Suicide remains one of the leading causes of death among public safety professionals, surpassing line-of-duty deaths in many agencies and nationwide. Despite this sobering reality, persistent myths and misinformation continue to stymie meaningful intervention and support. In a powerful Lexipol webinar, “Breaking the Silence — Debunking Myths About Suicide in Public Safety,” three experts come together to dispel common misconceptions, share hard truths, and offer practical steps to prevent suicide among first responders.
The panel features Dr. Jaime Brower, Lexipol’s vice president of peer support and clinician training, Chief (Ret.) Mike Ranalli, Lexipol’s market development manager, and Battalion Chief (Ret.) Bruce Bjorge, director at First Arriving. Their discussion blends clinical insight with personal and professional experience to shift the conversation from stigma and silence to understanding and action.
Sometimes the signs don’t scream; they whisper
Prevention: Knowing What to Look For
Addressing the number one misconception about suicide — whether it’s preventable— the panelists emphasize the importance of watching for and recognizing the red flags that may indicate emotional and psychological distress. According to Dr. Brower, “What research actually shows us is that about 70% to 80% of individuals who die by suicide do exhibit some form of warning sign.” These signs might include self-isolation, increased substance use or subtle statements expressing hopelessness.
However, she points out these cues often go unnoticed. “Sometimes the signs don’t scream; they whisper,” Brower says. In public safety, where stoicism is often deeply ingrained in agency culture, many responders become skilled at masking their pain. That’s why Bjorge encourages leaders to normalize regular check-ins and not overlook or discount changes in behavior, “This topic is really public safety agnostic,” he says. “We give a lot of lip service to ‘having each other’s backs,’ but this is where we really need to lean in.”
Suicide as a Neurological Crisis
Another pervasive and damaging myth is that suicide stems from personal weakness or poor character. Dr. Brower dismantles this view by explaining the neurological reality of suicidal ideation.
“When someone is in a suicidal state,” she explains, “their brain isn’t functioning the way it normally would. We are literally talking about a temporary, treatable malfunction in the brain’s ability to regulate pain, emotion and decision-making.” Stress and trauma can alter brain chemistry, especially when compounded by sleep deprivation, poor nutrition and substance use — common conditions in public safety work.
She describes the physiological breakdown in detail: “The prefrontal cortex becomes underactive … the amygdala becomes hyperactive … cortisol levels are elevated, serotonin levels are completely depleted.” In this hijacked state, a person’s sense of logic is overwhelmed, and despair takes over. Sadly, this can lead people to believe suicide is the best or only option.
Suicide Doesn’t Discriminate by Rank
Another myth thoroughly debunked by the panel is that high-ranking public safety leaders are somehow immune to the stress and trauma that can lead to suicidal thoughts. In fact, the opposite is often true.
“Chiefs and command staff are at higher risk for chronic isolation, stress and moral injury,” Dr. Brower says. Ranalli adds that this risk is compounded by the lack of safe outlets at the top: “Sometimes the trauma isn’t what happened — it’s how the agency treated you afterward.”
Executives often face immense pressure to appear infallible, but the personal cost can be devastating. That’s why the panel advocates for specialized peer support for command staff and a cultural shift that grants explicit permission to be vulnerable — regardless of rank.
The Hidden Risk of Retirement
While many first responders view retirement as the light at the end of the tunnel, the transition out of service in public safety can be surprisingly fraught.
“It’s actually the six months leading up to retirement that can be particularly difficult,” Dr. Brower notes. As their identity shifts, many responders feel disconnected and devalued. Drawing on his own person experience, Bjorge says, “Once we’re no longer stuffing more garbage in, things bubble back up. You have to re-learn how to feel.”
The panel urges agencies to include retirement transition planning in their wellness efforts. Staying connected through peer support or mentorship roles can make a critical difference.
Understanding the Mindset: Suicide as a Mercy
One pervasive (and misguided) perspective is that suicide is an act primarily rooted in selfishness. It may be difficult to understand, but many individuals contemplating suicide truly believe they are doing their loved ones a favor by opting out of life.
“Most people who die by suicide very genuinely believe that people would be better off without them,” Dr. Brower explains. This isn’t about selfishness, she says. Rather, it’s about distorted perceptions caused by a brain in crisis.
She connects this mindset to Dr. Thomas Joiner’s Interpersonal Theory of Suicide, which identifies three risk factors: thwarted belongingness, perceived burdensomeness and acquired capability. These are often present in public safety roles and highlight why personal connections and difficult conversations are critical to disrupting suicidal ideation.
Alcohol and Trauma: A Toxic Combination
The panel also addresses how alcohol misuse and trauma feed into each other in dangerous ways.
“Alcohol increases impulsivity … and when paired with trauma, it can bring that trauma back up every time you drink,” Dr. Brower warns. Even off-duty coping rituals like “choir practice” (slang for off-duty social gatherings of law enforcement personnel) can deepen the injury rather than resolve it.
She urges leaders to educate their teams on the physiological effects of alcohol and promote healthy alternatives for managing stress.
Culture Change Starts with Leadership
Changing the culture around suicide begins at the top. Public safety leaders have a responsibility to talk openly about mental health and normalize frank conversations about the challenges first responders face. They must also ensure their agencies have strong postvention plans in place.
“Postvention is not optional,” Dr. Brower says. “It is an act of leadership and ultimately an act that tells everyone how much they care.”
Failing to address the topic of mental health — especially when a colleague takes their own life — sends the wrong message. As Dr. Brower explains, “When an agency basically doesn’t acknowledge suicide, what they’re saying is, ‘You didn’t belong here,’ or ‘Your struggle may not matter.’” And messages like that only serve to perpetuate a culture of silence and stigma.
By speaking openly and building protocols to support both prevention and response, leaders create an environment where no one has to suffer in silence.
Small Actions, Big Impact
The webinar closes with a list of actionable takeaways, simple steps everyone in public safety can take to help reduce the incidence of suicide in their own agencies. These include strengthening relationships, learning to recognize warning signs, equipping peer support teams, normalizing mental health check-ins and implementing postvention protocols. But the most powerful tools are human connection and personal courage.
“The number one protective factor against suicide is relationships,” Dr. Brower emphasizes. “And you know what it costs? Nothing. It is literally just courage.”
Public safety professionals pride themselves on being strong, but real strength includes recognizing our own humanity. Trauma, pain and emotional struggle are not signs of weakness, but rather signs we have carried too much, often for too long. Being willing to talk about these experiences is not just helpful — it’s life-saving.
We must foster a culture where it’s OK (even expected) to ask for help. A culture where leaders model vulnerability, where support systems are embedded into agency structure, where no one has to suffer in silence. Because when we talk openly about trauma, we also open the door to healing.
For public safety leaders, the challenge is simple but not easy. Break the silence. Build connections. And lead the change your people need.
