Is My Employer a Trauma-Informed Workplace?
Obsessively checking emails, constant worry that you’re never doing enough – regardless of work ethic or output, and the perpetual fear of being reprimanded or even worse – terminated, are all signs of workplace trauma.
As work consumes a large part of our psyche, workplace trauma may manifest in ways that are both ongoing and persuasive. The reality is, overwhelming feelings of dread, being on edge, and fears of criticism from both peers and superiors alike, are not only detrimental to productivity for the organization, but have the potential to cause real long-term psychological harm.
The way in which organizations support their people during periods of trauma can be uniquely powerful. Ramifications may have long lasting effects that exceed not just the workplace in which they operate – but have the ability to push the needle forward in adopting a trauma-informed work culture universally.
The reason for this is because in these times of trauma, two concepts come into play – institutional betrayal and psychological safety.
We’ve seen first hand the lines between work and home blur, we’ve also witnessed a fundamental shift in employer expectations. This simultaneously includes lack of support and an uptick in struggle from leadership.
In efforts to provide employees with proper support for current challenges, it’s imperative that we build trauma-informed organizations.
To better understand the magnitude of workplace trauma, let’s look at the numbers. A 2022 analysis from MIT’s Sloan School of Management found that toxic corporate culture is 10 times more important than compensation in predicting turnover. And when evaluating workplace trauma, last year the Surgeon General announced that toxic workplaces are a top five health crisis with 87% of employees stating they are suffocating in toxic cultures and of that reported number, 79% report work-induced mental illness. Similarly, Showpad published a report that found that nearly 40% of workers are experiencing workplace anxiety, and 65% say it is triggered by engaging in office confrontations.
When someone has experienced workplace trauma, it may manifest in different ways. This includes physical and mental symptoms. These symptoms could ultimately lead to an acute stress disorder, or even in more severe cases, Post-Traumatic Stress Disorder (PTSD).
So, how can we protect ourselves and our co-workers from workplace trauma? Know the signs:
Persistent feelings of anxiety, fear, or sadness at work
A decline in productivity often marked by difficulty concentrating on tasks
Physical symptoms like headaches, figure, or stomach aches when thinking about work
Understanding the risks of how these behaviors can impact an organization and its people are vital. Physical and mental symptoms may present in ways such as increased absenteeism, increased reactivity, a decrease in work performance, and an increase in burnout.
Holistically, there are major cultural symptoms as well. Silos, gossip, leaders who do not listen or integrate employee feedback, can be indicators of an organization that is a breeding ground for workplace trauma. In short, this may lead to higher employee turnover, negative company reputations, and emotional scarring of employees. This ultimately causes a trickle down effect. These employees bring this baggage home to their family, friends, and communities.
What do we do next? Here are 5 ways an employer can take action to creating an environment free of workplace trauma:
Remove the stigma
Provide workplace trauma awareness training
Offer resources to those being affected by workplace trauma
Adopt a zero-tolerance policy to common drivers of workplace trauma
Prioritize employee’s health and wellness
Creating organizations that operate on the pillars of emotional intelligence and empathy is crucial. Having a workforce that is better equipped to read emotions and exhibiting empathy not only builds better collaboration skills, but in turn increases productivity and performance. Boosting communication and active listening skills show transparency. This works both ways – employees and employers alike can benefit from open communication and active listening by being able to equally exchange and share their thoughts and concerns. A lack of trust and need for control are often at the root of toxic behaviors, so delegating and empowering staff with autonomy are vital components to maintaining a trauma-informed workplace.
The onus rests on the leaders of organizations to build trauma-informed organizations by being proactive participants in implementing change. Acknowledging employees struggles and showing support by clearly defining action items with consistent following through builds trust and safety – the building blocks of tearing down trauma.
Resources:
Why Every Leader Needs to Worry About Toxic Culture
Mental Health Issues Soar To Number 1 Workplace Injury
Toxic Workplaces Are Bad for Mental and Physical Health, Surgeon General Says
