Anyone with an ounce of compassion is feeling something about the state of the world right now. Because of my specialties, I want to share why some people are having a much harder time than others.
This post is meant to offer validation, grounding, and practical guidance for people managers navigating these times alongside their teams.
Witnessing violence and abuse of power is hard for most of us. It is particularly challenging for people who have:
If you’re one of these people, I see you. I’m with you in the struggle.
When I was in therapy grad school, I participated in an alternative Spring Break in New Orleans right after Hurricanes Katrina and Rita ravaged the beloved city of my maternal heritage. My classmates and I spent our days listening to people describe what happened during and immediately after the storms.
When I got home, my nervous system was wrecked. I was having nightmares, mood swings, and intrusive thoughts. What was happening to me was a phenomenon called vicarious trauma, which means exactly what it sounds like, exposure to incidents that didn’t happen to you directly but still cause PTSD-like symptoms.
Experiencing it first-hand, and later seeing it play out in office politics, became my gateway into studying the psychological effects of workplace dynamics and stress.
Did you know that simply witnessing direct or recorded events involving serious injury, death, or sexual violence meets PTSD exposure criteria?
People with a history of harm are often more vulnerable to being retriggered by new incidents or repeated exposure to media. That harm may have come from specific individuals, like abuse, assault, or bullying, or through insidious trauma, which is pervasive harm inflicted based on identity like race, gender/gender expression, sexuality, and nationality.
If any of this resonates, please take care of yourself before things feel worse.
There is a lot of messaging in social justice spaces that if you hold societal privilege, it’s your duty not to look away. My response as not only a therapist, but as a person who’s been a social justice activist for many years:
You won’t be as effective in the struggle if your nervous system is flooded.
Protect yourself from repeated exposure to violence and death. Some ideas include:
If you don’t have a good therapist experienced in treating trauma, now might be a good time to find one. In the resources below, I’ve included a guide for finding the right therapist for you. If you’re in California and think I could be that person for you, reach out via the Contact about setting up a free consultation.
People with ADHD, autism, and AuDHD often have stronger emotional reactions to perceived unfairness, sometimes called “justice sensitivity.” This may relate to emotion regulation challenges, brain processing differences, and/ or dopamine regulation. I might add that sometimes folks with neurodivergent brains run future scenarios in our heads and want very badly for folks to heed our warnings if we’re headed somewhere bad.
Some research suggests those with inattentive ADHD experience this even more intensely. That means folks who already struggle with focus, prioritization, working memory, and detail-orientation may be especially challenged right now.
If that’s you, please take your distress seriously. Your nervous system is responding appropriately.
I’m working on a more in-depth guide, but for now, try these:
The first step is simple: be real.
**Acknowledging the weight of current events matters. Avoiding it or pretending there are no distractions can be harmful. Authenticity is the braver choice.
**Caveat: If you’re someone who holds societal privilege and are new to the realities of federal and local agent overreach, I encourage you to process your dismay outside of your communication to your team. There are plenty of resources for your education. Would y’all be interested in a guide about that, too?
If you lead a team and want guidance on supporting neurodivergent employees or navigating high-stress periods, I offer workshops and consulting sessions to help teams work better together. Feel free to reach out to see if I can help you and your team.
If you manage someone who struggles with focus, prioritization, memory, or details, those challenges may be amplified right now. Ask yourself:
Small adjustments here make a huge difference.
Preparation can restore agency. Unfortunately, workplaces can be sites of violence right now. Do you know your rights? Your employees’ rights? Does your organization have a plan if federal agents come? Are there de-escalation strategies?
My colleague Kim Minnick created a Rapid Response Guide linked in the resources below.
If you’re feeling flooded, triggered, or overwhelmed by work stress or past trauma, you don’t have to go through it alone. I’m accepting new clients in California. You can reach out on the Contact page to schedule a free 15-minute consultation to see if working together could help you feel safer and more resourced.
For leaders and organizations, I work with teams to navigate high-stress periods while maintaining psychological safety. If you’d like to explore a workshop, consulting session, or de-escalation training, reach out on the Contact page.
If this post resonated, share it with colleagues or leaders who could benefit from a trauma-informed perspective. Subscribe to my newsletter for ongoing guidance on supporting neurodivergent and trauma-impacted teams and for building healthy workplaces.