DOMAIN 4: SECONDARY TRAUMATIC STRESS–INFORMED LEADERSHIP
Item 1
Strategies for Leaders:
- Focus on helping staff see that STS is an occupational hazard and not a sign that there is something wrong with them or they are incapable of doing the work.
- Model this in ways that show staff that their well-being and mental health are priorities for the organization.
- Ensure that the topic of STS is brought up in supportive ways in communications and in meetings. Acknowledge the challenges of the work and normalize the effects on staff.
- Provide clear ways that STS is being addressed by the organization.
- Normalize the impacts of the work and create a culture that makes it okay to talk about STS when you are impacted.
- Consider what messages are given to staff by leaders and whether actions are in line with those messages.
- Reinforce the message that when staff complete their workday or shift that it is an opportunity for them to recharge; therefore, avoid sending time-sensitive emails after hours and encourage others in leadership positions to do the same, if possible.
- Reinforce a similar message regarding time off for vacation or sick leave. When staff are given time off, then the expectation should be that they are not contacted about work-related matters during this time. As a leader, encourage supervisors to coordinate adequate coverage so that staff can take leave without worrying about their cases.
- Develop and clarify policies around “on-call” coverage. Support staff so that no one is on call 24 hours a day/7 days a week.
Implementation Resources:
Podcasts and Videos
- Leading Organizations by Example, part of a video series developed by the Southern Regional Children’s Advocacy Center and featuring NCAC Executive Director Chris Newlin. NCAC Executive Director Chris Newlin talks about the various ways CACs and their leaders can foster a supportive and healthy environment within a trauma-exposed workplace.
Select Action Plan to begin to organize and implement next steps.