EMS Personnel and Their Rights of Speech: A Primer
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Written by Scott Moore on . Posted in Human Resources, Leadership & Management, News.
Written by Rob Lawrence on . Posted in Annual Conference & Tradeshow, Leadership & Management.
Frontline Leadership in Action: Redefining the Role of EMS Leaders in 2025
By Rob Lawrence,
At the 2025 American Ambulance Association Conference, the theme of frontline leadership resonated far beyond the breakout room walls. For the third year running, I joined my Aussie mate and Acadian Ambulance President, Justin Back, to co-lead a session that continues to spark powerful dialogue—not lecture—on what it means to lead from the front in today’s EMS.
As with previous years, it was an open and evolving conversation. Justin and I, as always, invited our colleagues in the audience to shape the session with us. Because, frankly, the best insights often come not from the podium, but from the room. And when it comes to defining effective leadership in our profession, EMS is undergoing a long-overdue cultural shift: from top-down command to servant leadership that starts at street level.
“People Don’t Work For Me—They Work With Me”
One of the key themes we tackled was how EMS leaders must embed themselves in the environments they expect their teams to thrive in. At Acadian, Justin holds his leadership team accountable to the “10-day rule”: no one in leadership should go more than 10 days without being back in the field. That means riding in the truck, answering calls, and walking in the same boots as the crews they support.
This is more than symbolic. It’s about closing the gap between policy and practice, between planning meetings and actual patient care. Justin puts it plainly: “The frontline is the top line. Ours is an upside-down pyramid—and it’s our job as leaders to support and serve from the bottom.” That philosophy doesn’t just build respect—it builds real-time understanding of what’s working, what’s broken, and where change needs to happen.
Replacing Preaching with Listening
What makes this leadership conversation different is that it acknowledges a hard truth: EMS doesn’t have the luxury of theoretical leadership anymore. Workforce shortages, recruitment battles, and retention challenges demand that we act fast—and with humility.
In our session, we didn’t preach solutions. We facilitated the sharing of them. Attendees contributed more than we did, offering cross-agency insights on how they’re addressing fatigue, field safety, and the evolving expectations of the workforce. We all walked away with five or more takeaways we could implement immediately.
For example, Justin shared Acadian’s surprising findings from a fatigue study: most preventable incidents were not happening during long night shifts, but during early daytime hours, among well-rested providers. That shifted their focus from assumptions about burnout to a broader concept of “shift readiness”—a term that now anchors their safety culture.
Accountability and Just Culture Can Coexist
Another hallmark of modern EMS leadership is knowing how to hold teams accountable without defaulting to blame. At Acadian, every preventable vehicle incident is reviewed by a centralized safety committee. Team members attend with their local supervisors, and the review process is rooted in a just culture model—one that aims to learn, not punish.
But this doesn’t mean going soft. As Justin said, “The pandemic forced us to bend without breaking, but now we must return to high standards. And we’re unapologetically doing that.” That blend of accountability and fairness is helping Acadian retain high performers and set a consistent tone of professionalism.
Leading the Next Generation
In 2025, leadership must also mean preparing for the workforce of the future. We discussed what today’s EMS recruit looks like—and how to welcome them into the profession even if their journey with us is short-term. “It’s not a stepping stone—it’s a building block,” Justin said. “If we can be part of someone’s broader journey and they leave as advocates for EMS, we all win.”
Leadership today means recruiting not just based on certification, but on mindset. Justin emphasized that Acadian looks for leaders with more will than skill—because skill can be taught, but heart and courage can’t. It also means being intentional about diversity, especially in areas like bilingual hiring, where language skills are becoming as vital as clinical ones.
From the Room to the Road
What struck me most about our session—and indeed the AAA conference as a whole—was the shared sense that the real solutions live not in leadership offices, but in the shared experiences of the EMS community. When we listen, when we ride, when we engage—true leadership takes shape.
Frontline leadership in 2025 isn’t about commanding from a distance. It’s about showing up, staying connected, and doing the hard, human work of leading with empathy, accountability, and consistency. As we say every year when we wrap this session: we’re not done yet. There’s more to learn, more to improve, and more to share.
Triple-A, we’re ready for round four.
Written by AAA Staff on . Posted in AAA HQ, Annual Conference & Tradeshow, Human Resources, Leadership & Management, Recruitment & Retention.
Thank you to Rob Lawrence of Pro EMS, EMS1, and the California Ambulance Association for connecting with #Ambucon23 keynote Anna Liotta and Royal Ambulance’s Steve Grau!
Written by Ed Racht on . Posted in Ambulance Chaser Blog, Employee Wellness, Leadership & Management, Operations, Patient Care, Recruitment & Retention, Uncategorized.
Below is the first in a series of monthly personal narratives from EMS leaders. If you would like to submit a column for consideration, please email hello@ambulance.org.
Written Friday, November 25, 2022 | By Ed Racht, MD
Happy Friday, and happy Thanksgiving weekend. I hope by now your blood sugar is slowly but surely heading back to baseline despite all the leftovers calling you from the fridge. Worth it though, right? My dad taught me long ago, “everything in moderation—even moderation.”
So, I want to tell you something tonight, especially because it is the Thanksgiving season. I’ve been thinking for a while about how to say this without sounding cliché, routine, robotic, or insincere. And then—as so often happens in life—I got a little help from a very unlikely encounter.
This past Saturday, my bestie, Heather, and I went to try a local diner for breakfast. This place has been around since air was invented. Cash only. Same tables and seats since the day they opened. Part Formica, part particle board countertops. None of the coffee cups match. Open only until 2:00PM and always closed on Sundays. The ham & cheese omelet is $7.99. Biscuits, bread, or hashbrowns only. Everyone that comes in knows everyone else. And it is packed all the time.
We chose a booth in the corner by the window because our server told us that was the warmest table she had available. She was right.
As we sat drinking our coffee in mismatched mugs, we both noticed an elderly man sitting by himself at the end of the counter. He had placed his walker against the ATM along the wall (cash only, remember?).
Then he slowly got up from his stool, grabbed that walker, and carefully wobbled his way to the restroom. It was one of those moments where we both watched and quietly prepared to jump up to help prevent what seemed like an inevitable fall. We didn’t want to offend him with an offer to help but didn’t want him taking a trip to ground either.
We looked across the table at each other and did that mutual raised eyebrow thingy. Ugh. “Warmest booth we have,” she said. Great.
A few minutes later, he slowly made his way back to his spot. But he went a few feet too far this time with the walker, making a beeline directly toward the warmest booth in the diner. He stopped for a minute (what the heck?) grabbed the handwritten check off our table and turned around, without saying a word, and made his way back to his seat. His walker made those sequential two inch turns.
Great. How do you tell an older man he has OUR check (and why did we come here again)?
“Excuse me?” We both said, eyebrows up again.
He turned to us and said, “I’ve got it.”
Wait. What?
He said, “I come up here every day for breakfast when they’re open. Twice a month, I like to buy somebody else’s breakfast. I’ve got it.”
Wow. We sat in stunned silence as this gentleman made his way back to the counter and sat down on his stool.
To make a long story short, we thanked him and struck up a small conversation with him. A few minutes in, he asked, “can I get closer?”
Of course.
So once again we went through the diner-walker challenge and he made his way over to the warmest booth in the restaurant and sat with us for the next hour. We talked about all sorts of things. His wife had been a nurse (mental health was her specialty). He told us about where they had lived and their adventures. He talked a little about his opinions of healthcare today (you can fill in those blanks).
At one point, he told me he lived in Texas and he’d always travel into Mexico to get his medications because they were so much cheaper than in the US. I asked him if he was nervous about going.
He laughed, and said, “I always went in the morning. Bad guys don’t get up early.”
Now, I’ve been in EMS for a few years and you know what? He’s right. Holy crud. Funny and spot-on relevant.
So, why am I telling you about Gary (his real name, by the way)? First, I need to cover a few more things to pull the meaning of this story together. Bear with me.
Fair warning. This next part doesn’t feel Thanksgivingy, but I’m going to argue that it’s at the very heart of a meaningful “thanks.”
Take a look at some of the toughest parts of our world right now:
I’ll stop there, because I think you get the gist. How (and why) do I go from a Gary story to this?
This is, without a doubt, the most challenging period of EMS and healthcare history that we have faced together. Ever.
It’s really, really hard right now. And it’s hard in a different way than we’ve ever faced. Clinically hard. Operationally hard. Financially hard. Culturally hard.
Which also means that it’s personally hard. Whether you are directly providing care to a patient or supporting all the complexities that make that interaction possible and effective, it’s hard on us. The facts above reflect exactly that.
Now, I’ve been in EMS for a year or two (insert big-eye emoji), and one of the most rewarding feelings on the planet is creating order out of someone else’s chaos. I honestly believe that people like you choose this profession and support this profession in large part to make other people’s lives better.
Our mission is among the purest and most important on the face of the earth. Just think about how many people enjoyed a Thanksgiving with the people they loved because someone years before fixed their distorted anatomy or disrupted physiology.
It’s easy to forget the massive good a profession, an organization, or an individual can do. Gary gave us a little gift. When I first saw him, I was certain we would end up having to help him. But instead, he helped us.
When we work hard to take care of our patients, our communities, each other, our organization and our profession—They. Take. Care. Of. Us.
So. When our workplace is supportive, people want to join us. When our partners are fun, we seek them out. When our medicine is strong and sound, the medical profession embraces us. When our operation is accountable, we grow, evolve, and thrive when the art and science changes. When we come together as a team, we become the model of effective care. And when all that happens, WE, as individuals, can help tackle all the tough stuff in the most effective way possible.
I’d love to have more people choose EMS as a profession. I’d love to see them seek out advancement and growth. I’d love to see the science evolve to support better outcomes in unplanned illness and injury. I’d love to see hospital metrics and EMS metrics get better, not languish. I’d love to help communities become safer. And I would absolutely love for every one of us individually to be a part of that. I promise. That’s the way we make things so much better.
So tonight, on this day after Thanksgiving, I want to tell you that I’m not just thankful for what you do, I’m also extremely grateful. My daughter taught me there’s a difference. The definition of thankful is “pleased and relieved.” The definition of grateful is “feeling or showing an appreciation of kindness and gratitude.” In that spirit, I wanted to share that I’m grateful for you and I’m grateful for EMS.
We need the best in one another right now. There are four legs in our Bench of EMS Strength:
There is plenty of hard stuff ahead, so let’s do this. We can sit in the warmest booth in the place. I’m so grateful for that.
So, that’s it from my World. Happy Friday, and happy Thanksgiving.
Ed
Written by Ron Quaranto on . Posted in Leadership & Management, Recruitment & Retention.
Written by Samantha Hilker on . Posted in Human Resources, Leadership & Management.
Millennials… am I right?
That seems to be the most popular punch line when I am sitting around a table with colleagues discussing organizational change or current challenges in EMS, particularly staffing and development. I recently attended a conference focused on leadership in EMS and if there was a session without mention of the dreaded millennial and how awful they are, I missed it. To be honest, it’s getting old and my ability to filter my exasperation is wearing thin, especially as we are now seeing offers of multi-day trainings for how to work with millennials. The entire concept seems quite strange to me… were there classes offered to the Boomers on how to get along with the Generation Xers?
The words I usually hear associated with the generation at hand are entitled, needy, whiney, lazy, untalented and impatient. I don’t believe anyone I know well or have worked with over the years would describe me with any of these terms (ok… maybe impatient from time to time), although I am in the generational age range for millennials. In fact, I am willing to bet many of you work with people who are within the age range for millennials, yet you would not immediately lump them into the group you find so difficult. According to the PEW Research Center, millennials were initially described as those being born after 1981 are now defined as those born between 1977 and 1992.
While I am not attempting to climb up and be a representative for the entire millennial generation, I do believe this simple list addresses many of the issues I have heard, from both sides of the generational gap, over the past few years.
Written by Scott McConnell on . Posted in Leadership & Management, Operations, Professional Standards, Training, Vehicle Standards.
Maintaining compliance within an EMS service can be a daunting task, especially given the number of regulations that we must follow.
One way to look at EMS is if a trucking company married a hospital.
There are rules and regulations to abide by for an entire fleet of vehicles, from safe operation guidelines all the way down to the use and color of lights. Then there are requirements for a group of healthcare providers, which include necessary certifications such as CPR and knowledge of pertinent life-saving skills.
Not only does maintaining compliance keep vehicles and equipment running smoothly, but it can offer employees valuable peace of mind and keep everyone focused on the same goals of providing the best care possible.
I like to consider compliance an investment in common sense.
Employees know what is expected of them at all times, and they know what type of support their employer will provide to keep their skills sharp. In turn, an EMS service gains from being in good standing with regulators and from an engaged, confident workforce.
The benefits of a strong culture of compliance are immense. An organization that lives and breathes compliance can help ensure a smooth-running operation that features top-notch communication and quality providers who offer excellent care.
These six key ways ensure compliance will serve as a roadmap to a strong culture in your organization: