A few years ago, I was contacted by someone in the tech field who was testing a new product—Google Glass. He wanted to show me what they could do and see what the potential was in the industry.

I was very impressed and thought that it would only improve and that there were options for use, especially in management and administration. Recently, I was talking about technology with another chief and I recalled my exposure to this product. I said that obviously I was not a good judge of the technology market, as I have not heard anything about Google Glass in a few years. The point here is that it is not always easy to predict the winners and losers. Technology is changing rapidly, and without a good plan many in the fire industry can make errors in selecting what is likely to help with service and last longer than the warranty.

There seems to be a tendency to want to get onboard with the latest advancements in the industry. This is not all bad, but you should remember the old advice when something seems to be ready to solve all your problems—“Caveat Emptor”—or let the buyer beware. Like all decision making, you should have a process to evaluate any and all products to determine if there is benefit and if that benefit is worth the cost. Part of any evaluation should be whether or not the product improves service, saves time, or does both. Finding a tangible, measurable tool for every new development is very challenging but will be worth the effort so you don’t waste valuable resources.

RESOURCES

Speaking of resources, you should have a few at your disposal that can be of assistance. If there is an IT department, those in that agency generally have a good feel for the direction of technology and the types of products to produce results. This does not mean they have all the answers, particularly in the emergency services, as the job functions are not their area of expertise. They also may not be aware of any mandates or standards in the industry that require action. But, they cannot be discounted in their core knowledge in this area. Take the time to build a relationship and work with them. Do not discount the importance of seeking their opinion even when you may not think it is important. Inclusion, even when not needed, can pay off when you need advice on items out of your area of expertise.

Besides the IT department, there are probably members of your department who have an aptitude for technology. Not to put anyone in a predetermined box, but younger firefighters have grown up with technology and don’t remember a world without it (what is a typewriter?). As such, they have a comfort level and enjoy looking at new “toys” that can help them on the job. Your job here is to set parameters and make sure you aren’t going faster than the entire organization can handle. You need to know not only your “techies” but also those who are in a position of influence who may not be as ready to adapt. Sometimes a good idea needs a “sales pitch.” Technology that is intended to improve service and save time will do neither if it is not embraced by the leadership of the department, both the formal and informal leaders.

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