We’re All Tired

In the field of mental health and addiction treatment, we intentionally cultivate our ability to emotionally regulate. This is particularly important for staff who must regulate alongside their clients. The ability to meet the needs of others while managing one’s own emotions is a skill.

We show up every day to help people in need. Sometimes those people behave unpredictably or even unacceptably. They come as they are. But so do we.

If we assume that we all carry trauma - clients and staff alike - then we can understand and address the interpersonal conflict they will experience. We’re all human. And we’re all tired.

Trauma-informed care shouldn’t stop with our clients. If we believe trauma shapes how people interact with the world, that belief should then inform how we interact with our staff.

We in the nonprofit and health sectors often address chronic workplace stress by preaching “self-care.” That’s no longer enough. We need to support staff as the human beings they are with whatever trauma they carry.

Clinical staff regularly receive clinical supervision. Unlike administrative supervision, clinical supervision creates a structured space to reflect on difficult interactions and the emotions they evoke. Staff explore more than their caseloads; they explore countertransference—the psychological and cognitive responses the employee feels during client interactions. This allows the staff to process their emotions in psychologically safe environments that promote better outcomes for both themselves and their clients.

When I was a social worker, my weekly clinical supervision sessions were more than professional development opportunities. They were where I learned some of the hardest lessons about managing my own stress so I could help others.

What happens to the nonclinical staff, though? Front desk staff? Operations? Development? These workers are exposed to the same environments and clients, yet often don’t receive the opportunity to process.

Traditionally, we’ve viewed emotional processing as a clinical need rather than an organizational one. It’s time to view it as an organizational responsibility, too. Recognizing that the emotional cost of our work is an occupational reality, rather than an individual weakness, the conversation changes. We can avoid addressing burnout once it’s already there, and develop a sustainable foundation for our emotionally demanding work.

Since transitioning from social work to nonprofit development, I’ve been fortunate to have had supervisors who understand how this work impacts us. Without traditional clinical supervision, I still have regular weekly check-ins with my supervisor. Having this predictable space has made me comfortable disclosing when I’m struggling. That consistency means I don’t have to question whether my concern is “big enough” to warrant a meeting.

Nonprofit leaders must set the tone. Executive teams have the opportunity, and even the responsibility, to create a culture where everyone feels safe. Supervisors of nonclinical staff should have the tools to implement emotionally responsive supervisory practices.

I believe more organizations should adopt this model, especially those serving individuals who are often in crisis. Personal changes can influence systems, but the power lies in system-level changes.

A strengthened workforce is not only good for morale; it’s good for sustainability. Less occupational stress leads to greater staff retention, creating stronger continuity for client care.

Whether you're a clinician, a receptionist, an operations professional, or someone behind the scenes, exposure to people in crisis can take an emotional toll. While those roles look different day to day, they all involve helping people through difficult moments and carrying those experiences long after the interaction has ended. Every employee who bears that emotional weight deserves access to meaningful support. Ignoring that reality affects staff well-being, meaning it impacts retention, organizational culture, and ultimately the quality of care we provide.

Providing training on trauma-informed supervision to non-clinical supervisors will ensure that not only their employees receive the benefits, but that leaders will feel confident supporting their staff. This will help them identify early signs of emotional overload and burnout in order to effectively intervene.

Staff should not have to earn help by reaching a breaking point. Create routine space to hold honest conversations. Developing trust takes time. Regularly scheduled meetings facilitate that process a lot faster, and a lot easier, than an open-door policy that’s usually only used in emergencies. 

We’ve made progress, but there’s more to learn.

We’re still tired.

We all chose this field for a reason. We’re compassionate people. We care deeply about our clients. Every day, we meet our clients where they are. It’s time organizations meet staff where they are, too.