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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 is a psychological experience shaped by individual perception, not just a reaction to objectively traumatic events.
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Burnout, stress, and trauma are closely related but distinct, with burnout now recognized by WHO as an occupational phenomenon though not a medical diagnosis.
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Secondary or vicarious trauma occurs when individuals experience trauma-like responses from the threat or fear of events they have not directly experienced.
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Leaders often feel pressured to appear unaffected by trauma, but embracing vulnerability and acknowledging personal struggles fosters authentic leadership.
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Validating and acknowledging a team member’s experience is a simple yet powerful trauma-informed leadership practice that builds trust.
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Environmental factors and toxic work systems contribute significantly to trauma and burnout, and must be addressed for lasting change.
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Forced time off without addressing root systemic issues is ineffective at resolving burnout or trauma in the workplace.
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Journaling stress triggers enhances self-awareness and helps leaders manage their stress responses more effectively.
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Empowering employees with control over their work reduces burnout and supports emotional well-being.
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Trauma-informed design leadership encourages relational human-centeredness rather than transactional approaches to work and team management.
Notable Quotes
"Trauma is such a loaded word, and it’s a psychological experience shaped by our individual perception of an event."
"Burnout used to be chalked up to just being exhausted, but now WHO recognizes occupational burnout as a real thing."
"Sometimes the threat or fear of an event creates the same neurobiological trauma response as the event itself."
"Humanity doesn’t stop at the door just because you’re a leader — you still have vulnerabilities and struggles."
"Acknowledging and validating what someone has told you creates psychological safety and trust in leadership."
"If a workplace is a dirty fishbowl, forcing someone to take vacation is just putting the fish in a clean bowl temporarily."
"Journaling your stress triggers helps you become self-aware and anticipate stress responses rather than fight them."
"Leaders need to handle their own stuff so they can create a space to receive compassionate feedback from their teams."
"Giving people control over their work is just as important as validating their experiences to reduce burnout."
"Good ethical trauma responsive design should really be what we just call design — it should be intrinsic."
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