Bouncing Forward: Igniting Resilience in Public Service

The views expressed are those of the author and do not necessarily reflect the views of ASPA as an organization.

By Skip Powers
March 7, 2025

Burnout, high turnover and the silent erosion of institutional knowledge represent a formidable triad threatening the foundation of public service. Once a hidden concern, burnout has evolved into a visible crisis that disrupts recruitment efforts, overwhelms training systems and jeopardizes the long-term sustainability of public service. This is not rhetoric; it is a pressing reality demanding immediate action. As Adam Grant aptly puts it, “Excellence is not about being the best. It’s about being better than you were yesterday.” Public service must reject complacency and embrace this ethos to rebuild resilience and retain its current talent while focusing on recruiting the next generation of public service professionals.

The Crisis of Burnout and Recruitment in Public Service

Burnout is no longer a topic for private discussions; it is an undeniable challenge that impacts public servants across diverse roles, from first responders to educators. Overwhelming workloads, chronic understaffing and unhealthy work environments are pervasive issues. In a recent mentoring session, I spoke with Ethan, a senior at Texas Christian University (Go, Frogs), preparing to join the tradition-rich Charlotte Fire Department. His passion for serving his community was evident. Yet, Ethan and other aspiring firefighters face significant hurdles: grueling shifts, physical and emotional strain, resource shortages and the ongoing demand for continuing education—all contributing factors to shortened careers and burnout.

The demands to recruit aspiring public servants like Ethan are immense. How do you sell long hours, limited resources and toxic workplace dynamics? Adam Grant wisely offers, “The most meaningful way to succeed is to help others succeed.” This intrinsic motivation underpins public service, even as external pressures threaten its endurance. Reflecting on my career, I realize my success was made possible by leaders prioritizing my growth and well-being, allowing me to thrive in the most challenging roles.

Recruitment, Training and the Turnover Trap

The burnout crisis not only pushes experienced professionals out of public service but also discourages new talent from entering the field. Recruitment efforts falter when prospective employees witness a culture where staff are overworked and undervalued. Meanwhile, strained training systems struggle to prepare recruits while compensating for the high churn rate caused by turnover (let alone a living wage DURING training). 

This cycle has widespread implications. Social workers grapple with unmanageable caseloads, public health officials operate under skeletal staffing and educators face growing enrollment demands with diminishing resources. Without emotional resilience and robust support systems, these critical roles become unsustainable, perpetuating a damaging cycle of attrition. Furthermore, the loss of institutional knowledge due to turnover exacerbates the challenge, leaving agencies less equipped to navigate complex issues. For instance, public health teams that lose seasoned professionals must rebuild expertise (bye-bye tacit knowledge) while managing ongoing crises, delaying effective responses and compounding stress for remaining staff.

Building Resilience and Retention

Public service has consistently attracted individuals driven by purpose over profit. However, purpose alone is insufficient to sustain a workforce facing relentless challenges. Agencies must reject outdated practices and prioritize resilience and retention by implementing comprehensive support structures. Transparency is a critical first step: recruits must be presented honestly with the challenges and rewards they can expect.

For Ethan, this meant acknowledging the realities—the grueling shifts and emotional toll—while highlighting the profound rewards: saving lives, building trust within the community and working within a cohesive team united by a purpose. As leaders, we play a pivotal role in fostering environments that cultivate mental and emotional resilience. This includes establishing support mechanisms, mentorship opportunities and clear pathways for professional development.

Successful examples include structured mentoring programs like those implemented in some public health agencies, where senior professionals guide new hires through their first years, reducing burnout and improving retention through effective knowledge transfer mentoring. As Adam Grant reminds us, “Good leaders make you feel safe. Great leaders make you feel inspired.” Public service leaders must embody both qualities to reignite motivation and address burnout effectively.

Inspiring the Next Generation (Our Call to Action)

Addressing burnout and turnover is not just about preserving the current workforce and inspiring the next generation to embrace the call to serve. Agencies must balance realism and inspiration and extol the profound impact of public service while equipping individuals with the tools and support they need to succeed before, during and throughout their career journey.

The future of public service hinges on confronting burnout and turnover with urgency and innovation. Adam Grant states, “Resilience is not about bouncing back. It’s about bouncing forward.” Tackling these challenges requires systemic changes that prioritize employee well-being, foster resilience and reignite the intrinsic motivation that drives public service. To those stepping into these roles: rise to the challenge. Set aside distractions and doubts and focus on the transformative power of your service. Public service needs you at your best. Our charge is clear for those of us already in the field: provide a foundation for a rich, rewarding and meaningful career for the next generation.

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Author: Dr. Skip Powers is an accomplished author, lecturer, and Senior Advisor in the federal sector, with a seasoned perspective and distinctive style. Dr. Powers brings a wealth of experience across several domains, including organizational development, leadership, emergency management, cybersecurity and grants management. His unfiltered commentary cuts through the complexity, providing clarity and depth on even the most challenging topics. Skip can be reached at [email protected]

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