I spent 17 years working as a forensic scientist, most of that time spent as a DNA analyst. The DNA analysts I worked with are strong, independent, hard-working achievers who entered the field of forensics because they are service-oriented professionals. What I learned during that time is this: there is a corrosive drip with each pressure experienced, each so tiny it may go unfelt, but those drips slowly fill a cup of stress unless we exert effort to empty it through healthy stress-management. Most of us had no idea that our cups were slowly overflowing because the focus was always on the mission.

When mental health is not actively supported in this type of environment, the consequences can be serious. Burnout can lead to decreased attention to detail, increased analytical errors, low staff morale leading to higher turnover rates and loss of experienced personnel. Absenteeism may be prevalent. Unchecked mental stress with a constant focus on metrics and deadlines can lead to moral injury, lack of psychological safety, and an eventual culture of isolation and silence where staff don’t feel safe expressing distress. This doesn’t simply affect an individual. It systemically corrodes teams and organizations.

A paradigm shift needs to be considered. It is no longer acceptable to allow staff to suffer mental injury in the workplace but expect them to recover on their own time. Management must demonstrate a genuine commitment to employee wellness; otherwise, staff will never feel empowered to prioritize their own mental health. They will push it down, and their stress cup will overflow. Leaders have the capacity to manage workload distribution, factor in recovery periods, set communication norms, and most importantly – model proper self-care in the workplace. By acknowledging the emotional demands of work and creating a culture of psychological safety, leadership can foster a healthier, sustainable, and more resilient workforce.