A decade ago, fresh out of business school, I joined a tech company in my first business development role in Singapore. Within the first quarter, I had closed two quarters’ worth of sales targets. But the environment was abusive. The CEO yelled regularly. Personal and sexist remarks were common, on body, appearance, even what women ate or wore.
It was triggering. Having lived through a previous abusive situation, I found myself in constant flight-or-freeze mode. Every time I saw an email from my manager, my heart raced. I struggled to breathe in meetings. Despite my outward success, internally I was unraveling. Finally, I quit.
That experience changed the course of my career. For the next 10 years, I delved deep into how trauma shows up in people, teams, and organizations and eventually founded a global social enterprise focused on resilience-centered leadership. Because the truth is, people don’t leave jobs, they leave managers and cultures that make thriving impossible.
There is a significant cost to this kind of emotional shutdown. Gallup estimates actively disengaged employees cost U.S. companies up to $8.8 trillion each year. A 2022 McKinsey Health Institute report found that one in four employees worldwide experience burnout symptoms, with women and younger workers disproportionately affected. These are signals that our leadership training is incomplete.
While HR manuals continue to discuss things like “performance management,” what’s often missed is the fact that people will escape environments where emotional strain is ignored or misunderstood. At the center of this gap is something we rarely train for: trauma literacy.
What is Trauma Literacy?
Trauma literacy is the ability to recognize that unhealed past experiences show up in daily behavior and to respond in ways that foster safety and resilience. You don’t need to know someone’s history to be mindful of trauma’s effects. You just need to assume that trauma exists, and that it may be shaping how people show up at work.
When employees withdraw—silent in meetings, missing deadlines, avoiding collaboration—managers often misinterpret the signs. Silence gets labeled as disinterest; anxiety looks like incompetence; over-functioning is praised until collapse. In reality, these are often trauma responses: fight, flight, freeze, or fawn. Without trauma literacy, managers miss the signals until it’s too late.
Why Managers Need Trauma Literacy
Managers are trained in financial strategy, forecasting, and performance management. But few are trained to recognize the external manifestations of what I felt back in that tech office: the racing heart, the sense of dread, and the silent withdrawal.
Most workers are taught to push harder instead of pausing to hold space for emotions. Emotions are messy, and it often feels safer to stick with technical tasks and leave feelings unaddressed.
But the results of pushing through that discomfort speak for themselves: A Harvard Business Review study found that employees who feel psychologically safe show a 76% increase in engagement, a 50% increase in retention, and a 67% increase in referrals. Trauma literacy, in other words, is not “extra”—it’s essential.
Three Trauma-Informed Practices for Managers
As a Harvard-trained researcher working with leaders across six countries, I’ve seen how even small shifts make a difference. Teams once struggling with silence or high turnover begin to build trust and resilience. Here are three trauma-informed practices any manager can implement:
1. Treat Emotions as Real-Time Data
Start meetings with an honest check-in: not a general “How’s everyone doing?” but “How are you truly?” Emotions offer real-time information about morale, energy, and team capacity.
Of course, people won’t open up just because you ask a deeper question. You need to create the conditions where it feels safe to answer honestly. That starts with you. As a manager, model emotional transparency in small, low-risk ways. Say things like, “I’m feeling a bit scattered today, but I’m here,” or “I had a tough morning, so I might be quieter than usual.” This signals that real emotions, not just polished updates, are welcome.
Once someone shares something vulnerable, don’t rush to fix it or dismiss it. Just reflect it back: “Thanks for sharing that, I hear you,” or “That makes a lot of sense.” From there, you might ask, “Is there anything you need from me today?” or “Would it help to adjust your workload this week?”
You don’t need to solve every emotional need. One of the pillars of being trauma-literate is holding space with boundaries. Trauma literacy isn’t about absorbing everyone’s pain. In fact, it’s the opposite: Effective leadership requires responding to emotions without becoming consumed by them. When boundaries are missing, managers often swing to extremes, either getting too entangled in others’ emotions or avoiding them altogether. I’m advocating for the middle: responding with care, with boundaries. This is what builds trust, morale, and sustainable leadership.
2. Adopt a Coaching Mindset
Replace judgment with curiosity. Instead of “What’s wrong with you?!” when an employee misses the mark ask “What’s happening for you right now?” or “How could I better support you in succeeding?”
The 5W1H method is another great way to explore challenging moments. It stands for six simple but powerful questions to ask: what, why, when, where, who, and how. For example, “What part of this task felt unclear?” or “When did you start feeling stuck?” These open-ended prompts help team members reflect and problem solve without feeling interrogated or blamed and avoids shutdown. This shift in tone also helps managers better understand the root of challenges before jumping to conclusions.
3. Embed Emotional Competence Into Systems
Trauma literacy isn’t a one-off conversation; it’s a culture. Build in rituals for reflection, adjust workloads proactively, and allocate time and resources toward psychological safety. When resilience is designed into structures, managers don’t have to rely on intuition alone.
That might mean adding five-minute “emotion check-outs” at the end of meetings, especially after intense sprints, high-stakes conversations, or moments of team transition, where each person shares how they’re leaving (energized, drained, hopeful, unsure, etc). As a manager, you treat that as data, just like you would performance metrics. If multiple people are feeling anxious or exhausted, that’s a signal to adjust pace, revisit priorities, or check in one-on-one.
Some teams I’ve worked with also use a “One thing I didn’t say earlier . . . ” round to close tough conversations or retrospectives. It gives people space to share truthfully without pressure. Others run short, anonymous pulse surveys with questions like, “Do you feel safe being honest at work?” and then actually discuss the responses as a team.
But rituals like this only work when people feel safe participating. That safety is shaped by what others observe. If one person opens up and is ignored, dismissed, or penalized, everyone else learns to stay silent. But if they’re thanked, respected, and supported, it opens the door for others to be honest too.
Managers who develop this capacity will build workplaces defined by creativity, trust, and resilience. As AI takes over technical tasks, it won’t be spreadsheets or strategy that set leaders apart, but their ability to create psychological safety and lead with emotional literacy.
