If you're landing here first, it's worth knowing that this series was designed to guide fire service leaders (both formal and informal) through a breadth of technology integration, from first conversations to final implementation. Part 1 focuses on what must come before any purchase order or software install: a vision for improvement of the industry, backed by consistent leadership.
You'll read how transformational efforts begin with a needs assessment informed by all ranks; why a clear, consistent message from leadership builds trust and buy-in; and how to establish a shared understanding of what the tech is (and isn't) meant to do. The phases we outline—needs assessment, solution selection, stakeholder engagement, pilot rollout, and evaluation—aren't just checkboxes. They're key leadership opportunities to build credibility, reduce resistance, and ensure alignment across your organization.
So if your department is considering a smart nozzle, XR training platform, digital accountability tools, or anything in between—this is where to begin. Read on for a practical guide to leading the early stages of transformation with clarity and confidence.
The Need for Visionary Leadership in Tech Transitions
Every successful fire service innovation – be it adopting thermal imaging cameras decades ago or implementing a modern drone program – has one common element: someone championed the change.
Leading a department through a tech adoption is not just about purchasing equipment; it’s about painting a vision for how this technology will make firefighters safer and communities better served and then navigating the human factors to make that vision a reality. Leaders must communicate that vision clearly and consistently. As the saying goes in the fire service, “Firefighters hate two things: change, and the way things are.”
This humorous adage holds truth – there’s often resistance to change rooted in comfort with current practices and fear of the unknown. A savvy leader acknowledges this sentiment and addresses it head-on. Strong leadership sets the tone that embracing new technology is part of the department’s evolution, not a threat to its identity. For example, when introducing an AI-enhanced incident command software, a chief might emphasize: “This isn’t here to replace your judgment, but to give you better info and more time to make decisions.”
Leaders who frame tech as a tool that augments firefighter expertise, rather than something that overwrites it, tend to gain more buy-in. It’s also crucial that leadership demonstrates commitment – if the chiefs and senior officers are hands-on with the new tool, learning it alongside the crews, it sends a powerful message that “we’re all in this together.” Conversely, if leadership is disengaged or appears skeptical, the troops will follow suit.
In short, leading by example and maintaining a forward-looking but realistic attitude (acknowledging challenges while stressing benefits) will set the stage for successful adoption. With that foundation, a department can move methodically through the change process.
Key Phases of Tech Adoption
Successfully implementing new technology in a fire department can be thought of as a series of phases, each requiring different leadership actions:
1. Needs Assessment:
This is the exploratory phase – leaders must identify the genuine problems that need solving or capabilities that need enhancing. It involves gathering input from all ranks. What are our pain points? Are there connectivity challenges in the station or on calls? Do crews struggle with communication in large incidents? Are we seeing equipment failures we could predict?
By pinpointing needs, you ensure that any technology adopted addresses fundamental operational gaps, not just the allure of new, shiny digital tools. For instance, a needs assessment might reveal that accountability at big scenes is a mess of physical legacy Fireground Accountability Tracking tags, paper command sheets, and verbal reports, indicating a need for a digital personnel tracking solution. Leaders should use data where possible (injury reports, response times, after-action reviews) to support these needs.
Engaging stakeholders here also builds early buy-in: a firefighter who says, “I’m worried about losing track of crews in high-rises” will be more invested when the department later pilots a tracking system to address precisely that concern.
2. Research and Selection:
Once needs are clear, the leadership team (often with a committee) researches available solutions. This could involve demoing products, visiting other departments who have the tech, and consulting experts. The fire service can draw on standards and recommendations (e.g., NFPA, UL studies, NIST, PSTA, NIOSH, FirstNet) during this phase.
It’s essential to compare options and consider compatibility – “will this drone’s software be compatible with our incident command platform?” Does this SMART PPE meet NFPA safety standards or are standards challenged with keeping up to tech development? Leaders must also weigh the human factors: is it user-friendly? How steep is the learning curve? Remember, a fancy tool that firefighters find too cumbersome will end up collecting dust.
Therefore, involving end-users in evaluations is critical. Many progressive departments send a few firefighters to vendor expos or have them take trial units for a “day in the life” test. Their feedback can make the difference in picking the right tech tool.
3. Stakeholder Inclusion and Communication:
Before any official purchase or rollout, it’s wise to loop back with the broader membership and adjacent stakeholders, including members of the public, city officials, and labor leadership. Explain the why – “We intend to implement a new smart nozzle and pump control system because it will make operations safer and free up personnel on the fireground.” Address concerns transparently.
If firefighters worry that it might eliminate a position (a common concern with automation), clarify that it’s to enhance how we operate, not cut jobs. This phase is continuous through the process: communicate, communicate, communicate. Departments undertaking a digital reporting change have held informal Q&A sessions and invited skeptics to express their doubts, which leadership addressed or took note of to adjust the training. That openness goes a long way.
4. Training and Pilot Deployment:
This is where the rubber meets the road. A leader should avoid deploying new tech into service without proper training. Plan a thorough training program tailored to the tech. For complex systems, a “train-the-trainer” approach is effective – send a group of members to become subject matter experts (perhaps through the manufacturer’s training or a specialized course), then have them train their peers. Start with a pilot program whenever feasible.
Consider equipping one station or one shift with the new tablets, or run the new dispatch software in parallel for a month. Pilots allow you to iron out kinks and learn lessons on a small scale. Critically, they also generate local testimonials – when firefighters see their coworkers successfully using the tech, it boosts confidence across the department. Few performance metrics speak louder than new tools beating a veteran firefighter in operations of their personal and professional domain skill set. During the pilot, gather metrics when possible: did response times improve? Were there fewer errors?
Did the crews get compliments while on scene from the public who expect the the best of the best. This data will help justify full deployment especially to agency finance officers. Celebrate successes in training. For example, if a firefighter says, “Wow, that felt real and I learned from my mistakes without getting hurt” during their first VR training session, share that quote (with permission) in an internal newsletter, briefing or submit a press release or have them write an article. Positive reinforcement helps build momentum.
Also, expect some stumbles in the pilot phase – maybe the new reporting software crashes or the drone team loses a drone due to a software or learning error. Leaders should frame these as learning opportunities, not reasons to abandon ship. Adjust, retrain, and keep moving forward while being honest about challenges. Pilots may be extended or repeated until confidence is high, as majority buy-in makes the long-term more successful!
5. Full Implementation:
After adjustments from the pilot, it’s time to roll out department-wide. Even here, a phased approach might be best (station by station or division by division). Ensure support resources are in place – this may involve having a tech support contact on call, especially during the early weeks, or having extra instructors available to assist crews during the initial field launch. Leadership should be visible and available during this phase. It’s wise for chief officers to drop by stations and ask, “How’s it going with the new gear? Any issues I should know about?” – demonstrating engagement and willingness to take feedback.
Concurrently, work with external stakeholders to integrate the change. For instance, maintaining open communication channels with the 911 center and IT group when implementing a new dispatch data system will more likely ensure support for your new connected devices. Full implementation is not the end – it transitions seamlessly into ongoing evaluation, maintenance, and continued tech stack quality improvement.
6. Evaluation and Adaptation:
After a period of service, evaluate the impact of the technology. Did it meet the need identified? Are there quantifiable improvements like reduced response and on-scene times, fewer near-misses, or the all valuable improved morale scores? Solicit feedback from the crews now that they have real-world experience. Perhaps the new incident command software has 10 great features, but two of them have few users – perhaps more training on those, customizing the software, or simplifying the interface - could help. A leadership willing to adapt the implementation based on feedback will earn lasting respect.
Sometimes, technology might not live up to expectations – it’s okay to acknowledge that and adjust course (it is better to pivot than force something that’s not working and breed cynicism). Set clear metrics and goals from the start so you can measure success. For example, if the goal of digital building pre-plans was to increase the percentage of updated pre-incident plans to 100%, check the system after a year – did we achieve this goal?
Regularly review these and hold yourselves accountable. This phase is indefinite – technology needs updates, people require refresher training, and new features or upgrades will be introduced. Crew members will need cross-training on software stacks to achieve the best results. Departments that incorporate the upkeep of technology into their regular routines (e.g., including drone battery checks in weekly apparatus inspections and incorporating software drills into training schedules) will also benefit.
Throughout all these phases, leadership presence, support, and flexibility are key. Now, let’s talk about some specific challenges that often arise and how to overcome them.
Conclusion
By the end of Part 1, one thing should be clear: the tone and trajectory of your department's tech adoption will be shaped long before the tools arrive. Vision, communication, pilot programs, and thoughtful evaluation are what make innovation stick.
We've shown that tech adoption isn't a one-time decision—it's a process grounded in human dynamics as much as technical ones. From defining real needs to inviting your crews into the journey early, successful leaders manage the transition, not just the transaction.
But having a strong plan doesn't mean the road will be smooth. In Part 2, we'll examine what most often slows or stops progress: competing priorities, budget constraints, skill gaps, legacy systems, cultural pushback, and privacy and cybersecurity risks. We'll break down how departments can proactively address these challenges, turning roadblocks into stepping stones.
If you've ever asked yourself, "Why don't more departments follow through on innovation?"—you'll want to keep reading. Part 2 will show you the barriers and offer strategies to overcome them.
