Media, Public Engagement, and Mental Health in Public Service
We believe in the value of public service. You are navigating an increasingly toxic media landscape, heightened public scrutiny, and growing concerns about safety—all while carrying out your duty to serve. The public discourse is more polarized than ever, and hostility toward public officials, including threats and harassment, is on the rise. These challenges make public engagement a more complex and sometimes even dangerous responsibility.
The Changing Landscape of Public Engagement
Public servants are expected to engage with an increasingly skeptical and, at times, hostile public. Misinformation spreads quickly, public trust in institutions is wavering, and politicians themselves are expressing deep concerns about their safety. The reality is that public engagement is no longer just about consultation—it is about navigating charged conversations, de-escalating conflicts, and ensuring that dialogue remains constructive rather than destructive.
If you are working on your situational awareness skills, you are probably keeping track of the social media accounts of the politicians you serve and their constituents. This information helps anticipate and advise when you are called to provide an opinion. However, the current digital environment can be draining, exposing public servants to a steady stream of toxic discourse.
It is also important to recognize that the general public—the very people you are engaging with—may be struggling with their own circumstances. The stress and uncertainty of recent years have left many feeling vulnerable and disillusioned, which can sometimes manifest in frustration or even hostility toward government officials. This means that in addition to scanning for political and media trends, public servants must also factor in the mental and emotional state of the people they engage with.
The Evolving Role of Public Servants
Traditionally, public servants in Westminster-style governments like Canada’s have been non-partisan career officials, serving governments of different political stripes. Their role was to remain largely anonymous, lending their expertise to elected governments while being accountable solely to their minister or council. However, this model is changing.
Citizen expectations are increasing, demands for direct public input in decision-making are rising, and governance now involves more non-governmental entities. There is a growing school of thought that today’s public servant must be an outward-focused manager who collaborates with non-government partners and promotes democracy by engaging directly with citizens. Some argue that public servants should no longer be free from public scrutiny and that part of their role is to engage regularly with stakeholders, the media, and other external groups.
This shift creates new challenges. The more public servants engage with external groups, the more their impartiality may be questioned. If drawn into public debates, they may find themselves subject to political criticism, even when acting within their mandate. This was evident during the COVID-19 pandemic when medical officers of health became household names. These officials—once largely unknown—were suddenly at the center of partisan criticism, conspiracy theories, and intense public scrutiny.
With these changes, public servants can no longer rely solely on their technical expertise to gain trust. They must also build relationships, communicate complex and controversial ideas in an authentic way, and manage conflict. These skills are now just as important as designing innovative programs, writing legislation and regulations, and delivering results.
Understanding Your Own Mental Health
As a survivor of depression, I know firsthand that the conversation around mental health in public service is not as open as it needs to be—though progress has been made. Public servants are uniquely positioned to lead the way in normalizing these conversations, both in the workplace and in public engagement. However, this work can take a toll.
It is important to monitor your own mental health and that of your team. Engaging with an increasingly polarized and, at times, hostile public can be mentally and emotionally exhausting. Recognizing when you need to step back, set boundaries, or seek support is crucial to sustaining your well-being.
When Your Mental Health is Strong
When your mental health is strong, you feel resilient and recover quickly from difficult encounters. You can recognize the signs of stress in yourself and others, and you take steps to maintain a healthy work-life balance. You understand how to manage public engagement without becoming personally affected by negativity, and you can support your team in doing the same.
As a leader, you are also responsible for creating an environment that guards against burnout. Public servants engaging with the media and the public are at risk of emotional exhaustion, particularly in today’s climate of heightened hostility. Factors such as unrealistic workloads, mission exposure risk for front-line staff, harassment, and poor workplace culture can all contribute to burnout.
When Your Mental Health is Not Strong
Mental health issues can manifest in various ways, including anxiety and depression. Anxiety can be described as a physiological feeling of unease or fear. It can produce a variety of counterproductive behaviours ranging from hypervigilance to disengagement. Public servants experiencing anxiety may find themselves constantly scanning for threats, over-preparing for interactions, or avoiding public engagement altogether.
Depression, on the other hand, can lead to difficulty concentrating, fatigue, irritability, or a sense of hopelessness. If you or a colleague are struggling with these issues, it is important to acknowledge them and seek support.
Mental health challenges are no more a sign of weakness than physical ones. Both can be life-threatening, and both need to be taken seriously.
Safety and Public Engagement
In addition to managing the emotional toll of public engagement, public servants must now also consider physical safety. The rising trend of threats against politicians and public officials is concerning. While politicians often have security protocols in place, many public servants are engaging with the public in forums that may not have the same level of protection. If you are working in roles that require frequent public interaction, you should assess safety considerations, including:
Personal safety protocols – Be aware of potential risks when attending public events or managing online interactions.
De-escalation training – Learn how to defuse tense situations when engaging with frustrated or angry members of the public.
Security in digital spaces – If your role requires social media monitoring or online engagement, ensure that you have the necessary support to manage toxic or abusive interactions.
Institutional support – Advocate for policies that prioritize the well-being and safety of public servants involved in public engagement.
Maintain a Network of Supporters
Creating and maintaining a network of supporters (a coach, mentor, confidante, colleagues, etc.) who can tell you when your behaviour seems out of the norm is critical. Given the growing hostility toward government officials, public servants need to lean on their networks more than ever.
If the pressures of public engagement are becoming overwhelming, consider speaking with your doctor, a mental health professional, or your workplace’s wellness team. Strategies such as counseling, exercise, mindfulness practices, and regular time away from high-pressure environments can all contribute to maintaining resilience.
Final Thoughts
The world of public engagement has changed, and public servants are facing more challenges than ever. Hostile media environments, polarized public discourse, and rising concerns about safety have added new dimensions to what was already difficult work. But public servants continue to show resilience, professionalism, and dedication.
As we navigate this new reality, we must acknowledge the toll it takes and take proactive steps to protect both our mental well-being and our physical safety. By building strong support networks, setting boundaries, and developing strategies for engaging effectively in difficult spaces, we can continue to serve the public while safeguarding ourselves and our teams.