Workplaces, regardless of the industry, can be demanding and expose us to difficult situations. Whether it’s working in a high-hazard industry, witnessing a traumatic incident, experiencing emotionally challenging day-to-day events or seeing a colleague struggling with a toxic work environment, there are many instances where people may be exposed to secondary trauma, also known as vicarious trauma. But what are the symptoms, and how do leaders operate with flexibility and respect to make the workplace more supportive for all?
What is secondary trauma?
While personal injury refers to harm or an accident directly sustained by an individual while performing work-related tasks—such as a fall or exposure to hazardous materials—secondary trauma arises when an individual is indirectly affected by exposure to another person’s pain or emotional struggle.
It often unfolds over a longer period of time because in many cases, it can be the result of repeated exposure to traumatic events. That may occur from listening to a victim’s stories, responding to the aftermath of horrific events or viewing difficult images time and time again. Secondary trauma can be profound and completely change a person’s emotional responses and view of the world, yet many people don’t realize it’s a risk.
This can occur in any industry, but some sectors are more prone to the issue. For example, people working in mental health, like social workers or counselors, often work with people who have trauma. Those working in law enforcement, healthcare and education may also encounter situations that could result in vicarious trauma.
However, while these industries are particularly vulnerable it can affect anyone who is exposed to another person’s traumatic experience. Employees affected by an accident in the workplace, for example, could become affected by becoming increasingly anxious or scared to come into work. It’s important that leaders are empathetic and lead with kindness for all employees to feel safe, because events can affect us all differently.
What are the symptoms to watch out for?
Understanding what the signs of secondary trauma are will help leaders to support employees when they need it most. Everyone’s experience of secondary trauma is different, but typical symptoms may include:
Avoidance
This is characterized by actions such as habitually arriving late to work or meetings, leaving early, or avoiding professional responsibilities altogether. It could also involve skipping meetings, dodging interactions with clients or colleagues, or avoiding certain topics or questions during discussions. These behaviors often reflect an underlying discomfort or desire to evade situations that feel emotionally taxing or threatening.
Hypervigilance
This manifests as an ongoing state of heightened alertness, where individuals feel constantly on edge and perceive their environment, including their colleagues, as potentially dangerous or threatening. It could even lead to an overreaction to normal workplace stressors, where individuals adopt the belief that everyone or all interactions pose some form of risk. This excessive focus on potential threats can create significant stress and reduces the ability to relax or trust others.
Binary thinking
Often referred to as “black-and-white” thinking, this cognitive pattern involves viewing situations, people, or decisions in extreme terms, with little tolerance for nuance or ambiguity. There’s a tendency to categorize things as either good or bad, right or wrong, with no room for middle ground. It’s a rigid thought process that can make problem-solving and decision-making difficult.
Argumentative behavior
If someone in your workplace has become antagonistic, defensive or is easily provoked, it could be a sign of secondary trauma. This argumentative nature leads to disagreements with colleagues and often stems from internal stress and emotional overwhelm, which is externalized through confrontational exchanges.
Emotional shutdown
In response to overwhelming emotions, some people resort to maladaptive coping mechanisms like emotional withdrawal or shutting down. This can include the use of substances like alcohol or drugs to numb feelings of distress, anxiety, or sadness. In some cases, they might even appear emotionally distant, disengaged or unresponsive, to protect themselves from confronting painful emotions or overwhelming stressors. The impact of vicarious trauma can extend beyond the workplace—flashbacks, sleeplessness, hypervigilance and emotions such as sadness, anger or fear can plague affected individuals’ personal lives too.
Indirect trauma doesn’t always present itself in these ways. It can also take other forms like compassion fatigue or burnout. Compassion fatigue occurs when our ability to empathize with others is reduced due to our emotional investment in trauma survivors or from the build-up of witnessing such experiences.
Burnout, on the other hand, can stem from workplace pressures and manifests in absenteeism, high staff turnover, low morale, or widespread negativity. Although burnout isn’t classified as a disorder, the World Health Organization recognizes it as a condition that can increase susceptibility to other mental health issues, so it needs to be dealt with accordingly.
What can employers do?
Employers need to lead with compassion and environment. The first step is to ensure there are resources available for employees to make use of, such as peer support teams, employee assistance programs, and help lines. Encouraging good work-life balance and healthy boundaries is also critical for all employees, but especially those struggling with secondary trauma.
Leaders should encourage open discussions and maintain an open-door policy allowing employees to feel comfortable initiating one-to-one conversations to address the impact of their symptoms. It’s also important to regularly assess the safety climate of your organization, to ensure everyone values safety, both in work and personal contexts. Investing in professional development via trauma-informed workshops will further equip those in leadership to handle the complexities associated with trauma.
Acknowledging the challenges associated with secondary trauma cultivates an environment where employees can thrive and feel comfortable being vulnerable. A heightened need for awareness and support is vital for workplaces to be safe, especially in industries which are more prone to the issue.
Chester Avey has over a decade of experience in business growth management and cybersecurity. He enjoys sharing his knowledge with other like-minded professionals through his writing. You can connect with Chester by following him on X @ChesterAvey.