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Summary
The fatigue and trauma from events of the past few years has affected many of us – not just personally, but also professionally, and at the organizational level as well. For the most part, the corporate world has recognized the impact these past years have had on employees and teams. However, many organizations have only recently become aware of the longer-term effects and are struggling to support their people as they work through the long tail of trauma.
Key Insights
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Trauma and burnout are interrelated but distinct concepts, where trauma can be psychological while burnout is often linked to occupational stress.
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Acknowledgment of someone's experience is critical; validating feelings and experiences fosters a supportive workplace culture.
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Mastering self-awareness and self-regulation is essential for leaders to manage their responses and create a safe environment for their teams.
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Trauma-informed leadership is not just about understanding others but also requires leaders to confront and reflect on their own traumatic experiences.
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Creating control for employees in their work can reduce burnout; giving them a voice in their tasks enhances engagement and well-being.
Notable Quotes
"Trauma is a loaded word, with psychological experiences that are subjective and unique to each individual's perception."
"There are neurobiological changes that people experience when they have experienced trauma, regardless of formal diagnosis."
"Burnout and trauma can be seen as related cousins; sharing symptoms and responses but distinct in their implications."
"Living in a pandemic with unprecedented shifts can be experienced as trauma, impacting motivation and daily work."
"The acknowledgment and validation of experiences can go a long way in cultivating trust and safety among teams."
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