Dr. Jenny Prohaska

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Overland Park, KS
Dr. Jenny Prohaska

-High Performance Psychologist- Creating an Anti-Fragile Workforce- Performance Under Pressure - Licensed Psychologist

01/27/2026

HIGH SELF-EFFICACY is one of the strongest predictors of long-term psychological stability.

It’s also one of the clearest predictors of performance under stress.

People with high self-efficacy see hard things in life but don’t jump to feeling helpless.
So they are more likely to engage, than to shut down.

People learn it by being put in situations where their decisions matter.
Where they can see cause → effect.

If you are in a leadership role, ask yourself:

✅ Am I building an environment where people learn they can influence outcomes?

🚫 Or an environment where they learn their actions don’t matter?

01/26/2026

Adaptation to change is more of a TREADMILL and less like a WAVE.

You gotta keep up or you're going to be thrown off the back.

If you told me even 5 years ago that I'd be making video content as part of my daily professional activities, I wouldn't have believed you.

If you told me that I'd have to spend hours and hours learning how to write about complex topics in concise ways to capture "content" so that people with ever shortened attention spans would listen, I wouldn't have believed you.

But here we are.
You adapt or you get thrown off the back.

01/21/2026

Calling it a generational problem may be too simple. It's a stress tolerance problem. That differentiation matters because of how you go about fixing it. Watch to see why your current "fixes" therefore probably aren't working. Tactical Longevity

01/20/2026

That thing already happened.
What you turn it into is still under your control.

If this hits close to home for your organization,
I help teams turn “what happened” into better performance when conditions tighten again.

Tactical Longevity

01/13/2026

One crisis used to follow another.
But now they just overlap.

We’ve had more “once-in-a-lifetime” events in the last few years than most people were supposed to see in an entire lifetime.

This means that the old model for handling each crisis as it comes no longer works.

There is no resetting time left anymore, which means instead you need to develop a philosophy of operating, not just jump from incident to incident with “coping skills”.

That’s the gap we train for.
Tactical Longevity

01/12/2026

You may only see what’s on screen, but we almost always have a secret guest tucked away right at our feet. 💚 Jax 💚

01/05/2026

So there was this really seemingly small moment back in November that I’ve been thinking about ever so often for a while now. This was when we were down in Beaufort, South Carolina teaching Tactical Longevity at Beaufort Police Department.

It was a totally organic and unplanned moment. And honestly it could’ve been missed entirely.
At some point during the week, my co-instructor mentioned, totally offhand, that he hadn’t been able to find his usual Celsius anywhere. If you know him, you know that’s kind of his thing. It wasn’t a complaint. Just a comment he made in passing.

Later that day, someone (and actually not just one but TWO officers) from the department had gone out and found one for him.

No announcement, no “look what we did”, it just showed up.

On the surface, that’s just a thoughtful gesture. But things like that don’t happen accidentally.
That comes from a culture where people are paying attention to each other, their guests (us), and I am also very confident - their community.

It’s a culture where someone hears something small and thinks, I can take care of that.
And that kind of hospitality doesn’t magically turn on when it’s self-serving, or when outsiders are watching. It’s practiced in their culture regularly, and it’s just a part of the norm of how people operate there every day.

You can feel it when you’re in a place like that, and they sure aren’t going to brag about themselves, so I will.

It was a small gesture, but told us a lot about the kind of culture they’ve built there.

Tactical Longevity Beaufort Police Department, Beaufort, SC Cummings Foundation for Behavioral Health

12/31/2025

“We have to teach that there is value in the struggle.”
But somewhere along the way, we taught a different lesson.

That if you’re struggling with anything…
confusion, self-doubt, discomfort, frustration…
That the answer is external support… usually in the form of “go to therapy”.

The unintended consequence?

We subsequently (and unintentionally) taught people that struggle itself is a problem to be fixed, not a cue to develop the ability to tolerate and work through it.

And the consequence is then that people never learn to hang on through their difficulties on their own. Which means they never had the opportunity to prove something to themselves:

I can do hard things without being rescued.

Because if you don’t believe you can struggle independently and come out the other side, you start looking externally for reassurance.
And reassurance isn’t the same as confidence.

This isn’t an argument against therapy.
It’s an argument against teaching people that every discomfort requires intervention.

When we de-value the struggle in itself, by rushing in with external resources and “support” all the time, we create people who never learn to trust themselves to get through difficult times.

Uncomfortable truth: you won’t always have someone to help you regulate, process, or reassure you.

At some point, it’s just you and the problem.

And if you were never taught that struggle has value, that moment feels unbearable instead of manageable.

12/29/2025

I’ve never been that interested in the holidays. (And this photo captures my holiday vibe)

Not because I’m apathetic.
But because I’m genuinely interested in other things.
A lot of the holiday rhythm feels forced to me.
The required enthusiasm, the pre-programmed and collectively agreed upon meaning, and the expectation to slow down in a very specific way.

That’s just not what feeds me.

So when I look disengaged like this, I’m usually not checked out.
I’m just barely participating, and yes that’s by choice.

𝐇𝐞𝐫𝐞'𝐬 𝐭𝐡𝐞 𝐩𝐨𝐢𝐧𝐭:
People move toward what aligns with what they value and are energized by that.
Always have. Nothing profound here.

For some people, a lot of downtime restores them.
For me, momentum does.

So, this isn’t apathy you’re seeing here. You’re just seeing low enthusiasm because it’s me not moving toward what I value because I have to be more compliant with the “norms” of the season/situation.

𝐀𝐧𝐝 𝐭𝐡𝐢𝐬 𝐬𝐡𝐨𝐰𝐬 𝐮𝐩 𝐚𝐭 𝐰𝐨𝐫𝐤 𝐭𝐡𝐞 𝐬𝐚𝐦𝐞 𝐰𝐚𝐲.
Most people aren’t apathetic about their jobs.
They’re disengaged from how the work matters to them.
A lot of times it’s because they are so removed from being able to see the impact of their work.
And sometimes it's because the connection between effort and meaning has been severed.

When values can’t be exercised, disengagement is a predictable outcome.

12/17/2025

This is one of the hardest truths for people who care about their work to accept.

Most of us were taught (explicitly or implicitly), that if something goes wrong and the outcome sucks, that there must have been something I could have controlled or done differently to affect the outcome.

Sometimes that’s true... but often it’s not.

You can do everything "right", to include:
✅ Preparing well
✅ Making great decisions
✅ Executing perfectly

…and still not get the result you wanted.

That doesn’t automatically mean the you failed. It means there may have been more factors that went into the outcome that you couldn’t control or predict.

Once you understand the importance of separating the process from the outcome, you can manage failure better and learn from it instead of getting stuck on what you or someone else did "wrong".

𝐓𝐫𝐲 𝐧𝐨𝐭 𝐭𝐨 𝐠𝐞𝐭 𝐨𝐮𝐭𝐜𝐨𝐦𝐞 𝐨𝐛𝐬𝐞𝐬𝐬𝐞𝐝.
Because when you do, you ultimately end up losing trust in yourself and your team.

12/11/2025

Fridays in the office always remind me of something:
You only see the final message.

What you don’t see are the hours that come before it. Like the dozens of reps, the rewrites, the do-overs, and the editing.

Or the discipline it takes to keep going when you’d rather do literally anything else.

Great team cultures are built the exact same way.

Not through one big initiative or one dramatic moment, but through the micro-reps repeated over time:
✅ One intentional action.
✅ One hard conversation.
✅ One standard held.
✅ One failure used (instead of ignored).

Those smaller repetitions are what shape a team culture that people want to be a part of when stuff gets really hard.

What’s your great team culture example?

12/09/2025

More people are entering the workforce with 𝐥𝐞𝐬𝐬 𝐩𝐬𝐲𝐜𝐡𝐨𝐥𝐨𝐠𝐢𝐜𝐚𝐥 𝐫𝐞𝐬𝐞𝐫𝐯𝐞 than previous generations 𝒘𝒉𝒊𝒍𝒆 the demands of the job continue to rise.

Recent national data shows higher rates of anxiety and depression, more reports of poor mental health, and a steady increase in stress-related symptoms year over year.

In other words: many people are already depleted before the workload even begins.

When a rising load meets a declining baseline, the outcome is seemingly predictable: slower recovery from stress, more errors, more irritability, and a workforce that feels overwhelmed far earlier in their careers than ever before.

But to be clear- this isn’t entirely an individual failure. And it’s also not simply a “system” failure either.

I firmly believe that it is the 𝐢𝐧𝐭𝐞𝐫𝐚𝐜𝐭𝐢𝐨𝐧 𝐛𝐞𝐭𝐰𝐞𝐞𝐧 𝐭𝐡𝐞 𝐭𝐰𝐨 that creates the gap.

You can’t reduce the demands of modern work enough to eliminate that gap. So, at some point, the baseline has to rise. Both individually and collectively.

𝐈’𝐦 𝐜𝐮𝐫𝐢𝐨𝐮𝐬 𝐡𝐨𝐰 𝐨𝐭𝐡𝐞𝐫𝐬 𝐚𝐫𝐞 𝐬𝐞𝐞𝐢𝐧𝐠 𝐭𝐡𝐢𝐬 𝐬𝐡𝐨𝐰 𝐮𝐩 𝐢𝐧 𝐭𝐡𝐞𝐢𝐫 𝐨𝐰𝐧 𝐟𝐢𝐞𝐥𝐝𝐬:
Where is the gap between rising demands and declining baseline capacity most obvious to you?

Address

Overland Park, KS

Telephone

+19136526668

Website

http://insightpublicsafety.com/, http://www.tacticallongevity.com/

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