Department Resilience: 7 Mental Health Tips for Leaders

In order to build resilience, leadership needs to consider the current mental-health standing of its responders

By Caroline Godin

How well a department functions depends on its members and leadership. Responders must maintain proper training, attendance, and teamwork in order to get the job done. But there’s one more factor that’s critical, and that’s department resilience.

Department resilience means that no matter what trauma or challenges that department faces, the team can bounce back, adjust accordingly, and continue serving its community. It means everyone has each other’s back, communication is open and honest, and leadership listens to and cares about its team.

Without department resilience, the team can fall apart, and retention is difficult.

In order to build resilience, leadership needs to consider the current mental-health standing of its responders. Strong resilience comes from good mental health. To promote this, there’s a few things leadership can do.

First, let’s illustrate the contrast between a broken department and a well-functioning department to see why it’s so important.

A Broken Department

Qualities of a poorly functioning or broken department include detached leadership styles, such as brushing off concerns raised by staff, ignoring requests for time off, and being difficult to communicate with. It may also include forcing overtime, not allowing time to recuperate from traumatic calls, or even overworking yourself (as a leader) to the point where you can’t function as a leader and mentor.

A broken department is unable adequately to recover from difficult calls or loss within the department. That department may also have retention problems, poor morale, and safety concerns both in training and on calls.

With communication and staffing issues alone, that department will not function well, and department resilience is far less achievable.

A Well-Functioning Department

So what would a well-functioning department look like?

You would see leadership taking an interest in their responders, hearing concerns and making positive changes. Staff would enjoy coming to work and be more willing to step up for each other. Morale would be strong and communication effective. Leadership is setting an example and mentoring responders to follow their example for higher achievements. A well-functioning department has strong retention and good support from inside and outside.

Isn’t this what all leaders want? Let’s talk about how to get there.

7 Mental Health Tips for Leaders

Department resilience can’t happen unless leadership is functioning in a capacity to address the needs of all responders. This includes knowing your responders well, having good mental health awareness, and taking care of your own mental health needs, as well.

Here are seven mental health tips for leaders to work towards good department resilience:

Listening

Most leaders have a policy for communication, whether it’s an open-door policy, tiered communication, or set times and methods to communicate. Many policies may work as long as they’re made clear and allow responders to reach out with concerns, be heard, and issues can be addressed. There also needs to be a policy for emergent communication.

Listening is more than receiving verbal or written information. Leaders need to build trust and check in often. Leaders need to listen more deeply, watching for signs of burnout, PTSD, and other mental health concerns. They need to watch their responders for unspoken concerns and make sure they (the responders) know they can speak up without fear of retaliation. 

Having peer support or an EAP that can share this load is important, in case responders don’t want to come to their leaders. There’s also department packages for life coaching that stay confidential. By paying for the sessions for your responders and opening the door for them, they’re more likely to utilize this avenue and get the support they need.

Flexibility

Some leaders are too rigid with shifts and time off, and it’s also possible to be too lenient. Leaders should keep a clear policy of time off, call-outs, and other department needs, so responders know what’s expected of them and what consequences might be if rules aren’t followed.

That said, it’s also important to show flexibility within reason. When extenuating circumstances present themselves, too much rigidity can cause more stress and staff shortages. If responders are able to swap, or coverage is available, some understanding can go a long way. Especially in the case of a mental health crisis, showing flexibility and support affects not only that responder, but it sets an example to the rest of the department that may help them come forward with their own concerns before they get too serious.

Of course, moderation and knowing your department is key, so leaders need to use their best judgment while considering the needs of both the department and the individual responder.

Morale

Team building and open communication helps boost morale. A resilient department has a good morale overall, so this should be a priority. Responders with good morale are more willing to step in to fill needs and support one another. They’re also more likely to be compliant or speak up about concerns.

Recognition for exceptional service, routine check-ins, and quick response to concerns help to promote a positive environment wherein responders are more motivated to work together and stay at their best. Offering outlets, group events, physical fitness opportunities – such as gym equipment or gym membership discounts – are also great ways to boost morale.

Recognize Warning Signs

All the events and fitness opportunities in the world can’t replace a solid mental health support system. You need to recognize the warning signs of PTSD and other emotional or mental distress. To do so, it’s important to keep up your own training in mental health support and leadership skills. Many responders are good at masking their symptoms and efforts are made far too late, if at all.

Be sure to make it clear your responders are supported and it’s genuine. Share your experiences and be open to hearing theirs. Build an environment of trust. Check in and watch for signs of concern and address them early. Isolation, calling out more, anger, resentment are just a few signs that your responder may not be doing well. Don’t brush it off. You never know what’s going on at a deeper level.

Leave Room for You

While there’s much to say and do to take care of your responders, make sure you leave time for yourself. You can’t pour from an empty cup. You have to consider yourself and your own family, as well. Remember to leave yourself space in which you can’t be interrupted. Have a backup for yourself when you’re not available. Utilize those you trust in your team to go through the same training to help you support the team. This builds towards department resilience. Work together to create an environment of trust, good morale, and a strong mental health support system.

Recognize Your Limit

Further, recognize your limit and know the warning signs that you also need to take a break. If you’re feeling overwhelmed or unsupported, address those issues sooner rather than later. Don’t allow yourself to come to a breaking point, or you won’t be able to support anyone at home or on the job. Seek out the support you need as soon as you need it. Peer support doesn’t need a crisis in order to be effective, so don’t wait for one. 

Coaching can also be used at any step in the journey, so try seeking out a life coach now. When you have a solid grasp on your own direction and know how to recognize the signs of mental distress before they’re critical, you recover faster and you’re more resilient.

A Resilient Department

Department resilience starts with leadership. When leaders set up a plan for good communication, have mental health training to recognize signs of concern, build good morale and relationships within their team, and take care of themselves as well, they build a resilient department. With department resilience, shifts are staffed, calls are handled well, teams are safer, and the job gets done more efficiently. There are so many resources for first responders. Start working on areas of need now so you can build department resilience for a better tomorrow.