The world feels heavier right now.
That’s not a political statement. It’s a human one.
For many people, the constant cycle of breaking news, social unrest, violence and uncertainty is unsettling. For those of us in emergency services, it’s something more. We already operate under sustained stress. When the outside world erupts — especially when it’s violent, polarizing or happening close to home — it doesn’t stay outside. It comes with us to work.
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High-profile, media-saturated events have long been recognized as critical incidents, even when responders are not directly assigned to them. Exposure through nonstop coverage, social media and community conversation can create vicarious trauma — the emotional residue of witnessing the trauma of others.
In EMS, it often goes a step further.
Because of how closely we work together, how deeply we identify with the uniform and how personal this profession becomes, we experience what many would call collateral trauma. When something happens to one of us, it happens to all of us. And when that “something” is traumatic, chaotic or morally complex, the impact can be felt far beyond the immediate scene — sometimes miles away, sometimes years later.
I saw this firsthand in 2014.
As Chief of EMS for Christian Hospital during the Ferguson unrest, our ambulance crews were not watching events unfold on television. They were operating in the middle of it. Crews were navigating uncertainty, fear, public scrutiny and operational risk — while still doing what EMS always does: showing up, caring for patients and keeping their professionalism intact under extraordinary pressure.
What struck me then — and still does today — is how quickly current events can awaken unresolved experiences from a responder’s past. A call from years ago. A riot, a shooting, a child, a loss. These connections don’t always announce themselves. They surface suddenly, emotionally and often without clear explanation. A strong reaction may not be about today at all — but about something never fully processed before.
This is why leadership matters so much right now.
Stress is not the exception — it’s the environment
EMS has always been a balancing act of stress. Even the best parts of life carry it. Family. Work. Vacations. Think about the last “stress-free” vacation you had. The destination may have been relaxing, but planning it, paying for it and returning from it probably weren’t.
We can’t control politics.
We can’t control the stock market.
We can’t control the news cycle.
But we can control how we lead.
And in times like these, leadership is not about policies or productivity dashboards. It’s about presence, consistency and trust.
What EMS leaders can — and must — do right now
Be visible
Visibility is not an open-door policy that waits for someone to knock. It means showing up where your people are. It means being willing to hear hard questions and uncomfortable concerns. Make it clear your presence is not punitive — it’s human. Visibility also means responsiveness. Returning calls. Acknowledging emails. Silence creates anxiety. A simple response builds trust.
Be impartial
Division weakens organizations. Leaders must be disciplined enough to keep personal beliefs and biases out of the workplace. Even if most of your team agrees with you, leadership is about the entire workforce. Creating space for everyone strengthens the organization.
Maintain consistency
In uncertain times, people crave stability. Avoid unnecessary change. This is not the moment to introduce new initiatives that don’t directly impact patient or provider safety. It’s also not the time for selective rule enforcement. Consistency creates psychological safety.
Meet your teams where they are
Leadership isn’t always a meeting or a memo. Sometimes it’s cold water on a hot day. Acknowledging call volume. Asking, sincerely, “Are you OK?” These moments matter more than many leaders realize.
Address concerns quickly
Unresolved issues compound stress. Small problems grow when ignored. Timely intervention shows respect and reinforces trust.
Lead — don’t just manage
Management handles tasks. Leadership sets tone. Look at your leadership team and ask an honest question: If every employee behaved the way we do, would this organization be better for patients and each other? If the answer isn’t a clear yes, start there.
Support mental health resources—and normalize their use
Employee assistance programs, mental health response officers, peer support teams — these are not signs of weakness. They are tools of professionalism. Resilience is not built by ignoring stress, but by addressing it effectively. When handled well, difficult periods don’t break teams — they forge them. With that said, this is the perfect time to get your MHRO involved. If you do not have a program, this is the time to get your program rolling.
The call to action
This is not a moment for passive leadership.
EMS professionals are watching, not for speeches, but for behavior. They are listening, not just to words, but to tone. They are deciding — quietly — whether their leaders are present, consistent and trustworthy.
If you lead in EMS, your influence right now matters more than usual.
Be the calm.
Be the consistency.
Be the leader who understands that stress doesn’t stop at the station door — and neither should leadership.
Strong teams are not built when things are easy. They are built when leaders show up — especially when things are hard.
