Greetings, everyone. Dr. Mulder and I are very excited to be sharing this pre-recorded session for the ASCP annual meeting with you. There are many things about leadership in our workplace that are important, and today we'll be discussing one that isn't discussed as often as it should be, and that is trauma-informed leadership. So we start today with disclosures, and Dr. Mulder and I have no relevant financial relationships with commercial interests to disclose. With that, let's start with some introductions. My name is Dr. Kamran Mirza. I'm an associate professor of pathology and vice chair of education and academic affairs at Loyola University Chicago Street School of Medicine. Dr. Mulder? And I'm Dr. Loti Mulder. I'm the director of leadership and empowerment at ASCP. Wonderful. So since trauma-informed leadership can be a very unique topic, we wanted to start with a disclaimer. We are not licensed mental health professionals, therapists, psychologists, psychiatrists, or counselors, and the content provided in this session is strictly for educational and informational purposes only. We also wanted to start with a trigger warning. This course mentions concepts that could be triggering, including trauma, safety, and others. If you need to talk to someone immediately, the National Suicide Prevention Lifeline provides 24-7 confidential support for people in distress, prevention and crisis resources, and best practices for professionals called 988. So trauma-informed leadership, it's a powerful approach for fostering a supportive work environment. The individuals who are our stakeholders, if you are in a position of leadership, your stakeholders may be going through a significant amount of emotional trauma or other trauma, and I think it's important as leaders that we foster an understanding of what that might look like and how we can help address it. Trauma is pervasive. It affects people from all walks of life. I'm sure if you look around you or if you look in your own departments and if you consider the cross-section of individuals, whether young or old, irrespective of their gender, irrespective of their background, everyone has some sort of an element of trauma, and they may carry it on their sleeve, they may carry it internally, and it may impact their work. And there are ways in which we can probably address this to make life easier for them and the work environment better for everybody. This trauma can manifest in various forms, but often it is hidden from view, and that's why it's extremely important for leaders to be trauma-informed. So you might wonder why it matters. It matters because, as we know, employee well-being significantly impacts the performance and engagement of that employee. This will have a ripple effect all around them. If, for example, they are performing from a traumatic state and that traumatic state is having repercussions in their surroundings, leadership needs to be very cognizant of this and recognize and mitigate this from the get-go. So trauma-informed leadership in that sense promotes empathy, it promotes trust and resilience, and these are things that are the cornerstone of success of any working environment. In this presentation, Dr. Mulder and I will explore the principles and benefits of trauma-informed leadership in the workplace. I'm pretty certain none of you are a stranger to the workforce challenges that we have currently. There are many challenges. They're listed here. I'm not going to list them out like one by one, but from the pandemic, we know that trauma has affected our entire families. All of the people around us have been traumatized by the pandemic itself, whether this be increasing burnout, whether this be navigating issues of equity and belonging and health equity, whether it be looking at our resilience. The turnover in the laboratories, as we know, is incredibly high right now, and work-life balance as a result has been really, really negatively impacted. Our leaders need to adapt to all of the changes that are happening, and in this presentation, there is a mechanism in which trauma-informed leadership can help address contemporary workforce challenges, because in one way or the other, being trauma-informed in your leadership style will actually help mitigate some of these workforce challenges, if not actually affect all of them. So let's start with some introductions, right? Trauma is prevalent, we know, and it can impact individuals in various ways, and there is a need for leaders who understand and address trauma in the workplace, and this need has never been greater. I think that in many ways, if you have experienced trauma yourself and you're a leader, your eyes are already open to the type of impact that it can have, but if you've been privileged to have little or no trauma in your background, it's very important for you to be open-eyed about it. Trauma has a wide reach, it affects employees across diverse backgrounds and roles, it can stem from various sources that can include personal, societal, and workplace experiences. It has a hidden impact, trauma often remains concealed, affecting productivity and well-being, and unaddressed trauma can lead to burnout, disengagement, and turnover. We know that they're changing workforce dynamics, there's a lot of remote work in many areas of the laboratories, there are pandemic stressors still, societal challenges are still there, and this amplifies the trauma's impact, so the leaders must adapt to support their teams effectively. We need to work on creating a compassionate workplace, and trauma-informed leadership fosters that empathy, trust, and resilience like I mentioned, and it helps build a culture of care, of promoting mental health and well-being. The bottom line is that it's not just about compassion for individuals, obviously compassion is number one, but it's not just about compassion for individuals, addressing that trauma will lead to a more engaged, productive, and loyal workforce. So let's define trauma before we delve into giving you tools on how to become a trauma-informed leader. Trauma is difficult to define because it is very individual, it's an individualized response to a specific event, or a series of events. In general, trauma describes the challenging emotional consequences that result from living through a distressing event. However, not everyone responds to events the same way, and not everyone experiences trauma when a distressing event occurs. And this can be difficult because it's variable across different people, and so being a leader in this setting can be tricky because you have to navigate it from a personal perspective, but also from the perspective of the stakeholder that you are a leader for. Let me give you an example, I have a picture here of a visa to the United States, with actually that's my picture from 2004. I finished medical school in Pakistan, and after I finished I went on a series of interviews, it was all in person, for residency I matched and I had a visa delay in July when I was about to start my residency. And it was a two-day visa delay as a result of which the institution that had matched me, they cancelled my contract and they hired, like they took on someone else. I have an incredibly supportive family, this was a very very difficult period of my life. It was, you know, close to being just after 9-11, and there were many factors about visas, travel, that to this day if I was to write an autobiography it would be like a couple of black pages. It was a very difficult part of my life. Since then I think I look back and I'm sharing this with you because I think in my leadership roles I am very trauma-informed to issues of visas, issues of travel, to, you know, to foreigners who are coming to this country. I can understand that trauma to a degree that I would never have even imagined, right, if I had not gone through it. This in my life is a very traumatic event, and this has led me to hopefully become a little bit more trauma-informed for certain aspects of my leadership. I think about my family and I think about the pandemic. My father died due to COVID-19 despite being vaccinated, and I think that that has been very traumatic for me and thinking about the individuals who have been impacted by that. My wife is a pulmonary critical care physician, she takes care of COVID patients in the pandemic and even afterwards, and so this particular cross-section I'm giving you as an example allows me to think about trauma in these two instances in a particular way, and that helps me hopefully become a more trauma-informed leader. However, that's not just the two ways that you define trauma, right? It could be witnessing death or injury, it could be physical assault, it could be sexual assault, it could be combat or combat-related things, it could be child sexual abuse or accidents, right? These could be small accidents or large accidents, and I think that trying to understand the degree of how trauma can be different for different individuals is incredibly important in order to become a trauma-informed leader. Loti? Yeah, thank you, Kamran, for sharing that with us. I think that was really a beautiful example of how trauma can not only impact just one person but also their family and their community, and then really how you can use your own trauma to then help and inform others. Thank you for sharing. I wanted to share an example that shows the impact that trauma can have when it technically occurs to someone else. So when I was in my mid-20s, I was working in Uganda at hospitals and smaller clinics doing home visits for the sick and elderly across nearby Ugandan villages. And then during one of these visits, I met a poor mother, and I'm not the person pictured on this slide, who handed me her starving baby. Now, of course, just as I imagined everyone else, I had seen pictures, I had seen videos of starving babies and children. Unfortunately, like I said, I imagine we all have. But to actually see one in real life, to actually hold this child in my arms, put my body in shock. I could feel the actual trauma hitting my body. It's a very physical experience. It was as if my emotional capacity hit some sort of physical wall. And it really took me years to process the experience, even though I knew the child and his mother received the urgent care and nutrition that they needed. But I wanted to share this example because it really shows that trauma can happen to us, even if we are witnesses to the trauma, and it's not actually occurring directly to us. And so what is really interesting about trauma is that trauma is not what happens to you. It is what happens inside of you as a result of what happens to you. So for instance, if there is a distressing event, let's say there's a riot occurring right outside your house, I might experience trauma because of those emotional consequences that occur in my body. I might be scared to leave the house afterwards, or I might be really easily startled. Someone else, my neighbor, might just be more alert in the next few days, but then move on from the experience. And this is what makes trauma so challenging, as we cannot really predict how we or someone else might react to an event. But of course, we can be proactive and prepare, and that is really where trauma-informed care and leadership come in. So in 2017, so way before the pandemic, the WHO conducted a study of over 70,000 people across 24 countries, and they found that over 70% of people, of those participants, had experienced trauma, which is, of course, a huge number. And they also found that a person has an average exposure to over three traumatic events in their lifetime. And then in 2021, a study on COVID and trauma showed that the risk for post-traumatic stress increased by 83%, with healthcare workers especially in danger, as I'm sure comes to no surprise to any of us here. So this shows the incredible number of people who probably have experienced trauma. And this, again, shows the case for why trauma-informed care and trauma-informed leadership is so important. So some causes of trauma in everyday life are, as you can see here on the left, are natural disasters, tsunamis, tornadoes, loss of a loved one, childhood events, and really any distressing events, or even exposure to traumatic events that did not occur to you, but you were a witness to, as I shared earlier. At the workplace, some causes of trauma include workplace violence, racism, sexism, discrimination, and bullying, and then overall toxic workplace culture. So the main themes across these causes is that the person is not in control. Something is happening to them. And that is really important to consider when we create the space for them to heal and for ourselves to heal, because we really need to give them back some sense of control in how we respond by giving them choices, for example. That is a really crucial aspect when we think about healing trauma. It's an element of choice. So try to see wherever you can give that, oh, would you like to have this meeting while we walk, or at a coffee shop, or anything like that can be really helpful in those moments. So the impact of trauma can, of course, be significant, both on a personal and on a professional level. So trauma can impact someone's sense of self, sense of safety, their ability to concentrate, their ability to regulate their emotions, and even reach their potential, just to name a few. And all of this can, of course, then increase conflicts, accidents, absenteeism at work. It can cause task avoidance, loss of overall motivation, uncooperativeness, and forgotfulness. So all things that are really challenging to navigate in the workplace, especially then coupled with someone who is triggered and feeling like they're still in a traumatic event. So then what can we as leaders and as employees do to support our workforce and our colleagues? Trauma-informed care is an approach to working together that assumes that a person is more likely to have experienced trauma than to not have a history of trauma. So in a trauma-informed workplace, the management and staff are aware of the potential impact of trauma on employees and really work hard to create an environment that supports their overall well-being. So an example is a workplace that is designed to be safe and welcoming for all employees. So this can include the physical space, like having all the spaces be well-lit with softer lighting, but also making sure that there are no darker corners, comfortable break rooms, even quiet rooms for employees can retreat to if they just need a moment for themselves, if they need to calm themselves down or bring their emotional state back to their baseline. But then also, of course, a workplace where open communication channels are established, allowing everyone to express their needs and their concerns. So trauma-informed leadership then refers to a leadership style that incorporates an understanding of trauma and its impact into the way leaders interact with and support their teams. So these types of leaders recognize that trauma affects individuals and how they respond to stress and that trauma can have lasting impacts on both individuals and then, of course, also organizations as a whole. So a trauma-informed leader starts by developing self-awareness and understanding of their own triggers and biases related to trauma. So they engage in self-reflection, ongoing learning to really enhance their understanding of trauma and the impact it can have on people and the fact that in fact it can have on the entire organization. By embracing trauma-informed leadership, we create an environment where individuals, where employees feel safe, supported, where they feel empowered, and this reduces the risk of re-traumatization and promotes a sense of healing and recovery. And because we spend so much time at work, this is really essential for people who are still in need of healing. So the collaboration, teamwork, a culture of safety and openness and respect really enhance that sense of resilience. And all these practices benefit all members of the organization, whether or not they have experienced trauma or not. And informed policies and procedures provide the necessary support and guidance and make some of the resources that are available more solid and approachable. And so as trauma-informed leaders, we can foster those thriving and resilient and healing workforces for all individuals. To see here, there are six essential principles that really underpin that creation of work environments that really foster healing, resilience, and growth. The first principle of trauma-informed leadership is prioritizing safety. So leaders create an environment that ensures physical, emotional, and psychological safety for their employees. And if they do this, this foundation really promotes a sense of trust, enabling individuals and their team members to feel secure and supported. And that's the baseline for any healing that occurs. Secondly, trauma-informed leaders establish open and honest lines of communication where they ensure consistency in their actions and also in their decisions. And they recognize the significance of empowering individuals and providing them with choices, what I talked about earlier. So they foster this sense of autonomy and decision-making, allowing individuals to have at least a say in decision, to share their insights and voices and have a say in decisions that impact their lives and their work. Trauma-informed leaders also understand the power of peer support and really foster opportunities for individuals to connect with and support each other. Peer support fosters the sense of community and belonging and provides a safe space for individuals to share their common experiences, learn from one another, and really find that strength in solidarity and in workplace community. The fifth principle is collaboration. Collaborative approaches such as shared decision making, collective problem solving, they foster a sense of ownership, of accountability, they foster creativity, and really strengthen relationships within the organization. And then trauma-informed leaders approach their role with humility and responsiveness. So this means that they acknowledge their own limitations, which we all have. We actively encourage continuous growth, are really keen on improving themselves by reflection and continuous learning, and really adapt their behavior to meet the individual needs of members of their team. So, really by incorporating all these guiding principles into our leadership practices, we can create these trauma-informed work environments that promote that sense of healing, resilience, and overall well-being for all. Now, let's talk a little bit about what practical strategies that can help cultivate that trauma-informed leadership within your institutions. So, these strategies are really designed to create a workplace and work environment where individuals not only survive, but really thrive during challenging times. At the core of trauma-informed leadership is the establishment of an environment where people feel safe and valued with their trust. This foundation is built upon open and transparent communication, a sense of active listening, and then the nurturing of a culture that is really steeped in trust. Equipping your leadership teams with training and education in trauma-informed care is essential. It really empowers them with a deep understanding of how trauma can then impact individuals, and equips them with the knowledge needed to respond to these conversations and these situations with the sensitivity that it needs. So, encourage your leaders to go beyond traditional roles by really empowering their employees to have a voice in that decision-making process. And this not only boosts morale, but then also makes individuals feel more supported and feel more engaged and feel more motivated, and all of these things can really help them in their healing. And of course, leaders are not immune to the effects of stress or trauma. They can really utilize those experiences themselves by leading by example when it comes to self-care, demonstrating the importance of well-being to their teams. And these strategies represent the pillars of trauma-informed leadership by implementing them and you can create an organizational culture that not only weathers that type of adversity, but emerges, you know, your team can emerge even stronger and even more resilient. Now let's discuss the wellness strategies that can contribute to a healthier, happier, and overall more productive workforce. These strategies encompass the physical, mental, and emotional well-being, and we can work hard to provide resources and opportunities for employees to maintain their physical health and provide resources for mental health, such as offering access to counseling or other mental health resources. We can encourage and promote a healthy work-life balance, which can include flexibility when possible and setting realistic expectations to prevent burnout from happening altogether. And of course, equally important is the actual role of leadership in championing and facilitating employee well-being. Leadership really sets the tone for the organizational culture and policies, which can significantly impact the overall wellness of the workforce. So leaders can serve or should serve as role models for wellness behaviors and really demonstrate their commitment to well-being, because it sends a really powerful message to not only their team, but really to the entire organization. Leaders can do this by supporting wellness initiatives within the organization that can range from full-scale wellness programs to even mental health resources, and then foster those open and supportive lines of communication between leadership and their employees so that employees feel comfortable discussing their wellness needs. And so these strategies and principles serve as the building blocks of a culture of wellness within your organization, which is so key to creating trauma-informed leadership. And so by integrating these principles into the workplace, leaders can really create an environment where everyone thrives, even during those challenging times where they're still healing from their trauma or they're being re-triggered, re-traumatized. And then finally, we want to mention how to develop your individual response to external events, something that can be very challenging. So some strategies for coping with events that are, or that feel beyond our control can really help build and increase our personal resilience, and resilience is really a key factor in, again, healing from stress, from burnout, trauma, all these big emotional events that can occur. So it's important to recognize that when you or someone is faced with a traumatic or even an unexpected event, that people may experience stress reactions. And of course, these reactions can manifest in many different ways, physically, mentally, emotionally, but understanding these reactions in the first step and accepting them, and it's really, it helps you and others with coping with them, in coping with them effectively. So some of the self-care practices that can help individuals manage include, of course, techniques such as mindfulness, relaxation exercises, exercise in general, and also maintaining that healthy work-life balance. And all these things, especially with the healthy work-life balance, leaders can really set the stage for that. Encourage seeking support from peers, friends, or even mental health professionals when needed is important. And then don't underestimate the power of social connections and seeking help when faced with challenges. Some other practical tips for building personal resilience in the face of adversity and challenging situations include breathing exercises, again, mindfulness is really, can be really helpful as well, because it can really help reduce stress and improve mental clarity during those difficult times. And again, a strong support network of both friends, family, and colleagues can help both with the emotional support, but also a sense of community. And in these moments where people are feeling stressed, when they're feeling burned out, when they're feeling traumatized, they often feel really alone in those. So then more of a community, we as leaders can help foster at the workplace, but then also we as individuals then can build in the workplace and in our personal lives can be incredibly helpful. And then setting achievable realistic goals and then breaking them down into manageable steps can really enhance motivation and then also help us gain a sense of control over those challenging situations. So these tips and strategies are tools for navigating events that feel like beyond our control, and they can really help us not only cope with adversity, but then grow stronger in the process. Thank you, Loti, absolutely. So Loti brilliantly mentioned this breaking it down into smaller manageable action items. And I think that we wanted to really have you leave with this sense of a toolkit, almost like a stepwise approach for how to consider trauma, being trauma informed. And so remember, you know, we're going to give you, you know, as we conclude, we're going to give you a toolkit. But remember that developing such skills and being trauma informed, it's an ongoing journey. I don't think anyone can really say that, you know, now I'm fully trauma informed and like that's it. And, you know, I've like checked a box. And so start with those small steps that, you know, Loti has mentioned this idea of breaking them down into achievable goals, prioritize empathy and understanding that's something that we can all do as humans, and then continue to grow as a compassionate and effective leader in your institution. I think that even as Dr. Mulder was speaking, I think I was coming up with, you know, I've obviously thought about this presentation, I've made the slides, and I'm now thinking about multiple other ways where, you know, either I witnessed trauma, or maybe there were things that, you know, affected me, and it's incredible. So I'm hoping, we're both hoping that, you know, all of you are getting an understanding of how that might be, you know, that might be actually affecting the workplace. So here's a toolkit, step one, right? You begin with a self assessment, you begin by evaluating your current leadership approach, and identifying areas for improvement. I think one way to do this is to reflect on your leadership style, and its impact on your team's well being. It isn't so much that you have to change your leadership style or change the thing that works for you. But it is to incorporate mechanisms and tools that can help make you a more aware and a more trauma informed leader. I think that one of the examples that I can give perhaps is, you know, about the understanding of how trauma affects people differently. I think generationally, we also have a difference, I think, as a father, I think about the trauma that my kids go through, and how they respond. And intrinsically, my reaction is for them to try and respond the same way I would have when I was their age. And that's not, that's not their experience. That's my experience and my way of dealing with trauma. And it might not be the exact same way that my children deal with it, right, because their set of traumatic experiences has been completely different. And I give this example of the home, because I think that the work home, or the work environment will have generational differences. And I think that there's a lot of perception of perceived ways people should be responding to trauma. And that may not actually hold true for the people who your stakeholders are. Step two, educate, educate, educate, educate yourself. I think that the process of attending workshops or, you know, webinars like this one, on trauma informed leadership is extremely important. But more than that, I think that you can go out of the way, expand your learning by exploring resources from reputable organizations. This is something that people have really given a lot of time and research to. And I think it's, it's education of the problem and education of how to resolve it will be step two. And then step three is understanding it, I'll take it back to that generational difference. I think that for trauma informed leadership, the the real the foundation is unlearning and relearning. I think that if I was to break all of this down into kind of one thought process, it would be that sometimes we will need to unlearn the way we have either taught that people should be responding, or the way we are responding to a particular situation and relearn it with a new set of tools that we've learned from the environment around us. So deep dive, you know, dive deeply into understanding trauma, its different forms, and how it's affecting individuals differently. There have been many books that have been written about this as well. One of them is called the body keeps score. And I really recommend that it's by Bessel van der Kolk. Empathy. So you know, it might seem like it's a no brainer, but really, you have to cultivate it, it has to be, you know, the practice of active listening and empathy building exercises. I think that, by and large, in many organizations, people who boost soft skills, which are incredibly important for, you know, the betterment of the entire workforce. So to be able to develop a genuine understanding of your team members experiences is the cornerstone of a successful work environment. Communicate effectively. It's not just about communication, right? You have to learn the techniques, especially when discussing sensitive topics. I think that again, generational differences, you know, individuals who are leaders are from a different generation that their workforces, their approach to sensitive topics may be completely different. But I think that, you know, if you are able to improve receiving feedback, improve your conflict resolution skills, keeping in mind the different types of players that might be around you, I think that you'll be able to communicate more effectively as well. That communication strategy will help you be more trauma informed, because if you are effectively communicating, you may be able to mitigate many of the problems that could happen because of poor communication. Safe spaces, not just performative, right? You have to really be able to build an environment where team members feel safe, feel heard, and they feel valued. If you think about different workplaces right now and different leaders, I'm pretty certain you can pinpoint which ones are safe and which ones are not because of what you've heard about them, what you've heard people say that, you know, my environment, my work environment is fantastic, you know, and I'm thriving in it, right? This is very helpful, and I'm pretty certain that you might know of places that where individuals do not feel as safe or heard or valued. And so I think implementing policies that protect confidentiality and privacy obviously is the baseline for any institution. But then if you elevate that game and allow the players and the stakeholders to feel valued is an incredibly important part and I think can go a long way to mitigate trauma. But then as a leader, you have an ability to enforce and implement trauma-informed policies and practices. I would say by starting, you know, looking at a review and revision of organizational policies that align with trauma-informed principles, I think that's very important. And I think that it's important to ensure that the policies support those employees who may be dealing with trauma, right? And this might be small amounts of trauma, it might be large. And then after you've looked at the policies, I think integration of trauma-informed practices into everyday leadership, for example, such as, you know, appropriate flexibility in given situations, check-ins with your stakeholders, you know, ultimately implementing trauma-sensitive approaches in decision-making and project management, I think is the key to being able to be successful with this approach. Back over to you, Lodi. Yes, and as Karman mentioned, trauma-informed leadership is really this ongoing process. This presentation by no means has all the answers and neither do we, and we shouldn't. This is supposed to be a lifelong learning. I think kneeling from trauma can be a lifelong process. But one of the ways, another way in which we can really foster that in the workplace is start implementing organization-wide training on trauma-informed leadership and trauma-informed care. Train your team on these trauma-informed practices, their role in creating a supportive environment. The more people in your departments, in organization, institution are familiar with these concepts and these practices, the more inclusive and compassionate the work environment is for everyone. Another way of doing this is by encouraging open dialogue about trauma-related issues. This can be done through more informal lunch and learns on this topic, sharing resources, and maybe even openly discussing these topics during staff meetings when appropriate, or scheduled meetings to discuss these topics. Now, we all know that self-care is important. I feel like the term self-care has really been thrown around a lot in the last few years. I think I get a little bit tired of hearing the term, but it is really important. I think especially as a leader, you can really show your staff how you prioritize your own well-being because it really influences how effective you are as a trauma-informed leader. Sit and communicate clear personal and professional boundaries and establish those effective self-care routines at the workplace and in your personal life, but also have discussions about these practices with your team to learn from others, to show your colleagues the importance of them, and that you, as a leader, encourage and respect them in others. Then, of course, it is important to continually assess the impact of your trauma-informed leadership. In any way possible, gather feedback from your team members through, for instance, open discussions. You can do focus groups. You can make it a little bit more formal, anonymous surveys, but also even just really being open to feedback and then adjusting your approach accordingly. What works for one person might not work for the other. As we all learn more about this topic and the practices, it is really key to be able to adjust and adapt your behavior based on the person you are leading and are interacting with. Then, here are some additional resources to support you in your trauma-informed leadership journey. As you can see, you can connect with local mental health and trauma support resources that you can then share with your team. You can encourage your team members to seek help when needed. You can join or even establish a network of like-minded leaders to share experiences and best practices and collaborate with others in the industry to advance your trauma-informed leadership. Another way is to stay updated with the latest research and developments in trauma-informed leadership. I think this topic is being brought more and more to the surface as I think people are starting to realize how incredibly important it is. Again, the data showed the likelihood that people that you work with are traumatized. Stay updated. Attend conferences. Engage in peer-reviewed publications. Also, you can seek a mentor who has experience in trauma-informed leadership and learn from their insights and experiences. Here are a few book recommendations if you want to dive more deeply into the topic of trauma-informed leadership and also healing from trauma. The Body Keeps Scores, the book that Kamra mentioned earlier, I think it's a little bit more of a workbook or textbook, so just note that. As he stated, it's incredibly in-depth and really gives you a really deep and throughout insight on trauma, but all of these books really help you gain deeper insight into trauma and we recommend them all. Wrapping up the scores, and for those of you who are currently struggling with healing from trauma, I wanted to share this. Maybe you're not healing because you're trying to be who you were before the trauma. That person doesn't exist anymore. There is a new person trying to be born, breathe life into that person. Then finally, shouting self-care at someone who needs community care is how we fail them. Let's check in with one another and really do anything we can do to heal ourselves, heal one another, and heal the communities that we live and work in. Thank you so much for attending this webinar. If you have any follow-up questions, you can reach out to either of us through the portal or on social media. Thank you so much.

trauma-informed leadership

workplace culture

employee well-being

safety

empathetic communication

organizational training

resilience-building