[Originally published in the July/August 2026 issue of PSC magazine]
Emotional intelligence and soft skills shape how telecommunicators perform, cope and serve under pressure.
By Shannon Holbert
When the tones drop and the headset clicks on, a public safety telecommunicator’s focus sharpens. Within seconds, they navigate urgency, emotion and precision — comforting a panicked caller, coordinating with responders and documenting every word that may later matter in court or a command review. In that high-stakes moment, technical skills and quick thinking are essential. But just as vital, and often overlooked, is the ability to manage emotions and stay grounded, empathetic and factually clear under pressure.
In today’s emergency communications centers (ECCs), emotional intelligence (EQ) and soft skills are no longer optional attributes. They are professional necessities that can shape the tone of an entire shift, the outcome of an incident and the health of a team over time. Yet, while telecommunicators are extensively trained in systems, codes and protocols, the interpersonal and emotional dimensions of the job often receive far less structured development.
Psychologist Daniel Goleman, author of the 1995 book “Emotional Intelligence: Why It Can Matter More Than IQ,” defines EQ as the ability to recognize, understand and manage one’s own emotions while effectively responding to others’ emotions.1 It includes self-awareness, self-regulation, empathy, motivation and social skills — the foundation of sound communication and professional composure. EQ often determines how effectively a telecommunicator handles calls that test every ounce of patience and resilience. It is what allows them to remain compassionate without being consumed, steady without being detached and clear-minded even as adrenaline surges.
Soft skills, on the other hand, are the human tools that bring EQ to life: active listening, adaptability, teamwork, patience, empathy, communication and self-control. In emergency communications, these skills are at the heart of every interaction — whether with the public, the field or each other. Consider the caller in crisis, crying as she cannot remember her location. A calm, empathetic tone paired with precise questioning may determine how quicklyresponders arrive. Or the field unit that radios in, exhausted and frustrated from a dangerous scene. The telecommunicator’s measured voice and respectful communication can help steady the response and maintain operational trust. Within the center itself, soft skills shape morale — how teammates support one another between calls, share workload and de-escalate tension during long, high-volume shifts.
Research by the Natural Hazards Research Forum (2024) has shown that emotionally intelligent teams demonstrate greater trust, fewer communication breakdowns and stronger decision-making under stress.2 Training in these areas can include roleplay scenarios, guided reflection and peer feedback designed to help telecommunicators manage emotions in real time rather than after the fact. Something as simple as incorporating debriefs into shift changes or encouraging mindful breathing between calls can reinforce composure and reduce longterm burnout.
At the same time, EQ does not mean emotional indulgence. In a field where accuracy is paramount, telecommunicators must strike a balance between empathy and objectivity. The ability to regulate emotions ensures that feelings never interfere with the factual, impartial documentation on which public safety depends. Every CAD note, narrative entry and log entry must remain clear, concise and bias-free — even when the call was chaotic or deeply emotional. The professionalism of the ECC is reflected in those records. Emotional regulation allows telecommunicators to process their feelings, pause before typing and ensure that the documentation stands as an objective account of the incident rather than a reflection of its intensity. Several studies have shown that telecommunicators face elevated risks of anxiety, burnout and post-traumatic stress due to cumulative exposure to trauma.3,4 EQ-based instruction and stress-management training can help mitigate these effects by teaching emotional regulation, empathy without over-identification and constructive communication. Regular resilience refreshers, peer check-ins and wellness workshops all reinforce that emotional well-being is a professional competency that requires ongoing practice.
Although there is no question that this career requires thick skin and grit, the industry must ask itself a deeper question: Are we selling ourselves short by not creating space for emotionally diverse employees? Some telecommunicators are highly empathetic or deeply intuitive. With the right training, these traits become assets, not liabilities. Empaths often excel in reading tone, calming callers and building connection. Emotional diversity, when respected and supported, can enrich team dynamics and improve service quality. Leaders who demonstrate empathy, transparency and EQ set a tone of psychological safety that encourages staff to speak up, collaborate and grow.
Technology can also help normalize emotional regulation in the ECC. The Annals of Emergency Dispatch & Response (2017) highlighted the importance of structured stress management and micro-breaks in reducing fatigue among telecommunicators. 5 Small interventions such as breathing or mindfulness apps — like Calm, Headspace or simple built-in timers — integrated into telecommunicator consoles allow employees to take short resets without leaving the console. A one-minute breathing exercise between stressful calls can help restore focus and reduce the physiological effects of stress. Even small reminders to stretch, hydrate or take a break from screen glare can have measurable benefits for long-term well-being. Self-care will always begin with individual accountability, but agency culture can make it more achievable. Federal guidance from the Substance Abuse and Mental Health Services Administration (SAMHSA) encourages agencies to provide peer-support programs, employee assistance resources and mental-health awareness training to help first responders manage stress effectively. 6 This guidance often applies to public safety telecommunicators as more states formally recognize telecommunicators as first responders.
Telecommunicators need permission to breathe, not because they are weak, but because their work demands sustained strength. When training emphasizes that wellness is integral to professionalism, employees begin to view self-regulation as part of their duty, not a sign of weakness. EQ also improves how teams collectively respond to stress. When peers can recognize tension in one another and offer constructive support — a moment to regroup or a shared word of encouragement — they build a culture of care that strengthens operational reliability. A well-supported team is a resilient one.
The future of emergency communications will always include advancing technology, faster systems and smarter data. But it should also include a renewed commitment to the human side of the profession — to building telecommunicators who are both technically proficient and emotionally intelligent.
As we invest in CAD upgrades and radio enhancements, let us also upgrade our training priorities. EQ and soft-skill development should be built into every phase of a telecommunicator’s career — from onboarding to supervision to leadership. These competencies are not extras or optional wellness add-ons. They are operational skills that safeguard accuracy, strengthen teamwork and preserve the mental health of those who hold the line every day. The next evolution of the ECC will not just be faster or smarter — it will be more human.
Shannon Holbert, MBA, is an Emergency Call Taker and Chief Technology Officer for the Illinois State Toll Highway Authority in Chicago.
REFERENCES:
1 Daniel Goleman. (1995). Emotional Intelligence: Why It Can Matter More Than IQ. Bantam Books.
2 Natural Hazards Research Forum (2024). Emotional Intelligence in Disaster Management.
3 Golding, S. E., et al. (2017). Exploring the Psychological Health of Emergency Dispatch Centre Operatives: A Systematic Review and Narrative Synthesis. PeerJ.
4 Smith, E. C., Burkle, F. M., and Holman, P. B. (2019). Exploring the Physical and Mental Health Challenges Associated with Emergency Service Call-Taking and Dispatching. Prehospital and Disaster Medicine.
5 Annals of Emergency Dispatch & Response. (2017). Stress Management: Stress and the 9-1-1 Dispatcher.
6 U.S. Department of Health and Human Services, Substance Abuse and Mental Health Services Administration (2023). First Responders: Behavioral Health Resources.
