Trauma is the root cause of prolific absenteeism, long-term sickness, declining productivity, and burnout in the UK workplace.

According to Britain’s Healthiest Workplace survey data, “Productivity has been dropping steadily since 2014, with businesses losing over a month each year per employee.” In 2023 (the latest data available), employees lost 20% of their working hours to a decline in productivity. That’s the equivalent of each person losing 49.7 productive days per annum.

Many will try to put this down to generational differences – the assumption that younger employees are less resilient and harder to manage. I wholeheartedly disagree. Declining productivity for the majority of the UK’s workforce could, I believe, be explained by unacknowledged stress and trauma.

Let’s think about it.

Understanding the Invisible Impact of Trauma

Trauma comes in many forms. It can be acute, like a significant loss or crisis, or it can stem from ongoing micro-traumas – repeated, smaller-scale events that chip away at a person’s sense of safety and well-being.

Personal lives aside, for many leaders (especially those belonging to Generation X and Millennial generations), the path to their current position has been paved with intense pressure, long hours, and long-term sacrifice. These stressors are often normalised within workplace culture, but experiences like this leave a mark.

When trauma remains unacknowledged, it manifests in ways that can undermine both personal effectiveness and organisational health. Leaders might find themselves stuck in cycles of fight, flight, or freeze – driven by fear rather than strategy. Executive function (which governs decision-making and problem-solving) is impaired under such stress, leading to less effective leadership.

Stress and trauma show themselves through absenteeism, long-term sickness, declining productivity, and burnout. The cost to businesses is staggering – not only in terms of lost revenue, but also in missed opportunities for innovation and growth. Trauma isn’t just a personal issue; it’s a business one.

The data speaks for itself.

Stress-related illnesses are among the leading causes of workplace absenteeism. According to the Health and Safety Executive, “In 2023/24, stress, depression, or anxiety accounted for 16.4 million lost working days… On average, people who were sick took around 15.5 days off work.”

Burnout, a phenomenon recognised by the World Health Organization, has become so pervasive that it’s now seen as a crisis in many industries. When employees operate under constant stress, collaboration becomes strained, and individuals retreat into survival mode, prioritising self-preservation over collective success.

For leaders, this cycle is doubly challenging. They often mask their own stress and trauma, believing it’s their responsibility to remain strong for their team, but this suppression only deepens the problem

“Leadership” is often characterised by strength, resilience and decisiveness, not the soft skills required to successfully manage complicated humans.

People in leadership positions hold more power than even the most micro-managing among them may realise. It’s not only their decisions and leadership styles that affect their reports, their stress and trauma-informed responses will have an enormous impact too.

Many leaders carry the invisible burden of stress and trauma – something that is rarely considered in the hiring, developing or training process. This hidden weight doesn’t just affect leaders themselves. Instead it ripples through teams, influencing productivity, creativity, general wellbeing and, of course, the bottom line.

A leader’s unresolved trauma can influence their communication style, decision-making, and ability to inspire trust. Decisions made from a place of fear are rarely the best decisions, and over time, this can erode the trust and cohesion of an entire team.

As leaders and those with the power to select and train new leaders, we must consider our understanding of the human experience. Trauma-informed leadership isn’t just a buzzword; it’s the next essential paradigm for sustainable success.

Generational Shifts in Leadership

Today’s leaders, particularly Millennials and those from Generation X, have risen through ranks in workplaces that didn’t openly acknowledge trauma. For many, the concept of being “trauma-informed” wasn’t even on the radar during their formative years. However, this is rapidly changing.

Younger generations, including Gen Z and Alpha, view mental health and trauma as integral parts of the professional conversation. They expect workplaces to be safe spaces where well-being is prioritised alongside performance. This generational shift presents a pivotal opportunity for leaders to adapt.

Becoming trauma-informed isn’t about coddling or lowering expectations. It’s about recognising the reality of human experience and creating an environment where people can thrive. It’s about fostering resilience and leveraging the strengths that emerge when individuals feel safe and supported.

Trauma-Informed Leadership: The Next Paradigm

Trauma-informed leadership is about more than simple empathy. It’s a framework that acknowledges the prevalence of trauma, understands its impact, and takes proactive steps to create safe, supportive environments.

The benefits are clear for both individuals and organisations:

• Increased Creativity and Innovation: When people feel safe and supported, their brains move out of survival mode. This frees up cognitive resources for creative thinking and problem-solving. Teams become more innovative, driving growth and competitive advantage.
• Stronger Teamwork: Trauma-informed leaders foster trust and open communication. Teams with high psychological safety are more likely to collaborate effectively, share ideas, and support one another through challenges.
• Better Decision-Making: Leaders who understand their own stress and trauma triggers are better equipped to regulate their emotions and make clear-headed decisions. They model calmness and confidence, setting the tone for their teams.
• Reduced Absenteeism, Burnout and Employee Churn: Proactively addressing trauma reduces the risk of burnout and long-term sickness. Employees are healthier, more engaged, and less likely to leave the organisation.
• Enhanced Reputation and Talent Attraction: Companies that prioritise mental health and well-being are more attractive to top talent. Leaders who champion trauma-informed practices position their organisations as forward-thinking and humane.

Practical Steps for Becoming Trauma-Informed

Leaders don’t need to become therapists to be trauma-informed, but they do need to cultivate awareness and make intentional changes.

Here are some practical steps to get you started:

• Foster genuinely open communication. Create a culture where people feel safe discussing challenges without fear of judgment or reprisal. Normalise conversations about mental health and well-being and make sure you’re really listening.
• Lead by example – acknowledge your own vulnerabilities and take steps to manage stress and trauma in your life. Model healthy behaviour and encourage others to do the same.
• Implement policies and practices that support well-being, such as flexible working arrangements, access to mental health resources, and regular check-ins with team members in a format that works for them.
• Build psychological safety. You can encourage collaboration and trust by creating an environment where people feel safe to take risks, share ideas, and learn from mistakes.
• Strengthen your ability to recognise and respond to the emotions of yourself and others. Emotional intelligence is a cornerstone of trauma-informed leadership.

And lastly, educate yourself. ReConnected Life are here to support you on your journey to becoming more trauma-informed – both as a leader and as a human.

The Bottom Line

Trauma-informed leadership isn’t just a nice-to-have; it’s a necessity for the modern workplace. Leaders who embrace this approach will enhance their own well-being while also unlocking the full potential of their teams. The personal and professional are inextricably linked, and it’s time we stopped pretending otherwise.

By acknowledging the hidden weight of leadership and taking steps to address it, leaders can create organisations where people thrive. In doing so, they’ll build stronger teams, drive better results, and leave a legacy of compassion and resilience.

The future of work demands leaders who are not just strategic, but also deeply human. Trauma-informed leadership is the way forward – for your people, your business, and yourself.