: What can my clients rely on?
- SLAs
- Standardized workflows
- Automated escalation protocols
- Regular service reporting
Predictability builds trust. Over time, it replaces urgency as the source of value.
Personal Insight: You Can’t Eliminate Pressure — But You Can Redesign It
There will always be unpredictable events — disasters, outages, floods. I’ve dealt with all of them. And yes, in those moments, being a “firefighter” is necessary.
But most of the time? We can choose a different path.
When we build systems, set expectations, and lead proactively, we stop being firefighters — and start becoming architects.
That’s the real upgrade: from heroic reaction to sustainable leadership.
Final Thought
Breaking out of firefighter mode isn’t easy. It requires unlearning old habits, questioning your identity, and building new systems from scratch.
But it’s worth it.
For your clients, your team, your mental health — and the long-term success of your organization.
On this blog, gestaoti15.com, I share practical frameworks and real experiences to help IT professionals move from reactive chaos to structured clarity — with systems that actually work.