Addressing Trauma In The Workplace
- Brainz Magazine
- Aug 1, 2023
- 5 min read
Updated: Mar 10
Written by: Zane Landin, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
It is important to focus on improving psychological safety in the workplace. Creating a more psychologically safe organization increases their sense of belonging and courage to address trauma in the workplace.
Psychological trauma in the workplace occurs within various work environments and dynamics. Trauma is going through a stressful or distressing event that can hinder your work and leave you feeling burnt out, ashamed, isolated, and hopeless. It can happen to anyone at any moment, inside or outside of work.
It can be a one-time or ongoing event through experiencing abuse, being directly and indirectly harmed, and being distressed in a toxic atmosphere. There are many forms of trauma, like collective (trauma affecting an entire group or community) and vicarious (witnessing traumatic events happen to someone else). Unaddressed trauma can impede someone's ability to perform well in their role, challenge interpersonal relationships, decrease their sense of belonging to the organization, and decrease their joy in the work they used to have.
The USA Bureau of Labor Statistics reports the occurrence of over 5000 workplace fatalities annually and, in 2008, noted workplace suicides rose 28% over the previous year. The workplace has evolved from COVID-19, a traumatic event that shocked and grieved the world. Because of how much the world has shifted, trauma awareness and care need to be implemented more at the organizational level.
Sending the message
Ongoing and transparent communication is vital to address workplace trauma.
Suppose this is something that happened in an organizational setting. In that case, leadership must take the lead in acknowledging what happened. Executive and internal communications are essential for this capacity because sometimes, it is about managing a crisis that impacts staff members. Your staff deserves to feel safe and validated in what they are experiencing. Leadership can no longer function by only addressing; there needs to be some level of commitment and action in their communications.
Addressing trauma can be complex because you might fear offending someone, not knowing what to do at that moment, and some even strictly keeping personal matters at home rather than bringing them to the workplace. These are all valid concerns about not addressing trauma. Still, it isn't fair for employees who don't feel psychologically safe where they work. Psychological safety is the belief that you won't be criticized or ridiculed for asking questions, suggesting ideas, or bringing up concerns. How can they ever feel emotionally or psychologically safe if uncomfortable bringing up an idea? This imbalance is also why the workplace needs to be diverse, so leadership, managers, and employees can provide several perspectives and challenge the status quo of past decisions.
Move beyond acknowledgment
Employers need to move beyond acknowledgment and start taking action.
Moving beyond acknowledgment and creating a safe environment for staff to address their feelings is critical. Managers should transparently communicate with their employees about the existing resources so they know how to manage their trauma if needed. Suppose your strategic plan doesn't include anything on mental health, wellness, or trauma. In that case, this is an opportunity to begin discussing and crafting new policies to reflect a healthier workplace, with direct feedback from employees.
When you deliberately create a space where employees can start recognizing their trauma, this can ease their pain; there is a chance they will recover from other traumatic events; it promotes vulnerability, strengthens team relationships, and helps them consider seeking professional mental health care if needed. This will contribute to higher retention, satisfaction, and increased employee branding.
These conversations must be considerate, respectful and should not interfere with someone's role. Provide an invitation to have a courageous conversation rather than pressuring someone to talk about their trauma. And most importantly, come from a place of genuine curiosity and ask thoughtful questions that consider someone's mental safety. You don't need to understand what they have gone through entirely, but you can actively listen and provide affirming support.
Setting boundaries
There is nothing wrong with setting boundaries in the workplace.
Employees can sometimes have difficulty setting boundaries from the fear of judgment and imperfection. There is nothing wrong with employees setting boundaries based on their emotional capacity. Some people are uncomfortable bringing up the trauma they have experienced, and this agency needs to be encouraged. Give employees the choice and freedom to decide.
You also can set boundaries from "trauma dumping." Trauma dumping is when someone, without an invitation, unloads the traumatic events that happened to them on others. You can start a conversation with someone, but you can indicate what you are comfortable with hearing. Understanding trauma can be a slow process, so build their comfort incrementally—start by providing regular check-ins, discussing topics outside of work, and showing appreciation for their work, even for simple tasks, to make them feel valued and respected. Learn more about mental health awareness from this article in Brainz Magazine.
Be proactive
You cannot wait for things to change. It is time to be proactive.
Don't wait to address trauma. If you do, this could result in a lack of diversity, psychological safety, and low retention. Taking the proper steps will help reduce employees reporting a decreased sense of belonging and being able to bring themselves to their work.
Does your workplace offer training on identifying early signs of workplace trauma and what to do when you experience it?
Are managers trained to create a safe, productive space for their employees?
Does your organization offer flexible remote and hybrid options for staff? Can any employee change their workplace preference if circumstances change?
Do your employees know about the benefits and resources offered to them? It is essential in your messaging to always remind staff of the resources and where exactly to find them. The content and location must be accessible and easily discovered. If staff desire more or different resources, leadership should consider what they can do to provide and accommodate their workers. Sometimes, it is best to bring an outside consultant, trainer, or on-site psychologist to support staff members.
Are you constantly monitoring workplace satisfaction from employees? It is easier to directly tackle the issues if you are monitoring how employee feedback.
Cultivating a healthier workplace
Unfortunately, many people experience trauma, whether discrimination, relationships, grief, or anything else. The workplace is obligated to support its employees and make them feel psychotically safe enough to address topics like equity, discrimination, and even trauma. Taking the steps necessary to create a trauma-informed workplace will benefit everyone and transform the organization into a more empathetic and compassionate one.
Zane Landin, Executive Contributor Brainz Magazine
Zane Landin recently graduated from Cal Poly Pomona with a Bachelor of Science in Communication and Public Relations. He lives in Washington, D.C., working at the National Geographic Society as an Internal Communications Specialist. He is a dynamic, award-winning speaker and poet, writer, entrepreneur, and champion for mental health, disability, and DEIA in all areas of life. He has spoken at places like the White House and MTV for the first-ever Mental Health Youth Action Forum, the Substance Abuse and Mental Health Services Administration at a youth mental health panel, and on a local television appearance that aired on over 90 television stations nationwide.
