Focusing on topics such as stigma, and recruitment and retention as the primary factors affecting the policing community is a red herring perpetrated by certain “associations” which members consist primarily of Police Chiefs.
Using these as primary barriers often overshadows the more fundamental issue: leadership.
Leadership shapes culture, influences morale, and directly impacts the success of wellness initiatives. If leaders aren’t committed to change or don’t prioritize wellness at the organizational level, the initiatives will always struggle to gain real traction.
In many cases, the language of “officer wellness” perpetuates the misconception that wellness is an individual issue or just one group, rather than a systemic one. Wellness shouldn’t be an individual group alone, but about fostering a healthy ORGANIZATIONAL environment as a whole where leaders are also held accountable for creating positive working conditions, ensuring open communication, and addressing toxic behaviors.
For real change to occur, certain influential “associations” need to start seeing wellness through a broader lens, “organizational wellness” not “officer wellness” where leadership development and organizational culture are integral parts of the conversation. Instead of simply focusing on the symptoms , organizations need to look at leadership practices, workplace culture, and systems that contribute to these issues. When leadership is part of the solution, the entire organization can be transformed, and wellness initiatives can have a lasting and meaningful impact.
It’s time for leaders at all levels to stop deflecting responsibility and start creating organizations where wellness is embedded in the culture, not just an isolated program. Only then will we begin to see real, sustainable change. Poor or toxic leadership can completely undermine even the most well-intentioned wellness initiatives. If the leadership doesn’t genuinely support or model the values of wellness, it can create a disconnect between the stated goals and the reality of the workplace. Employees are quick to notice when leaders don’t prioritize their well-being, and this can breed cynicism, disengagement, and distrust in the organization’s efforts.
For wellness initiatives to be successful, leadership must lead by example. They need to create an environment where wellness is not just a buzzword or a program but a core part of the organizational culture. If leaders aren’t actively investing in their own well-being and fostering a supportive, inclusive, and healthy work environment, employees will feel that the initiative is just a checkbox, rather than a true commitment.
Ultimately, for wellness initiatives to thrive, leaders must not only implement policies but also model behaviors that prioritize mental, emotional, and physical health, creating a culture of trust and support. Without this, any effort in that direction will likely fall short. Just my opinion…
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