Secondary Trauma: The Need for Leadership
The supervisor in any system is in a pivotal
position to assist co-workers in preventing
the development of secondary trauma. To be
effective in their role as unit leader,
supervisors must be able to handle stress
well themselves while providing
encouragement and emotional support to their
workers. Supervisors need to be aware of the
extent to which their workers have become
separated from the original meaning and
purpose of their work. When the work demands
exceed the worker’s endurance and their
ability to cope, they are at an increased
risk for developing secondary trauma.
It is imperative that the
supervisor representing the agency be
responsive to the unique skills, needs,
stresses and values of the professionals
working for them. He/she must set a good
example by modeling good communication,
providing support and feedback and ensuring
variety in the workload and autonomy in the
workplace. More specifically, they should
assist workers in establishing boundaries
between themselves and their clients,
provide them with an opportunity to "talk"
about how they have been impacted by the
trauma they encounter in their work lives,
and assist them in recognizing the need to
find balance in their work and personal
lives.
In the event that a
worker feels distraught or emotionally
overwhelmed because of their involvement in
a particularly difficult or series of
difficult cases, they should assist and
encourage the worker to seek counseling
outside of the agency. The supervisor should
know that it is very normal for a worker to
exhibit some short-term problems (e.g.
sleeping, eating, lack of enthusiasm)
following their involvement in a difficult
case. However, should this condition persist
for more than a month it is imperative that
the worker get additional outside help from
a psychotherapist or other professional with
training and experience in this area.
|
|
|
