The Invisible Tug-of-War: Trauma, Triggers, and Psychological Safety in the Workplace

Did you know that 70% of employees say they avoid difficult conversations at work because they don’t feel safe speaking up? Now imagine one of them finally comes to you and says, 'I don’t feel psychologically safe.' Do you know if it’s something happening here—or a wound they’ve been carrying for years?  This was the heart of a question raised in one of my recent sessions, and the answer is both layered and urgent.

How do we distinguish between an employee’s psychological safety concerns stemming from unresolved personal trauma and those rooted in the present organizational environment? It's a tough but critical inquiry for leaders striving to foster trust and inclusivity.

Research tells us that our brains don’t easily differentiate between past threats and present discomfort. The amygdala—our brain's alarm system—can respond to a workplace situation as if it’s reliving a past trauma. This is why seemingly minor conflicts or feedback can evoke outsized emotional responses for some employees.

But here’s the key takeaway: whether the root is past trauma or a current issue, the felt experience of psychological unsafety is real, and it impacts trust, engagement, and performance.

Leadership Strategies for Clarity and Care:

As a leader, your role isn't to diagnose trauma but to create an environment where employees feel supported and heard. Here are two practical steps to navigate these situations:

1. Lead with Curiosity, Not Assumptions
Instead of reacting defensively or dismissing concerns, use open-ended, nonjudgmental questions. For example:

• “Can you share more about what’s making you feel unsafe in this situation?”

• “Are there specific actions or behaviors that we can address together to make this better?”

These questions invite reflection and collaboration, showing your commitment to addressing the issue without invalidating the person's feelings.

2. Use Trauma-Informed Practices
Leaders don’t need to be therapists, but they do need to be informed. Incorporate these principles into your leadership style:

• Recognize Signs of Stress: Missed emails, disengagement, or irritability may signal underlying issues rather than laziness.

• Build Predictability: Create clear expectations and consistent feedback loops to reduce uncertainty, which often triggers anxiety.

• Offer Resources: Gently guide employees toward tools like Employee Assistance Programs (EAPs) or other supportive options if they seem overwhelmed.

Instead of asking, “Is this person’s reaction valid?” try reframing it: “How can I help this person feel safer and more engaged in this moment?” Remember, psychological safety isn’t about avoiding discomfort—it’s about ensuring that discomfort leads to growth, not harm.

Understanding the interplay between past trauma and current workplace culture requires compassion, intentionality, and a willingness to lean into discomfort. When leaders address psychological safety proactively, they transform workplaces into spaces where innovation thrives and trust becomes the norm.

This is just the start of a larger conversation. Over the coming weeks, I'll dive deeper into practical strategies for building and sustaining psychological safety. Because fostering it isn't just a leadership skill—it's a leadership imperative.

Let’s make this a Workforce Wednesday worth sharing. What questions or challenges have you faced in creating psychological safety in your workplace? Drop them in the comments—I’d love to continue the conversation.