Sep 3, 2026 · 37 min · 11 segments
Adam Davis shares his remarkable journey, beginning with his experience as a police officer and the challenges he faced. After battling alcoholism and reaching a low point in his life, Adam found…
Well, you know, I like to think that we've come a long way since I started, which, you know, I just retired in May.
29 years on, and I'd like to think that we've come a long way in the mental wellness space, taking care of each other.
And one day I think we have, and then the next day I think we haven't gained any ground.
But I do think we're getting to a place where it's becoming okay to say, hey, something's not right.
And this podcast, we get a lot of chiefs that follow us, and we get a lot of folks who are aspiring to be chiefs.
And for those that are listening at the chief level, what might be some of those indicators or things that you would tell a chief, hey, these are what you need to be doing in your organization.
And then taking maybe one step down, because I've always said the chief, depending upon the size of the agency, the chief may or may not know his people on an intimate level, right? I mean, if you're a department of 100 plus people, there's a good chance your chief doesn't know what's going on in the personal life of that guy working third shift, sitting in that patrol car, much like yourself.
What do chiefs need to know? What would you want chiefs to know about you sitting in that patrol car? And then maybe we'll break it down and we'll get down to the first line supervisor.
Well, what I'm about to say, I say from experience, having been on the road for the past 11 years speaking for agencies from NYPD, LA County Sheriff's Department, literally all over the country and mostly in Ohio.
But having experienced it and seen it from a national perspective, here's what I can tell you.
The ones that do it wrong are the ones that hold some sort of, and I hate to use the term, but it is what it is, wellness or resilience training because it sounds so woo-woo.
We could label it leadership and cover it all under that because it is leadership.
But the ones that do it wrong are the ones that wait until something bad happens, and then they do it just to check the boxes and say, look, we did it.
Well, you know, I like to think that we've come a long way since I started, which, you know, I just retired in May.
29 years on, and I'd like to think that we've come a long way in the mental wellness space, taking care of each other.
And one day I think we have, and then the next day I think we haven't gained any ground.
But I do think we're getting to a place where it's becoming okay to say, hey, something's not right.
And this podcast, we get a lot of chiefs that follow us, and we get a lot of folks who are aspiring to be chiefs.
And for those that are listening at the chief level, what might be some of those indicators or things that you would tell a chief, hey, these are what you need to be doing in your organization.
And then taking maybe one step down, because I've always said the chief, depending upon the size of the agency, the chief may or may not know his people on an intimate level, right? I mean, if you're a department of 100 plus people, there's a good chance your chief doesn't know what's going on in the personal life of that guy working third shift, sitting in that patrol car, much like yourself.
What do chiefs need to know? What would you want chiefs to know about you sitting in that patrol car? And then maybe we'll break it down and we'll get down to the first line supervisor.
Well, what I'm about to say, I say from experience, having been on the road for the past 11 years speaking for agencies from NYPD, LA County Sheriff's Department, literally all over the country and mostly in Ohio.
But having experienced it and seen it from a national perspective, here's what I can tell you.
The ones that do it wrong are the ones that hold some sort of, and I hate to use the term, but it is what it is, wellness or resilience training because it sounds so woo-woo.
We could label it leadership and cover it all under that because it is leadership.
But the ones that do it wrong are the ones that wait until something bad happens, and then they do it just to check the boxes and say, look, we did it.
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