Templeton Fire is a combination department that provides fire suppression, technical rescue, and emergency medical services (EMS) first response and transport at the advance life support (ALS) level. In addition to emergency response, the department performs other services such as hazard reduction services, fire prevention, and safety programs, which include fire-safety inspections and a wide range of public education.
The department operates out of 2 fire stations but only 1 (Station 2) is staffed with career in-station personnel. Station 2 is staffed with 2 fire fighter/paramedics. Personnel at Station 2 cross-staff an engine, ladder, tanker, and ambulance.
This department is run by a department head that has no idea what he is doing. A disgrace to the fire service. The building is an old piece of **** that is so gross inside with zero pride. There is a Lieutenant that works here, Daniel Dean, that is a manipulative, narcissistic, and incompetent paramedic that thinks he’s never wrong. Dan consistently demonstrates a pattern of behavior that undermines team morale, operational effectiveness, and trust in leadership. Rather than leading with integrity and accountability, he relies on manipulation, self-promotion, and control tactics that create a toxic work environment.
Communication is frequently dishonest or misleading. Dan often changes narratives to suit personal interests, deflects responsibility for mistakes, and selectively shares information to maintain control rather than support informed decision-making. This has resulted in confusion, mistrust, and repeated operational inefficiencies.
Dan displays an excessive need for admiration and validation, prioritizing personal image over team success. Credit for others’ work is routinely claimed, while blame is disproportionately assigned downward. Constructive feedback is met with defensiveness or retaliation, discouraging open communication and professional growth among subordinates.
From a competency standpoint, dan shows a lack of preparedness and decision-making ability expected of the role. He struggles with basic leadership responsibilities, require frequent correction, and often rely on others to compensate for their shortcomings. Despite this, they present themselves as highly capable while failing to meet core expectations.
The cumulative impact of this leadership style has been damaging: morale is low, trust in command is eroded, and team members feel unsupported and devalued. Productivity suffers as energy is spent managing the lieutenant’s behavior rather than focusing on mission objectives.
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1 Review on “Templeton Fire Department”
This department is run by a department head that has no idea what he is doing. A disgrace to the fire service. The building is an old piece of **** that is so gross inside with zero pride. There is a Lieutenant that works here, Daniel Dean, that is a manipulative, narcissistic, and incompetent paramedic that thinks he’s never wrong. Dan consistently demonstrates a pattern of behavior that undermines team morale, operational effectiveness, and trust in leadership. Rather than leading with integrity and accountability, he relies on manipulation, self-promotion, and control tactics that create a toxic work environment.
Communication is frequently dishonest or misleading. Dan often changes narratives to suit personal interests, deflects responsibility for mistakes, and selectively shares information to maintain control rather than support informed decision-making. This has resulted in confusion, mistrust, and repeated operational inefficiencies.
Dan displays an excessive need for admiration and validation, prioritizing personal image over team success. Credit for others’ work is routinely claimed, while blame is disproportionately assigned downward. Constructive feedback is met with defensiveness or retaliation, discouraging open communication and professional growth among subordinates.
From a competency standpoint, dan shows a lack of preparedness and decision-making ability expected of the role. He struggles with basic leadership responsibilities, require frequent correction, and often rely on others to compensate for their shortcomings. Despite this, they present themselves as highly capable while failing to meet core expectations.
The cumulative impact of this leadership style has been damaging: morale is low, trust in command is eroded, and team members feel unsupported and devalued. Productivity suffers as energy is spent managing the lieutenant’s behavior rather than focusing on mission objectives.