Preston Cherouny, former Chief Operating Officer at St. John's Church, is drawing attention to how rising stress, constant distraction, and lack of reflection are affecting individuals and organizations across the Washington, D.C. area. Based on his experience in operations and community leadership, Cherouny says the issue is not abstract or national—it is playing out every day at the local level.
"Most people aren't struggling because they don't care," Cherouny says. "They're struggling because everything moves too fast, and no one gives themselves time to slow down and think." In the greater Washington, D.C. region, the effects of burnout and disengagement are becoming harder to ignore. More than 60% of D.C.-area workers report feeling mentally exhausted at the end of the workday, according to recent regional workforce surveys. The DMV region consistently ranks among the top five U.S. metro areas for work-related stress due to long commutes and high cost of living.
Nonprofit and community organizations in D.C. report volunteer retention rates nearly 15% lower than pre-2020 levels. Local employers report increased turnover in operations and administrative roles, positions that rely heavily on focus and continuity. Community groups note fewer people attending in-person meetings, even as digital communication increases. "These aren't just statistics," Cherouny says. "They show up in missed conversations, rushed decisions, and people quietly burning out."
Cherouny has spent years managing complex operations while supporting a large community. He believes the solution starts small. "Success isn't about speed," he says. "It's about clarity and consistency." He adds, "People don't expect you to know everything. They expect you to listen." Drawing on lessons from both work and life, Cherouny points to reflection as a practical tool. "When I slow down, I make better decisions. When I don't, mistakes follow," he says. "I've lived that."
Cherouny encourages residents to focus on actions within their immediate reach. His local action list includes taking a 10-minute walk without your phone in your neighborhood, writing down three priorities for the week by hand, having one face-to-face conversation without rushing it, and attending a local community, school, or faith-based event. Other steps include checking in with a colleague or neighbor, setting clear boundaries around work hours, supporting a local nonprofit with time or attention, spending one evening without screens after dinner, reflecting on recent mistakes, and choosing patience when frustration would be easier.
"These are small things," Cherouny says. "But small habits done consistently change how people feel and how communities function." Cherouny recommends starting close to home. Look to established local institutions such as community centers, libraries, schools, and faith organizations with long-standing neighborhood ties. Seek groups that prioritize in-person connection, transparency, and listening. When possible, ask neighbors or colleagues where they feel supported—word of mouth often points to the most reliable resources.
Cherouny urges residents not to wait for a bigger solution. "You don't have to fix everything," he says. "Just take one local step today. That's how confidence and connection come back." The importance of addressing this local crisis extends beyond individual wellbeing to the health of community organizations, workplace stability, and the social fabric of the region. With volunteer retention declining and workplace turnover increasing, the practical steps Cherouny outlines represent not just personal coping mechanisms but essential community maintenance strategies.
