As leaders, we often focus on ensuring business continuity, maintaining productivity, and supporting our teams in visible, tangible ways. But what about the unseen struggles that impact our employees beneath the surface? The aftermath of natural disasters, such as ex-Tropical Cyclone Alfred and the subsequent flooding, damage to homes and the loss of life, leaves not only physical damage but also emotional scars that can deeply affect workplace wellbeing. Understanding trauma in our employees and leading with empathy has never been more important.

Just because you can’t see trauma, doesn’t mean it isn’t there

Trauma is not always visible. Unlike a physical injury, there are no bandages or casts to indicate that someone is struggling. Employees affected by natural disasters may exhibit unusual behaviour, seem disengaged, or appear more irritable or withdrawn than usual. They may even believe they are coping fine when, in reality, their self-awareness and resilience are too low to recognise their own struggles. Stress and trauma can manifest in a range of ways—difficulty concentrating, fatigue, mood swings, or even physical symptoms like headaches or muscle tension.

As leaders, it’s crucial to approach these situations with kindness and understanding rather than frustration. Communication is key - instead of assuming an employee’s behaviour is simply a performance issue, consider whether recent events could be playing a role. A simple check-in, a compassionate conversation, or an offer of support can go a long way.

It’s much like the popular rock and snake meme. It is not always possible to have the full picture of what others are going through – you can’t see the pain they are in and they may not see the pressure you are under. This lack of understanding can lead to disputes and frustration between peers but also from you as a leader who is unaware that some form of trauma response is causing a drop in performance or poor behaviour.  

Trauma affects everyone differently

No two employees will react the same way to trauma. While one person may be able to brush off the impact of a natural disaster, another may find it pushing them to the edge of their coping mechanisms. The intensity of someone’s emotional response is not a measure of their strength or resilience—trauma affects people on an individual level.

Some employees may appear to be coping well because they are dealing with a singular challenge, such as power outages or temporary displacement. While these struggles are still significant, they may feel manageable in isolation. However, others may be facing layers of compounding stress. For example, employees in flood-affected areas of Northern NSW who had only just rebuilt their homes after previous disasters may now be facing yet another devastating loss. The cumulative effect of multiple traumatic events can be overwhelming and may leave employees feeling hopeless or emotionally exhausted.

The key is to never assume that just because one person is managing fine, another will be too. We are all human and individuals experience trauma differently, and your leadership must reflect that understanding.

Practical steps for leaders to support employees through trauma

So, how can leaders create a workplace environment that acknowledges and supports employees dealing with trauma?

1. Lead with empathy and open communication

• Check in with employees regularly, even if they haven’t expressed concerns.
  
  
• Offer an open-door policy where employees feel safe to share their struggles without fear of judgment or repercussions.
  
  
• Acknowledge the emotional toll of recent events and validate employees’ feelings rather than downplaying them.
  

2. Offer flexibility and support

• Understand that employees may need time to recover emotionally, not just physically.
  
  
• Where possible, offer flexible work arrangements, such as adjusted hours, remote work options, or additional leave.
  
  
• Encourage the use of Employee Assistance Programs (EAPs) and remind employees of available mental health resources.
  

3. Recognise the impact of cumulative trauma

• Some employees may be dealing with multiple disasters or personal hardships layered on top of each other.
  
  
• Be patient and recognise that recovery isn’t linear—some employees may experience delayed emotional reactions even after the immediate crisis has passed.
  
  
• Consider providing ongoing support rather than a one-time check-in.
  

4. Encourage team cohesion and psychological safety

• Foster a supportive workplace culture where colleagues feel comfortable leaning on each other.
  
  
• Provide team-building activities or informal gatherings that allow employees to reconnect in a low-pressure environment.
  
  
• Reinforce psychological safety by ensuring employees know they will not be penalised for expressing their struggles or asking for help.
  

• Provide training for managers to help them recognise signs of trauma and respond appropriately.
  
  
• Develop structured support mechanisms, such as peer support programs or trauma-informed leadership training.

Facing trauma in business

The very nature of people is that we all bounce between the highs and lows that life throws at us all and we can be a very resilient species given the myriad of things a human may need to deal with at times. Trauma may be a result of widespread events such as natural disasters or it can be restricted to a person’s health battles, loss of a loved one or one of a myriad of issues anyone of us faces in our personal lives. Leaders who prioritise understanding trauma and fostering a workplace culture of empathy will not only support individual employees but also strengthen overall team resilience.

By recognising that trauma manifests differently in each person, providing flexible and compassionate support, and ensuring workplace policies reflect a trauma-informed approach, businesses can help employees recover, rebuild, and continue contributing meaningfully in their roles.

As we navigate these challenges, one thing remains clear: kindness, patience, and understanding are the cornerstones of effective leadership in times of crisis.