In any law enforcement agency, disengaged employees aren’t just struggling, they’re potential liabilities to individual and organizational well-being. Research and frontline experience alike show that employees who feel disconnected or dissatisfied in their roles are more likely to take excessive sick leave, report higher stress levels, exhibit lower productivity and face increased risk of anxiety, depression and emotional exhaustion. Disengagement doesn’t always show up as defiance; it can look like indifference, withdrawal or quiet resistance to organizational goals. One of the most common and costly expressions of this disengagement is burnout.

We’ve all heard the term, but burnout isn’t just a buzzword — it’s an occupational hazard in public safety settings. At its core, burnout is a psychological response to chronic workplace stress that hasn’t been successfully managed. It’s characterized by emotional exhaustion, depersonalization or cynicism, and a reduced sense of personal accomplishment. For many in law enforcement, burnout stems from:

• Loss of professional autonomy and control over decision-making
• Diminishing respect for the role from within the organization or the public
• Lack of timely, meaningful feedback (especially positive reinforcement)
• Unrealistic demands from supervisors, colleagues or the community
• Inadequate training or preparation for one’s responsibilities

These stressors are cumulative. Burnout doesn’t arrive overnight; it builds slowly, often unnoticed until it starts eroding performance, morale and mental health.

Recognizing the warning signs is a crucial first step. If you or a partner are finding the job no longer fulfilling, noticing less humor or camaraderie in the workplace, reacting strongly to minor stressors, feeling emotionally drained or struggling to stay motivated, it’s time to pay attention. These are not personal failings; they’re indicators of a system out of balance.

Addressing burnout requires a dual approach: individual strategies and organizational support. Supervisors and staff must recognize that workplace wellness is a shared responsibility, with each influencing the other in a continuous loop. Here are a few proactive steps that units of assignment and individuals can take:

• Timely feedback matters. Leaders should offer consistent, constructive and positive feedback. Recognition builds morale.
• Reconnect with purpose. Remind yourself why your role matters, even when others don’t say it out loud.
• Make movement a priority. Regular physical activity is a powerful buffer against stress. Units of assignment can champion wellness by supporting fitness efforts creatively.
• Manage your mental narrative. Negative self-talk amplifies stress. Challenge it. Replace it with affirming, realistic perspectives.
• Refresh the environment. Even small changes to physical space like natural light, plants or meaningful symbols can influence mood and mindset.
• Staff strategically. Chronic understaffing undermines effectiveness and morale. Doing more with less only works until it doesn’t.
• Honor your limits. Learning to say “no” when needed protects your capacity to say “yes” to what matters.
• Be patient with change. Whether it’s personal growth or department-level reform, transformation takes time. Persistence matters more than perfection.

Burnout isn’t inevitable. With intentional effort, open dialogue and a culture that values well-being as much as performance, we can shift from reactive damage control to true prevention. So here’s the real question: What’s one thing, large or small, you’re willing to do today to invest in your own resilience or support a partner’s? Because culture isn’t built by policies alone; it’s built by people, one interaction at a time.

And remember, you’re not in this alone. Our Department offers a range of resources to support your well-being and help you build resilience. Whether you’re looking for wellness tools, peer support or someone to talk to, don’t hesitate to reach out through the Department’s wellness app or by calling Psychological Services Bureau at (213) 738-3500. Asking for help is not a weakness, it’s a smart, courageous step toward staying strong in the work we do.