Giant ego. Completely out of touch with the folks on the floor. His way or the highway. Has wasted thousands of tax payer dollars due to his inability to listen and take advice from his people. Retaliates against anyone who questions him or calls him out on his poor decisions.
This individual has zero leadership skills to fulfill his duties as a chief. He’s a bully, he’s retaliatorial towards his subordinates. His ego far exceeds any field knowledge that he claims to to have. He’s out of touch with the needs of the floor. Ultimately, due to his policies and opinions, he’s willing to risk injuring firefighters or even worse to save a dollar. He has no business having the position he holds.
Deputy Chief Robert Fish has consistently demonstrated an inability to recognize and communicate with field personnel. Rather than fostering collaboration, he has chosen to operate from a place of spite and retaliation, ignoring both common sense and data-driven decision-making.
Chief Fish’s approach to leadership has often placed public safety at risk. He has treated essential fire and emergency services as an experiment, advocating for the downgrading of resources and service levels despite clear opposition from the public and the cities we are entrusted to serve. Such decisions undermine the trust of the communities that rely on us and jeopardize the safety of both citizens and firefighters alike.
Equally concerning is Chief Fish’s lack of meaningful field experience. In the fire service, credibility and leadership are built on years of operational knowledge and firsthand understanding of what it means to serve on the front lines. Chief Fish has consistently demonstrated a disconnect from this reality, making decisions without the perspective or wisdom that comes only from field service.
Chief Fish has been more obsessed with chasing titles and padding his résumé than with investing in the training, development, and readiness of our personnel or building a truly capable all-risk fire department.
In short, Chief Fish’s tenure has been marked not by strong leadership, but by a pattern of poor communication, questionable motives, and reckless policy decisions that fail both the personnel he leads and the communities we protect.
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4 Reviews on “Robert Fish”
Giant ego. Completely out of touch with the folks on the floor. His way or the highway. Has wasted thousands of tax payer dollars due to his inability to listen and take advice from his people. Retaliates against anyone who questions him or calls him out on his poor decisions.
One of the least experienced people you can place as a chief, only out for himself. Does not care about the firefighters.
This individual has zero leadership skills to fulfill his duties as a chief. He’s a bully, he’s retaliatorial towards his subordinates. His ego far exceeds any field knowledge that he claims to to have. He’s out of touch with the needs of the floor. Ultimately, due to his policies and opinions, he’s willing to risk injuring firefighters or even worse to save a dollar. He has no business having the position he holds.
Deputy Chief Robert Fish has consistently demonstrated an inability to recognize and communicate with field personnel. Rather than fostering collaboration, he has chosen to operate from a place of spite and retaliation, ignoring both common sense and data-driven decision-making.
Chief Fish’s approach to leadership has often placed public safety at risk. He has treated essential fire and emergency services as an experiment, advocating for the downgrading of resources and service levels despite clear opposition from the public and the cities we are entrusted to serve. Such decisions undermine the trust of the communities that rely on us and jeopardize the safety of both citizens and firefighters alike.
Equally concerning is Chief Fish’s lack of meaningful field experience. In the fire service, credibility and leadership are built on years of operational knowledge and firsthand understanding of what it means to serve on the front lines. Chief Fish has consistently demonstrated a disconnect from this reality, making decisions without the perspective or wisdom that comes only from field service.
Chief Fish has been more obsessed with chasing titles and padding his résumé than with investing in the training, development, and readiness of our personnel or building a truly capable all-risk fire department.
In short, Chief Fish’s tenure has been marked not by strong leadership, but by a pattern of poor communication, questionable motives, and reckless policy decisions that fail both the personnel he leads and the communities we protect.