By Courtney Desilet
“You’re a hero.”
For child sexual exploitation investigators and other child-serving professionals, it’s one of the highest compliments. It’s often spoken in response to a singular act — an arrest, a child being recovered and safeguarded, or a guilty conviction. But do we really understand what makes them heroes? Or the cost of the work that earns them that title?
Professionals in this field — investigators, analysts, child-serving professionals, advocates, prosecutors — are on the frontlines of one of the most devastating crimes imaginable. They dedicate their careers to protecting children and holding sexual predators accountable. This work is not just admirable but essential. It is also one of the most emotionally, mentally and physically taxing roles in public service.
Each day, these professionals show up knowing they will face some of humanity’s darkest realities. Still, they show up, because it is not just a job. It is a mission.
“You’re a badass.” But am I?
Recently, someone told me, “You’re a badass.” I smiled and accepted the compliment, but inside I asked myself: Am I?
What that person saw on the outside didn’t reflect the internal battles I was fighting — feelings of inadequacy, self-doubt and the haunting sense that I wasn’t doing enough. At the same time, I knew I was burned out and giving everything I had to give.
As leaders in this field, we learn how to stand strong. We learn not to let the people we’re there to support, and the team we’re responsible for leading, see us on a bad day. We show up. We carry the burden and humbly accept the praise — all while quietly crumbling on the inside.
The weight of vicarious trauma
The fight to combat child sexual exploitation is deeply meaningful. But it is profoundly heavy, and the weight doesn’t lighten over time — it accumulates. The psychological strain is not theoretical; it is measurable and systemic. Professionals in this field face vicarious trauma nearly every day — repeatedly being exposed to child sexual abuse imagery, egregious chat logs where predators prey on children, listening to child victims disclose their abuse and other evidence most people never have to imagine.
While these professionals may not witness the trauma firsthand, their empathy — the very trait that makes them good at their work — also leaves them vulnerable to internalizing the pain they encounter.
This shows up as chronic stress, compassion fatigue, burnout, anxiety and post-traumatic stress disorder (PTSD). In 2015, 600 professionals serving on Internet Crimes Against Children Task Forces in the United States disclosed the impact the work had on their home lives. Many expressed difficulties with emotional and physical intimacy with their partners and reported a lack of closeness with their children. This is not surprising given that divorce rates among law enforcement range between 60 and 75%, significantly above the national average. [1-3]
Additional research specific to law enforcement highlights ineffective and harmful coping strategies, such as substance misuse, and high rates of suicidal ideation. [4-6] Whether it is the inability to tune back into family life or reliance on substances to numb the pain, the consequences of vicarious trauma to our heroes are profound.
The volume of cases is rising. The egregiousness of the content is intensifying, with sadistic online exploitative groups enticing children to self-harm, and children feeling so hopeless that some have taken their own lives. The expectations placed on frontline investigators, analysts and support staff are unrealistic.
Presently, there is a disturbing and growing trend in this field: we are seeing more resignations than new hires in a given year. That turnover isn’t just a staffing issue. It’s a symptom. And the cost is real — emotionally, operationally and morally.
Tech is not enough; we must invest in people
Technology is a force multiplier and increasingly seen as a solution in the fight against child sexual exploitation. Innovations such as AI tools, machine learning and automated reporting systems are crucial. However, technology alone is not the solution.
Behind every case is a human being — reviewing and analyzing evidence, interviewing child victims and suspects, testifying in court and countless other responsibilities technology cannot do. While millions of dollars are invested in technology enhancements, the mental health of those doing the work is too often treated as an afterthought, or worse, a personal responsibility rather than an organizational priority.
But our people are just as worthy of investment. Not just in continued education or professional development — though those matter too — but in their mental and physical well-being. Their capacity to show up, day after day, and continue this incredibly difficult and essential work with empathy is grounded in wellness programs.
Wellness is a culture
Wellness cannot be a checkbox or reduced to an EAP brochure, the occasional seminar or a periodic wellness session. For wellness programs to be effective, they must be fostered through organizational culture, policy and leadership priorities.
This means creating psychological safety where staff are encouraged to take breaks, ask for help and access mental health services without guilt, shame or fear of judgment. Leaders must respect the practices and strategies that mental health professionals recommend, helping staff compartmentalize their exposures to reduce the impact of vicarious trauma.
Leadership must model behaviors that acknowledge the emotional toll of caring and actively promote a culture where care and support are equally valued.
One of the heaviest burdens these heroes carry is the unknown: What’s coming next? How bad will it be? Will my team still be here next month? How much longer can I do this?
If we mean “take care of yourself,” let’s prove it
We often tell professionals in this field, “Take care of yourself.” But do we mean it? Do we give them the time, space, support and structure to actually do it?
They are heroes, yes — but also human. They need to remain empathetic humans in order to continue this critical work, protecting innocent children and pursuing justice for the most vulnerable.
Taking care of themselves is multifaceted:
- Autonomy over exposure: They must have control over when they are viewing CSAM and how much they view in a given day. Quotas that require large volumes of CSAM review prioritize productivity over well-being and risk desensitizing professionals to imagery that is far from normal. In some cases, desensitization has even contributed to professionals themselves becoming offenders.
- Best practice guidelines: Leaders should discourage personnel from viewing CSAM within the first 30 minutes and the last 30 minutes of the workday.
- Mental health days: Agencies should offer mental health days that allow professionals to refill their “cup of empathy” without requiring them to use PTO meant for vacations or personal time. Public servants already give and sacrifice for their communities; they need opportunities to step away from the work and practice self-care.
- Respect for self-care: Self-care looks different for everyone, and it is not a leader’s place to ask why or discourage when a direct report requests a mental health day.
- Physical outlets: Allowing professionals to use the last 45 minutes of their workday to exercise has proven effective in alleviating stress and separating the secondary trauma of the job from home life. This enables them to be more present at home as a spouse, partner or parent.
- Acknowledging brain function: At the executive leadership level, it is essential to understand that the human brain does not operate like a light switch. Challenges at work and at home inevitably bleed into one another.
Why is this acknowledgement important? Because effective wellness programs allow personnel to discuss, in confidence with mental health professionals, how their work and personal lives interfere with one another.
Insurance coverage provided to employees often fails to recognize the burden these heroes carry, and it may not be financially possible for many to access the mental health care they need. Finding professionals who understand the uniqueness of this work is difficult, and many operate private practices that do not accept insurance. We have subject matter experts working for nonprofit organizations committed to combating this epidemic who cannot afford the very care they need to stay well and remain in the fight.
Yes, executive leadership has a responsibility to the business side of the work, but they also have a responsibility to the heroes keeping operations running. Effective wellness programs and positive morale have been proven to keep the right professionals in the fight without the adverse effects of vicarious trauma.
Ask your people what matters to them and what helps them stay in the fight. Every leader has a responsibility to advocate for their people’s needs.
Investing in wellness is not optional or extra. It is essential.
References
- Bourke ML, Craun SW, Coulson F\N. (2015). The impact of Internet Crimes Against Children work on relationships with families and friends: An exploratory study. Journal of Family Violence, 30(8), 927–938.
- Police Executive Research Forum. (2021). Responding to the mental health needs of law enforcement officers.
- Violanti JM. (2014). Dying for the job: Police work exposure and health. Springfield, IL: Charles C Thomas.
- Ballenger JF, Best SR, Metzler TJ, et al. (2011). Patterns and predictors of alcohol use in urban police officers. The American Journal on Addictions, 20(1), 21–29.
- International Association of Chiefs of Police. (2019). Officer safety and wellness survey results.
- Violanti JM, et al. (2018). Police and alcohol use. American Journal of Criminal Justice, 43(3), 361–378.
- Frontiers in Psychiatry. (2022). Practices and policies around wellness: Insights from the Internet Crimes Against Children Task Force Network. Frontiers in Psychiatry, 13.
About the author
Courtney Desilet is a nationally recognized expert in child sexual exploitation investigations, with nearly 20 years of combined law enforcement, non-profit and leadership experience. She currently serves as Personnel Supervisor and Project Manager at a national non-profit combating online child sexual exploitation. Known for her strategic vision, she has led initiatives addressing emerging threats driven by financial gain and organized offender networks, while fostering collaboration among professionals supporting child victims.
Previously, Desilet served as a sworn investigator with the Connecticut Internet Crimes Against Children Task Force, a DEA Case-Specific Task Force Officer, and a certified police instructor specializing in victim-centered investigations of child exploitation and human trafficking. She has developed national training curricula, presented at the National Crimes Against Children Conference, and advised multidisciplinary teams on enhancing victim recovery efforts, fostering intentional engagement, and ensuring offender accountability.
A dedicated advocate for officer wellness, Desilet integrates trauma-informed practices into investigative environments to safeguard both victims and the professionals who serve them. She holds a B.S. in Public Safety Administration and a Certificate in Victim Advocacy, graduating summa cum laude. Her leadership and service have earned her numerous honors, including 2024 Manager of the Year.
