Kasey Young, ENP

I attribute my success to resilience, purpose, and an unwavering belief in people. I have never had a perfectly mapped-out path, and I have not always had unanimous support. What I have had is a willingness to keep learning, step forward before I feel completely ready, and remain committed to what I believe is possible even when the path is difficult. I had GRIT.

I also recognize that no success is achieved alone. I have been shaped by the people who believed in me, the mentors who challenged me, the colleagues who stood beside me, and the employees who trusted me to lead. Just as importantly, I have learned from the resistance, setbacks, and moments when I was underestimated. Those experiences strengthened my voice, clarified my purpose, and taught me that adversity can become a catalyst for meaningful change.

Ultimately, I attribute my success to staying grounded in the people behind the work. Titles and recognition may mark progress, but I measure success by the people who grow, the barriers we remove, and the lasting impact we create together.

Move with intention, not urgency. You do not have to accomplish everything at once, and trying to move too far, too fast will eventually lead to burnout. Give yourself permission to grow at a sustainable pace and never be afraid to recalibrate.

A roadblock does not mean the journey is over. It may simply mean it is time to reassess, rechart the course, and find another way forward. Some of the most important growth happens when the original plan no longer works.

I also believe leadership exists at every level. You do not need a title or promotion to make a difference. Whatever your role, you can influence others, contribute to the culture, and help move an organization forward. That is why I believe in developing people from the moment they join the team. We immerse them in our culture before we ever teach them the technical aspects of the job, because people should understand that they belong, that their contribution matters, and that we see their potential from day one.

Take the next meaningful step, remain open to changing course, and never underestimate your ability to lead from exactly where you are. You do not need to be 100% ready, you need to start taking steps forward.

I would tell young women entering this industry to be persistent, be bold, and trust the value of their own voices. Do not wait until you feel completely ready or until someone gives you permission to contribute. Speak up, share your ideas, and be willing to take action even when an idea feels unconventional or a little ambitious. Often, it is the idea outside the traditional way of thinking that creates the greatest progress.

There may be moments when you are underestimated, overlooked, or told that something cannot be done. Do not allow those moments to define your potential. Let them strengthen your resolve. Ask questions, seek out mentors, continue developing your skills, and be willing to create opportunities when the opportunity you want does not yet exist.

Most importantly, do not shrink yourself to make others comfortable. Stand firmly in who you are, make your voice heard, and never give up on the impact you know you are capable of making.

Do not stop.

Keep Elevating. Elevate at Every Level.

One of the greatest challenges facing the 9-1-1 industry is the nationwide staffing crisis, with some emergency communication centers reporting vacancy rates as high as 80%. Although compensation and benefits remain important, research and employee feedback consistently show that retention is also deeply influenced by leadership, workplace culture, and whether employees feel valued, supported, and recognized.

The demands placed on 9-1-1 professionals are extraordinary. They work in high-stress environments, manage increasingly advanced technology, and respond to a growing volume and complexity of calls. They may guide someone through the worst moment of their life, disconnect, and immediately answer another call requiring an entirely different emotional and operational response. That level of constant transition requires tremendous skill, focus, and resilience.

We cannot solve the staffing crisis through recruitment alone. We must also create workplaces where people want to stay. That means investing in leadership at every level, supporting employee wellness, providing meaningful opportunities for growth, and ensuring the people behind the headset understand how deeply their work matters. If we want resilient employees, we must build organizations capable of supporting them.

The values at the center of my leadership are empowerment, empathy, trust, and a genuine commitment to putting people first. Leadership is not about collecting credit or holding authority over others. It is about giving back to your team, advocating for what they need, recognizing their contributions, and including them in the decisions that affect their work.

I believe people are inherently capable and want to do well. When they are given trust, clarity, support, and the opportunity to contribute, they will often exceed what is expected of them. That is why I choose to re-engineer the script on trust. When someone joins my team, they do not have to earn my trust from the ground up. They begin with it.

Trust does not eliminate accountability; it creates the foundation for it. When people know they are trusted and valued, they are more willing to take ownership, share ideas, learn from mistakes, and grow into their potential. My responsibility as a leader is to create the environment where that can happen. We can share ideas, admit mistakes, recalibrate and "flip the script" on culture in the communications center.