TL, DR: Big frameworks, policies and trainings would be great. Until then take the lead and create change yourself, one small positive action at a time.
Was just talking with a colleague about this very topic today. Thank you for putting this out into the world!! Also, I think we have a lot of overlap. I write Honest Office, where I focus on shenanigans, challenges, opportunities, etc., at the office, and how to make the working part of our lives better. https://honestoffice.substack.com/
Dear Adina, this post is outstanding and definitely resonates with my experience.
One further thing a manager can do to make an environment more trauma sensitive is to humanize the language we use while managing. People are people, not "Resources" or "FTEs". Especially these days people are afraid of losing their jobs and livelihoods, so if I'm speaking in terms of "gee, I need to move a couple of FTE to Jill's project" it causes worry. I'm seeing people as abstract objects. If, instead, I phrase it as, "gee, Jill's project needs some additional expertise" it cuts the stress. People feel valued.
I've heard it said many times that people leave managers, not companies. People will tolerate a lot of red tape and nonsense if they believe their manager is on their side. And we've all seen people leaving behind good pay and benefits because their manager is abusive
Thank you, Mike - it's an article that's been brewing for a while. I've met a lot of people who think the answer to survivors' challenges in the workplace rests in a company-wide effort to become trauma-informed, and that worries me. I simply do not think that's realistic for most orgs, nor am I convinced that it would be sufficient (although we can't know for sure if we don't see it in practice). I think survivors can do a lot for themselves in terms of reclaiming their personal power and influence, and building a support and allyship system from within.
I *love* the point you make around language - needing someone's expertise more in a different team sure sounds better than reallocating headcount :). You're right, we're people needing to be treated as such and in today's crazy world it's easy to slip into purely transactional mode.
Thanks a lot, Mike. Always great to have your perspective and thoughts.
Was just talking with a colleague about this very topic today. Thank you for putting this out into the world!! Also, I think we have a lot of overlap. I write Honest Office, where I focus on shenanigans, challenges, opportunities, etc., at the office, and how to make the working part of our lives better. https://honestoffice.substack.com/
Welcome and thanks! You have lots to write about, I can't wait to read you :):)
Dear Adina, this post is outstanding and definitely resonates with my experience.
One further thing a manager can do to make an environment more trauma sensitive is to humanize the language we use while managing. People are people, not "Resources" or "FTEs". Especially these days people are afraid of losing their jobs and livelihoods, so if I'm speaking in terms of "gee, I need to move a couple of FTE to Jill's project" it causes worry. I'm seeing people as abstract objects. If, instead, I phrase it as, "gee, Jill's project needs some additional expertise" it cuts the stress. People feel valued.
I've heard it said many times that people leave managers, not companies. People will tolerate a lot of red tape and nonsense if they believe their manager is on their side. And we've all seen people leaving behind good pay and benefits because their manager is abusive
Thank you, Mike - it's an article that's been brewing for a while. I've met a lot of people who think the answer to survivors' challenges in the workplace rests in a company-wide effort to become trauma-informed, and that worries me. I simply do not think that's realistic for most orgs, nor am I convinced that it would be sufficient (although we can't know for sure if we don't see it in practice). I think survivors can do a lot for themselves in terms of reclaiming their personal power and influence, and building a support and allyship system from within.
I *love* the point you make around language - needing someone's expertise more in a different team sure sounds better than reallocating headcount :). You're right, we're people needing to be treated as such and in today's crazy world it's easy to slip into purely transactional mode.
Thanks a lot, Mike. Always great to have your perspective and thoughts.