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Whether you’re collaborating closely on projects, handing work off, or simply brushing shoulders day to day, your coworkers shape your experience more than you might realize. Building relationships at work comes down to small moments of respect, clarity, and repair. These short phrases help reduce defensiveness, keep you regulated, and strengthen trust during tense conversations. Use them in meetings, handoffs, feedback, and supervision to improve connection without avoiding accountability. Start here:  Want the full set of trauma-informed tools for leaders? Visit our Trauma-Informed Leadership Toolkit  for scripts, boundary phrases, regulation tools, and practical next steps. No matter where you work, knowing how to build relationships at work matters. And while it takes more than the “right” phrases to build real trust, these pocket phrases  can help you stay regulated, communicate respect, and strengthen connection, especially in tense or stressful moments. Below are 9 phrases we regularly teach leaders and teams because they reduce defensiveness and make repair possible. 1. Validate & Empower “That sounds really frustrating. What can I do to help?” Use it when:  someone is upset, overwhelmed, or venting and needs to feel heard. Avoid it when:  you are the cause of harm and need to take responsibility first (start with accountability, then support). When you acknowledge someone’s emotions without trying to fix them, you build trust. Asking what support they want also empowers them to identify what would help—rather than receiving solutions before they’re ready. This is one of the simplest ways to strengthen psychological safety and trust  over time. 2. Clarify & Collaborate “Do you want me to follow your lead, or brainstorm ideas with you?" Use it when:  starting a project, receiving a task, or noticing confusion about roles. Avoid it when:  the person has already clearly stated what they need (then simply confirm and proceed). Collaboration gets messy when roles and expectations are unclear. This question clarifies the type of support needed and shows that you are flexible and team-oriented. When conversations escalate, it often helps to understand fight, flight, freeze, and fawn responses at work. 3. Acknowledge & Build “Yes! I love that idea… and  I want to add…” Use it when:  you want to build on someone’s idea without shutting it down. Avoid it when:  the idea raises serious concerns that require a clear “pause” or boundary (then use direct language instead). Sometimes we offer feedback so quickly that the other person doesn’t feel heard. Even if your intention is helpful, skipping acknowledgment can land as rejection—especially in workplaces where stress or trauma has shaped communication into either/or thinking. This small shift communicates: “I’m with you. I hear you. And I’m contributing.” These phrases work best when they’re reinforced by shared norms. Our Foundational and Implementation Training  helps leaders build that consistency. 4. Express Gratitude “Thank you for doing that. I really appreciate it.” Use it when:  someone helps, follows through, or shows care and initiative. Avoid it when:  you are using gratitude to avoid addressing a real issue (appreciation and accountability can coexist). People want to feel seen. Naming appreciation, especially for effort that often goes unnoticed, strengthens connection and contributes to a more supportive workplace culture. 5. Thoughtful Follow-Up “How did it go? I’ve been thinking of you.” Use it when:  someone shared something important (a hard situation, a presentation, a personal milestone). Avoid it when: it feels intrusive. Keep it simple and let them decide how much to share. Following up shows you genuinely care. Remembering details from a prior conversation builds a sense of being valued as a person, not just a coworker. 6. Positive Gossip “I love working with her. She’s so thoughtful and creative!” Use it when:  someone isn’t present, and you’re reflecting on their strengths or contributions. Avoid it when: it becomes performative or exaggerated; keep it sincere and specific. Speaking well of others builds trust in the room. It also signals that you notice strengths and contributions, something many workplaces lack. When we talk about others, people often assume we speak about them the same way. Choosing positive “gossip” can strengthen safety and community. 7. Celebrate Success “Way to go! I’m so happy for you.” Use it when:  someone completes something hard, reaches a milestone, or improves a skill. Avoid it when:  the moment calls for quiet acknowledgment rather than big energy (match the person’s style). Workplaces often move so fast that wins go unrecognized. Celebrating others creates a culture of mutual support and helps people feel connected to progress and meaning. 8. Affirm Self-Worth “Congratulations! You deserve it.” Use it when:  someone is minimizing their success or feels uncomfortable being recognized. Avoid it when:  you don’t know the context well—if unsure, use “I’m proud of you” or “You earned that.” In workplaces affected by chronic stress or trauma, people may struggle to achieve success. Naming what they deserve can be both validating and healing. 9. Express Trust “I trust your judgement.” Use it when:  delegating, empowering decision-making, or supporting someone’s ownership. Avoid it when:  expectations are unclear (add guardrails: “I trust your judgment—here are the parameters.”) This phrase communicates confidence and autonomy. While trust is built through actions, not words alone, explicit trust can be powerful when paired with clarity and follow-through. Final Thoughts: Building Relationships at Work Wanting to improve your relationships at work is a strong starting point. Still, building trust takes more than reading a blog post; it takes practice, skills, and consistent norms. If you want to strengthen relationships and communication within your team, start with our free resource Relationship Building Scripts . Or if you are ready for even more, our e-book, Leading with Humanity , offers practical tools you can apply immediately. Read Next Honest Communication at Work: Build Trust (Examples + Scripts) 11 Trauma-Informed Boundary Phrases to Use at Work BRAVING: 7 Elements of Trust-Building at Work Explore Leadership Development

Trauma-informed work can be difficult. We are talking about trauma, stress, and real human pain. But trauma-informed practice is also about healing, and healing often requires one ingredient adults forget they still need: play. Start here:  Want the full set of trauma-informed tools for leaders? Visit our Trauma-Informed Leadership Toolkit  for scripts, boundary phrases, regulation tools, and practical next steps. Some of the most effective emotional regulation tools feel almost too simple. They can look a little silly, but they work because they interrupt escalation, bring you back into the present, and create a small gap between stimulus and response. That gap is where you regain choice. Many people find these tools easier to use once they understand fight, flight, freeze, and fawn responses at work . In this article, you will find nine playful techniques you can try immediately: options that take less than 60 seconds tools you can use discreetly at work techniques that help when you feel angry, panicked, shut down, or overwhelmed ideas for making these habits, not just emergency fixes You do not need all nine. Pick one or two that feel doable and practice them when you are already mostly okay. That is how they become available when you are not. 1 – Cross your toes Brain gym exercises can help shift you out of trauma mode and back into your body. They work because they require coordination and attention, which pulls your mind into the present. Use it when:  you feel triggered, distracted, or stuck in a spiral during a meeting or conversation. Try this:  cross your toes inside your shoes for 20 to 30 seconds and notice the sensation. Then release and repeat once. If you like this technique, here are a few more Brain Gym options: pat your head and rub your stomach, then switch hands hold your fists in front of you (palms up), extend left thumb and right pinky, switch, repeat quickly clasp hands together, extend fingers of one hand without releasing, switch, repeat one hand “rock,” one hand “paper,” switch rapidly 2 – Describe an object in detailed language Describing a neutral object in detail is a grounding exercise. It engages attention, interrupts rumination, and brings your brain back to what is happening right now. Use it when:  your mind is racing, you feel anxious, or you cannot stop replaying something. Try this:  pick one object and describe it using at least five details (size, shape, texture, color, sound, scent). Example: “A clear plastic water bottle with water droplets on the inside. A cap screwed on tightly. A label with blue tones. Ridges on the side. Cool to the touch.” There are no wrong answers. The goal is presence, not perfection. 3 – Huff n Puff When stress rises, we often sigh. That is your body trying to discharge pressure. Some breathing techniques feel rigid, which can be frustrating when you are already overwhelmed. This one is simple and playful. Use it when:  you feel activated, irritated, or emotionally “full.” Try this:  inhale deeply, then exhale with an audible sigh. Repeat three times and let your face and shoulders soften. If it helps, add sound. Groan. Hum. Make a dramatic “ugh.” This is a safe way to let the body release energy without directing it at someone. 4 – Use Cold Sensation Cold can interrupt escalation by bringing strong sensory input into the present moment. This can help reset a stress response. Use it when:  you feel panicky, stuck, or unable to come back to baseline. Try this:  splash cold water on your face for 15 to 30 seconds, or hold something cold (an ice cube wrapped in a paper towel) in your hands briefly. If you like cold showers or alternating hot and cold, that can be helpful too. Start with the mild option and build from there. 5 – Flop Like a Fish Movement is one of the most reliable ways to change state. When you feel stuck, low, or unable to initiate tasks, even small movements can help. Use it when:  you feel depressed, frozen, unmotivated, or heavy. Try this:  wiggle your arms and legs for 20 seconds, even if you are still lying in bed. Then sit up, breathe, and reassess. If you are upright, the “adult version” is shaking out your arms, swaying, or doing a brief dance break. It does not need to look graceful. It needs to shift energy. 6 – Be a Tree This is a grounding visualization that supports steadiness. It can also feel playful, which helps some nervous systems settle faster. Use it when:  you feel scattered, unsafe, or like you need stability. Try this:  stand with both feet on the floor. Imagine roots growing into the ground. Take three slow breaths and picture your body steady, like a trunk. If you want, raise your arms and imagine branches swaying in a gentle breeze. The goal is calm and connection. Both # 5 and #6 fit well with universal precautions in trauma-informed leadership . 7 – Watch the Fight This technique uses observation to create distance from unhelpful thoughts. It can reduce the intensity of inner criticism and bring you back to choice. Use it when:  your inner critic is loud or you are spiraling into self-judgment. Try this:  imagine your inner critic and inner cheerleader as two voices on a stage. Observe the conversation like an audience member. Then choose one supportive line to “cheer.” To make it playful, treat it like a sports match. Which voice is trying to dominate? Which voice deserves a standing ovation? 8 – “Disappear” for five minutes Sometimes the nervous system needs a brief break from demands. This imaginative reset can help when you feel constantly mentally tethered to work and responsibilities. Use it when:  you cannot relax because your mind keeps returning to tasks and stressors. Try this:  set a five-minute timer. Pretend you are temporarily in an alternate reality where nothing is required of you. No fixing. No planning. No urgency. You can set the environment (dim light, calm music, no screens) or simply close your eyes and imagine a place where your system gets to rest. 9 – Represent Your Emotions Differently Journaling is a classic coping tool because it creates separation between you and your thoughts. Adding creativity can make it more accessible and more regulating. Use it when:  you feel emotionally tangled or cannot find the right words. Try this:  draw the emotion instead of explaining it. Use color, shapes, scribbles, and symbols. Then add one sentence about what the emotion might need. You can also use metaphor words instead of precise labels: “blue flames,” “shaking,” “a wet cat,” “static,” “heavy fog.” The goal is expression and clarity, not perfect vocabulary. Why emotional regulation matters at work Emotional regulation is not just personal wellness. In workplaces, it shapes communication, decision-making, and culture. Regulation supports changing culture patterns  because it reduces escalation and increases repair. When leaders and teams share regulatory tools, you typically see fewer escalations, more repair, clearer feedback, and better follow-through. Regulation is also contagious. Calm, clarity, and steadiness spread through systems, just like urgency and reactivity do. That is why emotional regulation belongs inside leadership development, wellbeing initiatives, and workplace culture work. It protects relationships, reduces harm, and increases the likelihood that people can stay connected even when conversations are hard. Want more practical tools like these? Download our free Emotional Regulation Toolkit  with simple strategies you can use in moments of stress, overwhelm, or big emotions. If you are looking for tools to support your entire team, you might try our Emotional Regulation Team Pack Toolkit , now for only $29. Final thoughts: Get silly to get serious Silliness can be a legitimate trauma-informed tool. It can interrupt reactivity, bring you back into your body, and help you regain access to executive functioning. In other words, you can get silly so you can get serious. Your healing journey is your own. Take what works and leave what does not. If you try these, choose one or two and practice them when you are already mostly okay. That is how they become available when you need them most. You can also pair regulation with communication. Here are examples of shared language for difficult moments . Which of these will you try first? Read Next The Neuroscience of Glimmers as an Antidote to Triggers 10 Ways to Be Mindful That Aren’t Deep Breathing Fight, Flight, Freeze, Fawn/Appease: Trauma Responses Explained Explore Coaching & Consulting

If you’re trying to be honest without escalating conflict, you don’t need a perfect speech; you need a few steady phrases you can rely on. Here are 10 trauma-informed scripts for supervision, meetings, feedback, and repair. How to Use the Scripts:  choose one script, say it slowly, and keep your message to one point at a time. These phrases are meant to protect dignity and  accountability, especially in high-stress environments where people can get reactive or shut down. 10 Trauma-Informed Manager Scripts for Honest Communication Name the purpose (keeps it people-centered): “I want us to talk about this in a way that protects trust and gets the work done.” Describe impact without attacking character: “When that happened, the impact was ____. I’m not questioning your intent—I’m addressing the effect.” Invite context without losing the boundary: “Help me understand what was going on for you. And we still need to keep ____ in place.” Set a respectful boundary in the moment: “I’m going to pause us there. We can be direct, and we can’t be disrespectful.” Offer a choice (reduces power struggles): “Do you want to talk now, or would you prefer we regroup at ____? Either way, we’re addressing it today.” Clarify expectations (make ‘good’ visible): “Here’s what ‘good’ looks like: ____. Here’s what I need from you by ____.” Hold the standard while staying supportive: “I’m on your side, and I’m responsible for the standard. Both things are true.” Name what you can do (and what you can’t): “What I can offer is ____. What I can’t offer is ____.” Repair after tension (without backpedaling): “I want to acknowledge that got tense. My intention isn’t to shame you. I do need us to stay accountable.” Close with a concrete next step: “What’s one action you’ll take next time this comes up? Let’s check in again on ____.” If you only do three things: Name the purpose and the standard. Describe impact, not character. End with one clear next step. If you want more language you can borrow, pair these scripts with boundary phrases and relationship-building phrases , especially when you are leading in high-stress environments. Below, I’ll break down why honesty builds trust, what honest communication looks like in a people-centered culture, and how to practice it with steadiness and care. Understanding the Role of Honesty in Communication Those scripts work because honest communication isn’t about having the perfect words; it’s about being clear, accurate, and steady when it matters most. You are constantly communicating. Through writing, body language, conversation, and even how you spend your time, your choices signal what you value, intentionally or not. The question isn’t whether you’re communicating, but whether your communication is honest and intentional. Honest communication means paying attention to what you’re signaling and ensuring your message matches reality. It isn’t sugarcoating or half-truths. It’s being direct with care , because you trust your audience to listen with openness, maintain confidentiality when appropriate, and stay engaged through hard moments. In a people-centered culture, honesty is how teams reduce confusion, prevent resentment, and make repair possible. When leaders communicate honestly, they create the conditions for trust to grow, even when the message is difficult. As a core element of trauma-informed leadership, let’s look at what honest communication actually looks like and why it strengthens relationships and culture over time. Honesty and Trust are Foundational How do you describe trust in an organization? We often know when it’s there, and we feel its absence immediately when it’s not. If your team needs a shared, observable language for trust, not just a vibe, the BRAVING framework is a practical way to name what trust looks like in day-to-day behavior. In the workplace, trust is not a nice-to-have. It is the foundation for collaboration, innovation, and resilience under pressure. Without trust, teams brace and fragment. With it, they can navigate hard conversations and keep moving. Honesty and trust are mutually reinforcing. The more honest you are, the more trust you build. The more trust you build, the safer it becomes to be honest. That upward spiral strengthens relationships, reduces misinterpretations, and makes accountability feel fair rather than threatening. In trauma-informed leadership, honest communication is one of the fastest ways to reduce uncertainty because clarity is calming. When leaders consistently communicate with accuracy and care, people do not have to guess, brace, or read between the lines. Start here:  Want the full set of trauma-informed tools for leaders? Visit our Trauma-Informed Leadership Toolkit  for scripts, boundary phrases, regulation tools, and practical next steps. Courageous Honesty Reaps Benefits Often, we want the benefits of trust without the vulnerability that comes with honest communication. We want psychological safety and authentic relationships without the discomfort of real human emotions that come when addressing difficult issues. True transparency requires the courage to be vulnerable. This means admitting when you don't have all the answers, acknowledging mistakes, and sharing information even when it might be uncomfortable for people to hear. Avoid secrecy within an organization. This means among employees, both top-down and bottom-up, as well as with clients and partners. If you speak only in generalizations or try to spin a message, your audience often quickly senses it. If partial sharing is necessary for privacy, respect, or legal reasons, or simply because you don't have complete information, share these limitations. Without clarity, your audience (staff, partnering organizations, or clients) may worry, speculate, or engage in counterproductive gossip. This doesn't mean sharing everything with everyone, which would be overwhelming and inappropriate. It means being clear about what you can share, what you can't share and why, and avoiding the tendency to sugarcoat difficult realities. Consider the workplace problems that often stem from poor communication: people not knowing what's expected of them, feeling left out of important decisions, wondering about job security, or having to guess at leadership's priorities. Most of these issues could be addressed through more honest, direct communication. Honesty and trust are mutually reinforcing. The more honest you are, the more trust you build; the more trust you build, the more honest you can be. Creating Space for Difficult Conversations One of the hallmarks of an organization with a culture of honest communication is the ability to have difficult conversations well. They don't avoid conflict but address it directly and respectfully, without fear of the outcome. A culture that demands transparency must also tolerate its potential emotional and challenging responses it may provoke. Understand that while this may prove difficult initially, a culture of honest communication allows issues to be raised and resolved more efficiently. Boundaries become easier to draw and respect , and mutual accountability to the mission is more readily maintained. This requires developing both individual and collective skills in having hard conversations about how to: Give feedback constructively. Receive criticism without becoming defensive. Express disagreement while maintaining respect. Work through conflict productively. It also requires creating systems and structures that support honest communication. This might include regular feedback sessions, anonymous suggestion boxes, town halls where leadership answers questions directly, or conflict resolution processes that prioritize understanding over being right. Honesty Requires Self-Awareness Developing self-awareness , curiosity, and acceptance are critical in cultivating a culture of honest communication. You must constantly assess what your behavior communicates and remain willing to see situations from alternative perspectives. Before you can communicate honestly with others, you need to be honest with yourself. This means developing the self-awareness to recognize your own emotions, motivations, and biases. It means being curious about your own assumptions and open to the possibility that you might be wrong. This level of self-awareness isn't easy to develop! It requires ongoing reflection, feedback from others, and a willingness to examine uncomfortable truths about yourself. But it's essential for honest communication because you can only share what you're aware of, and you can only receive feedback about what you're open to hearing. Especially as a leader whose every action is analyzed, notice what you communicate through your tone, your body language, your timing, and your word choices. Pay attention to the messages you send through what you pay attention to, what you ignore, how you spend your time, and what you celebrate or criticize. Honesty Prevents Stress, Rumors, and Wasted Time One of the clearest signs of poor communication culture is widespread gossip and speculation. When people don't have access to accurate information, they fill in the gaps with their own assumptions, fears, and rumors. This creates exactly what we don’t want – an environment where misinformation spreads, trust erodes, and people spend more time managing relationships than focusing on their work. Clear and honest communication is not only respectful, it saves time and prevents unnecessary stress. When people know what's happening, why decisions are being made, and how changes will affect them, they can focus their energy on productive work rather than managing anxiety and uncertainty. As a leader , be proactive about sharing information that affects staff, clear about timelines and expectations, and make regular opportunities for questions and clarification. Similarly, with your clients, be proactive about sharing information that affects them, clear about timelines and expectations, and provide ample opportunity for them to ask questions. Before you can communicate honestly with others, you need to be honest with yourself. Listening with Curiosity Honest communication isn't just about sharing information; it's also about how we listen and respond to others’ honest sharing . This is where curiosity becomes crucial. Instead of approaching conversations with the goal of being right or defending your position, approach them with genuine curiosity about the other person's perspective. Say things like, "Help me understand your thinking on this." Or ask, "What am I missing?" "How does this look from your perspective?" and "What would you need to feel comfortable with this decision?" These questions convey respect and openness, and they often reveal information that leads to more effective solutions. Curiosity also helps us navigate cultural differences, generational gaps, and different communication styles. Instead of assuming that someone who communicates differently than you is wrong or problematic, you can get curious about what their approach offers and how you might bridge any gaps in understanding. Skill-Building for Honest Communication Invest in removing barriers to honest communication, like a lack of communication skills or opportunities. Organizations with strong communication cultures don't just expect people to communicate well; they invest in developing these skills. They provide training on difficult conversations, feedback, and conflict resolution. They model good communication from leadership down, and they create opportunities for people to practice these skills in lower-stakes situations. Consider implementing regular communication practices such as: Check-ins that go beyond project updates to include how people are feeling and what support they need (try using the structured Community Meeting approach). Feedback sessions that are structured, regular, and focused on growth rather than judgment. Transparent decision-making processes where people understand how and why decisions are made. Conflict resolution training that gives people tools for working through disagreements productively. Communication style assessments that help people understand their own preferences and adapt to others. The Ripple Effects of Honest Communication When organizations commit to honest communication, the effects extend far beyond just better information sharing. Trust deepens, which makes collaboration more natural and effective. Problems get identified and solved more quickly because people aren't afraid to raise concerns. Innovation increases because people feel safe to share creative ideas and take risks. People also report higher job satisfaction and lower stress levels when they work in environments characterized by honest communication. They don't have to spend energy trying to decode hidden messages or navigate office politics. They can focus on their work and their relationships, knowing that people trust and respect them enough to be truthful. Assess Your Communication Start by examining your own communication patterns for what you’re doing well and where you can improve. Are you saying what you mean? Are you addressing issues directly rather than hoping they'll resolve themselves? Are you asking for what you need? Are you sharing information appropriately? Are you listening with genuine curiosity? Then look at the systems and structures around you. What communication practices are working well? Where are the gaps? What would make it easier for people to communicate honestly and effectively? Remember that honest communication is both a skill and a choice. The more you practice it, the more natural it becomes, and the more it creates the conditions for the people-centered workplace we’re striving for. We can help boost your team's skills and strengthen your culture of honest communication. Schedule a 30-minute discovery call and find out how! FAQ'S Is honest communication the same as being direct? Directness can be helpful, but honesty adds accuracy, intention, and care. Direct without care often becomes harsh. What if someone reacts badly to honest feedback? Pause, lower the intensity, restate the purpose, and return to one clear point. You can stay accountable without escalating. How do I set a boundary without sounding cold? Name the relationship and the standard. For example, “I respect you, and I need us to keep this professional.” How do I repair after a tense conversation? Acknowledge the tension, restate your intention, and confirm the next step. Repair is how trust stays intact.

Universal precautions is the practice of assuming that anyone you interact with may be carrying trauma, chronic stress, or adversity, even if you cannot see it. In workplaces, universal precautions means we design communication, norms, and leadership behaviors in ways that reduce unnecessary harm and increase dignity for everyone. Start here:  Want the full set of trauma-informed tools for leaders? Visit our Trauma-Informed Leadership Toolkit  for scripts, boundary phrases, regulation tools, and practical next steps. This is not about lowering expectations. It is about reducing threat and increasing clarity so people can think, communicate, and collaborate more effectively. When leaders consistently apply universal precautions, it supports psychological safety, improves follow-through, and reduces escalation during hard conversations. Many workplace conflicts make more sense when you understand fight, flight, freeze, and fawn responses at work . If you want to actively resist re-traumatization, establish trauma-informed environments, and support your community, these 11 tips can help you practice universal precautions in daily leadership. What universal precautions are not Universal precautions does not mean: treating everyone the same avoiding accountability walking on eggshells assuming you know someone’s story replacing clinical care, HR requirements, or legal obligations Instead, it means designing conditions that reduce threat and increase clarity, dignity, and choice. It supports accountability by making expectations and repair practices more consistent. Why it matters:  universal precautions reduce unnecessary threat, prevent escalation, and make expectations and repair more consistent in high-stress workplaces. Universal precautions in practice: 11 tips for leaders and teams 1 – Assume everyone may be carrying trauma When we assume trauma may be present, we shift into compassion and curiosity. Instead of seeing people as the problem, we look at behaviors and consider what might be driving them, including stress responses, past experiences, and current context. This supports a shift away from “what’s wrong with you” and toward “what happened to you,” and eventually toward “what’s strong in you.” This approach is part of a broader paradigm shift leaders must make to change workplace culture. Use it when:  someone’s reaction feels bigger than the moment or hard to understand. Try this:  pause and ask, “What might be happening for them right now, and what would reduce threat in this moment?” 2 –Make safety and harm reduction the priority in every interaction Universal precautions are fundamentally about reducing harm. Safety includes physical, emotional, and cultural safety. Leaders often need quick tools in the moment. These emotional regulation techniques  can help you reset and respond skillfully. Use it when:  you are giving feedback, addressing conflict, or leading through change. Try this:  before you speak, ask yourself, “Will this increase clarity and dignity, or increase fear and shame?” 3 – Use shared trauma-informed language Shared language improves clarity, reduces confusion, and helps teams align. Trauma-informed language includes specific vocabulary with clear definitions, and it also reflects a non-blaming stance that supports understanding and repair. Use it when:  your team is navigating conflict, change, or repeated misunderstandings. Try this:  define 5 to 10 shared terms your team uses consistently (for example: triggers, repair, boundaries, impact vs intent, safety plan, regulation). 4 – Practice active listening Universal precautions is not a one-way practice. It requires listening to community members' needs and responding appropriately. If you want ready-to-use scripts, here are examples of language that builds trust at work . Use it when:  someone shares a concern, frustration, or fear. Try this:  reflect back what you heard before you problem-solve: “What I hear you saying is ____. Did I get that right?” 5 – Make validation a reflexive habit We often invalidate feelings without intending to. Even well-meaning reassurance like “everything is okay” can land as dismissive if someone feels unsafe. Validation does not mean agreement. It means acknowledging the reality of someone’s experience. Use it when:  someone is upset, activated, or discouraged. Try this:  lead with: “That makes sense,” “I can see why that would be hard,” or “Thank you for telling me.” 6 – Respect boundaries and physical space In many workplace cultures, it is normalized to push past a “no.” When we disregard boundaries, we communicate that we do not respect someone’s autonomy, which can be deeply activating for people with trauma. This also goes both ways. Practicing your own boundaries models trauma-informed behavior. Use it when:  someone says no, hesitates, or asks for space or time. Try this:  respond with: “Thank you for telling me. What would work better for you?” 7 – Offer choices and options whenever possible Choice increases agency. Many trauma experiences involve powerlessness, so restoring autonomy is protective and regulating. Use it when:  assigning tasks, setting timelines, planning meetings, or making changes. Try this:  offer two options: “Would you prefer option A or option B?” If there is no flexibility, name what is fixed and what is flexible. 8 – Be aware of potential triggers and avoid unnecessary reminders of trauma You cannot know everyone’s trauma history, and you do not have the right to. However, you can reduce unnecessary triggering conditions and listen when people choose to share what helps them. Also consider the trauma of structural violence. This includes the cultural, racial, and gender-based trauma many marginalized people navigate. Use it when:  you are designing policies, disciplinary practices, meetings, or customer-facing interactions. Try this:  audit environments for avoidable threat cues (public shaming, sudden loud interruptions, unpredictable consequences, lack of privacy, biased enforcement). 9 – Normalize self-care, trigger care, and crisis care Establishing safety includes supporting wellbeing. When leaders normalize needs, rest, and recovery, teams experience less shame and more sustainability. Use it when:  workload is high, stress is chronic, or morale is slipping. Try this:  make one well-being practice the norm (for example, meeting breaks, realistic deadlines, recovery time after high-stress events, or a shared self-care planning tool). If you have resources, offer them clearly and consistently. At Chefalo Consulting, we offer a free digital self-care planning kit and a free safety plan template. 10 – Commit to continuous learning Growth is central to trauma-informed practice. Universal precautions require ongoing learning, not perfection. Use it when:  you notice repeat breakdowns, defensiveness, or leadership inconsistency. Try this:  set one learning goal per quarter (a book, a workshop, skills practice, or a facilitated training). 11 – Advocate for trauma-informed policies and procedures Individual practice matters, and systems matter. If the organization’s policies reinforce threat, people will continue to feel unsafe, regardless of good intentions. Trauma-informed implementation requires both cultural change and technical change, including clear procedures, fair enforcement, and repair practices. Use it when:  you are seeing repeated harm patterns or high turnover. Try this:  identify one policy or practice that creates fear or inconsistency (for example: discipline, complaint handling, performance feedback) and redesign it with dignity, clarity, and accountability. Final thoughts: Universal precautions are a starting point Understanding and practicing universal precautions are meaningful steps toward creating a safe work environment, but they are only the beginning. The goal is consistent norms, shared language, and skillful leadership behaviors that reduce harm and support accountability. If you want to go deeper, you have a few options: Download Chefalo Consulting’s 2026 Field Guide to Implementation Request training or workshops for your leadership team to implement universal precautions in daily practice.

Trauma-informed leaders know that healthy boundaries are essential for healthy relationships at work. But setting boundaries can feel hard if you were never taught how to say no, name needs, or set expectations without guilt. This is easier when you understand fight, flight, freeze, and appease responses  and how they show up at work. This list is designed to help you communicate clearly and kindly while protecting your time, energy, and psychological safety. This is an example of universal precaution  in communication: assume stress may be present, and reduce harm by default. Take what fits, edit the language to match your voice, and leave the rest. Start here:  Want the full set of trauma-informed tools for leaders? Visit our Trauma-Informed Leadership Toolkit  for scripts, boundary phrases, regulation tools, and practical next steps. How to use these phrases (so they actually work) Before you use any boundary phrase, remember: Say it once, then repeat it calmly if needed.  Over-explaining often invites negotiation. Tools like JADE   can help you notice when you’re over-explaining because you’re in defensiveness. Pair the boundary with a next step.  When possible, offer an option, a time, or a redirect. Match your tone to your goal.  Calm and direct is usually more effective than apologetic or sharp. Print these and hang them on your wall as reminders during those tough times. Time and capacity boundaries 1- “I don’t have the time or energy to do that right now.” Use this when someone requests something that would overload you. Optional follow-up:  “I can revisit it next week, but I can’t take it on today.” 2- “My workload is too full to take on another project.” Use this when you want to stay honest about capacity without debating priorities. Optional follow-up:  “If this is urgent, what should I deprioritize to make room?” 3- “You can reach out anytime, but I respond during business hours.” Use this to set an expectation that protects well-being and prevents availability pressure. Optional follow-up (leader version):  “And I don’t expect you to respond outside your hours either.” 4- “I can help, but I can only give you an hour.” This is a “yes with limits” boundary. It prevents resentment and protects sustainability. Optional follow-up:  “What would be most helpful for us to accomplish in that hour?” Safety and regulation boundaries 5- “Can we pause this conversation and pick it back up later?” Use this when you notice escalation, a trauma response, or reduced executive functioning. If you want more scripts, here are phrases that build trust at work  for hard moments. Optional follow-up:  “I want to continue, and I want us to do it well. Let’s come back to this at [time].” If pausing is hard, try these emotional regulation techniques  to reset quickly. 6- “I don’t feel comfortable doing that.” This phrase is useful when discomfort is signaling lack of safety, not just growth-edge discomfort. Optional follow-up:  “I’d like support, guidance, or training first.” Privacy boundaries 7- “I don’t want to talk about that at work.” Use this when the topic is personal, invasive, inappropriate, or not workplace-relevant. Optional softer version:  “I’d rather not discuss that here.” 8- “I don’t share that information with colleagues.” Use this when someone is probing and you want a clean, firm line. Optional redirect:  “I’m happy to talk about the project instead.” 9- “I prefer to keep that private.” Use this when you want to protect privacy without shutting down the relationship. Optional follow-up:  “Thanks for understanding.” Values and accountability boundaries 10- “I don’t agree with that.” This is a simple, powerful boundary when harmful gossip, stereotypes, or unsafe ideas enter the room. Optional add-on:  “I see it differently, and I don’t want us to normalize that here.” 11- “What an odd thing to say out loud.” Use this when someone says something inappropriate, and you need a phrase that interrupts the moment without launching a full confrontation. Optional follow-up:  “Let’s reset. That did not land well.” Create Your Own Boundary Phrases These phrases are a starting point. Over time, you will develop versions that match your role, culture, and voice. A simple way to create your own is to write a sentence that includes: your limit  (time, topic, access, behavior) your expectation  (what will happen next) your next step  (when you will follow up, or what you can offer instead) Final thoughts: boundaries are a cultural skill Boundaries are not just personal. They are cultural. When leaders model clear, respectful boundaries, teams experience less resentment, fewer blowups, and more sustainable performance. Start with one phrase you can say without freezing. Practice it out loud. Then repeat it consistently until it becomes a norm you can rely on. Read Next Honest Communication at Work: Build Trust (Examples + Scripts) 9 Phrases for Building Relationships at Work The Art of Workplace Tolerance: Practices You Can Use Today Explore Foundational Training

Start here:  Want the full set of trauma-informed tools for leaders? Visit our Trauma-Informed Leadership Toolkit  for scripts, boundary phrases, regulation tools, and practical next steps. In a world that often feels overwhelming, we've become familiar with the concept of "triggers" - those stimuli that activate our stress responses and thrust us back into past traumas. But what about the opposite experience? What happens when something unexpectedly brings us joy, peace, or a sense of safety? Enter "glimmers" - the lesser-known but equally powerful counterpart to triggers that deserves our attention.   What Are Glimmers? Coined by therapist Deb Dana, LCSW , glimmers are the opposite of triggers. While triggers activate our protection system, glimmers activate our connection system. They're micro-moments of joy, safety, and connection that light up our nervous system in positive ways. "You feel something happen inside," Dana explains. "There's an energy that happens around a glimmer, and then your brain marks it as well." Unlike triggers, which have a violent connotation and sound as activating as some of the experiences they describe, glimmers represent gentle moments of positive activation - little sparks of well-being. The Neuroscience of Glimmers vs. Triggers Both triggers and glimmers activate our nervous system, but in fundamentally different ways: Triggers  activate the sympathetic nervous system - our " fight, flight, freeze, or appease " response. This system responds to perceived threats, evoking emotions like fear, anxiety, and stress. When triggered, we're transported back to past traumas, and our bodies repeat the protective responses we once relied on. Glimmers , on the other hand, activate the parasympathetic nervous system - our "rest and digest" state. This helps our bodies relax, regulate, and conserve energy, sparking feelings of calm and connectedness. Glimmers help us return to our "wise mind” where executive functioning skills such as goal-directed behavior, flexible thinking, and self-control lead the way. Finding Your Glimmers You can use the neuroscience of glimmers and triggers in practical ways to build resilience. Glimmers aren't grand experiences but small moments that bring us peace. What makes them special is their ability to cue safety and build resilience by rewiring our brains toward connection rather than protection. Here are some glimmers you might recognize: Cuddling a pet Watching a sunset or sunrise Encountering a specific fragrance that brings comfort Hearing a baby laugh Experiencing moments in nature (the sun on your skin, smelling the ocean, feeling a gentle breeze) Connecting with a stranger in a meaningful way The smell or taste of a dish or drink Hearing your favorite song unexpectedly The first sip of morning coffee or tea The weight of a warm blanket on a cold day The sound of rainfall on a roof A spontaneous hug from someone you love Spotting a butterfly, bird, or sneaky squirrel outside your window Cultivating Awareness of Glimmers Our brains are remarkably good at finding what they're looking for - whether that's potential threats (to keep us safe) or moments of connection (to keep us well). By intentionally noticing and savoring glimmers, we can train our brains to spot more of them by intentionally noticing and savoring glimmers. Remember that just like triggers, glimmers are: Activating for your brain Stimulated by any or all five senses Capable of wiring your brain to respond to them Activators of your nervous system Able to originate internally or externally Unique to each person   The key difference is that while triggers push us into protection mode, glimmers invite us into connection - with ourselves, others, and the world around us. Embracing the Power of Glimmers In our trigger-heavy world, actively seeking out and acknowledging glimmers isn't just a pleasant diversion - it's a radical act of self-care and neurological reprogramming. By recognizing these moments of joy and safety, we build resilience against life's inevitable challenges. The next time you feel that small spark of joy or peace, pause to acknowledge it. That's a glimmer, and it's your nervous system's way of saying: "We're safe here. We can rest.” The more we notice these moments, the more our brains will seek them out, gradually shifting our attention (both conscious and subconscious) from a world of threats to one abundant with opportunities for connection and peace. Glimmers are everywhere, and we all have them. You just need to train your eyes (and your brain) to see them. Include glimmers in your Self-Care Planning Kit , which you can download for free. Read Next 9 Silly Methods for Emotional Regulation That Actually Work Fight, Flight, Freeze, Fawn/Appease: Trauma Responses Explained The Four Pillars of Emotional Intelligence Explore Coaching & Consulting

Awareness is fundamental to sustained trauma-informed change. Part of awareness is noticing when you, or someone else, is moving into a trauma response. One of the most practical ways to catch escalation early is a simple acronym: JADE . JADE stands for Justify, Argue, Defend, and Explain. When you notice yourself slipping into JADE, it often signals a threat response and reduced executive functioning. Catching it early helps you slow the escalation, communicate clearly, and stay accountable without over-explaining. Start here:  Want the full set of trauma-informed tools for leaders? Visit our Trauma-Informed Leadership Toolkit  for scripts, boundary phrases, regulation tools, and practical next steps. JADE helps you recognize defensiveness in the moment.  It stands for Justify, Argue, Defend, and Explain . When you notice yourself doing these behaviors automatically, it is often a signal that your nervous system is experiencing a threat, and your executive functioning is reduced. If you want the bigger picture, start with fight, flight, freeze, and appease responses  and how they show up at work. You can use JADE to understand others, but it is most effective when you start by using it on yourself. JADE also fits well inside universal precautions at work , because it reduces harm during high-stress moments. JADE: Justify, Argue, Defend, Explain JADE was first introduced as a communication and boundary tool in Al-Anon, but you do not need to be affected by addiction to benefit from it. It is especially helpful at work because it helps you catch escalation early. JADE is most useful for noticing the trauma response of defensiveness , which is often connected to the fight response. J: Justify Justifying is explaining yourself before anyone asks. You rush to prove you are competent, not wrong, or not a problem. What it looks like at work: over-explaining a decision listing reasons quickly trying to prove you are “right” instead of staying connected Use it when:  you notice your voice speeding up, your body tensing, or your mind rehearsing a defense. Try this instead:  pause and say, “I hear your concern. Give me a moment to think.”If you can, assume good intent and trust that your decision can stand on its own without a long explanation. A: Argue Arguing often shows up when the nervous system is activated and trying to regain control. It can become a version of the fight response. The problem is that arguing usually escalates tension and pushes everyone further out of regulation. What it looks like at work: debating to win correcting in a sharp tone interrupting or raising your volume Use it when:  you feel “hot,” impatient, or determined to prove a point. Try this instead:  switch to curiosity. Ask one neutral question: “What outcome are you hoping for here?”Then reflect back what you heard: “What I hear you saying is ____. Did I get that right?” Here are more examples of language that builds trust at work  when conversations get hard. D: Defend Defending is when feedback or differing opinions feel like a threat, so you protect yourself quickly, even if no one is attacking you. This is common in workplaces where shame, blame, or unpredictable consequences have been normalized. What it looks like at work: “That’s not what I meant” before hearing the full concern explaining impact away instead of listening to it feeling attacked even when the tone is neutral Use it when:  you feel blamed, criticized, or misunderstood. Try this instead:  name what is happening and slow down.“I notice I am getting defensive. I want to understand. Can we slow down?”If needed: “I want to revisit this after I have a moment to regulate so I can listen well.” E: Explain Explain is similar to justify, but it often follows a mistake, a delay, or a missed expectation. Explaining can be useful when it provides information that helps solve the problem. It becomes unhelpful when it turns into a long story motivated by shame. What it looks like at work: giving too much context to soften a mistake trying to be understood before you take accountability feeling like you must earn kindness through explanation Use it when:  you feel embarrassed, ashamed, or afraid of consequences. Try this instead:  keep it simple and accountable.“You’re right. I missed that. Here is what I will do next.”You are allowed to be human. Accountability does not require self-punishment. What to do when you notice JADE When you catch yourself in JADE, you have options. Choose one: Pause and regulate  (even 10 seconds helps). If you need quick tools, try these emotional regulation techniques  that work under stress. Switch to curiosity  (ask one neutral question). Name and slow it down  (“I’m getting defensive, I want to understand”). Reschedule for repair  if you cannot stay regulated. The goal is not to eliminate defensiveness forever. The goal is to recognize it earlier and choose a response that protects dignity, clarity, and the relationship. Final thoughts: Use JADE to reduce escalation and build safety JADE helps you notice unhelpful behaviors that can perpetuate harm at work. When leaders and teams learn to recognize defensiveness early, conversations become clearer, repair becomes easier, and accountability becomes more consistent. Start with yourself. Practice noticing JADE in low-stakes moments. Over time, you will build the awareness and skill to respond instead of react. Read Next Fight, Flight, Freeze, Fawn/Appease: Trauma Responses Explained Universal Precautions in Practice: 11 Tips for Trauma-Informed Leaders Why Is Safety Important in a Trauma-Informed Approach? Explore Foundational Training

As a trauma-informed consultant, I work with trauma-informed phrases and ideas every day—and here are some of the most common phrases you'll hear me say. Start here:  Want the full set of trauma-informed tools for leaders? Visit our Trauma-Informed Leadership Toolkit  for scripts, boundary phrases, regulation tools, and practical next steps. These seven phrases distill some complex trauma-informed topics into understandable and actionable phrases that can help you embed the TIC model into your life and work. 1 – "Name It, Tame It" "Name it, tame it" comes from Dr. Dan Siegel's work on the brain and mindfulness. By recognizing and acknowledging our emotions, we can reduce the intensity of those emotions. Unspoken anger can turn to rage, unspoken annoyance to resentment, and unspoken loss to profound grief. When pushed aside, our emotions cause dysfunction. When acknowledged and given the space they need to be expressed, there is an emotional release. Sometimes, simply by naming the emotion, we can tame it. The solution in these cases was being heard, understood, or witnessed. Other times, naming the emotion opens the door for solutions. Discussions of change may follow. Naming our emotions also empowers us. It reminds us that we are not our emotions and that our emotions are temporary. Consider the difference in mindset between someone who's feeling anxious when they say, "I'm fine" or "I feel nervous." Acknowledging our feelings is self-validating, empowering, and kind to our inner experience. 2 – "Yes, AND" The "yes and" model might remind some people of a popular improv comedy technique, but the stage is not the only place that this method works. "Yes and" is an extremely effective communication strategy because it (1) validates and acknowledges the other person and (2) builds on what they've just said. We often use the word "but" while speaking or writing, and understandably so. Many of the thoughts we have seem to contradict one another. But when we use the word but, it effectively erases what we've just said. "You're a great team member, but…" feels a lot different than "You're a great team member, and…" even if the point is the same. This way of thinking also applies to many of the abstract concepts and overarching ideas of the trauma-informed model. Yes, we need to focus on community building, relationships, and cultural change. And we need to look at the processes, procedures, and technical pieces. Rarely are we faced with either/or scenarios. More often, we encounter "yes and" scenarios. 3 – "Inside-Out" When we commit to trauma-informed work, we must use an inside-out approach. This phrase, "inside-out," serves to remind us of the importance of doing the internal work before expecting to see changes in our outer world. In other words, we need to recognize and address trauma in our own lives before we can effectively help others with trauma. Many people are drawn to trauma-informed work because they want to help others, and this is an honorable goal. However, it is essential that we approach this work with a sense of humility and self-awareness. If we have unresolved trauma or unexamined biases, we risk unintentionally causing harm to the very individuals we are trying to help. We also cannot ask others to "buy in" without buying in ourselves first. Consider a manager asking their team members to complete individual safety plans. The manager has not completed their plan, so why do they expect their employees to? A large part of the work is leading by example or behavior modeling. Before we expect others to change, we must seek to change ourselves. 4 – "Connection Before Correction" We know that trauma has lasting psychological and physiological effects. The inner turmoil of trauma often appears to others as inappropriate or undesired behavior. Trauma-related behaviors, such as dissociation and reenactments, often appear as aggression, hostility, resistance, withdrawal, zoning out, and other forms of emotional dysregulation. For caregivers, educators, and professionals working with people with trauma, these behaviors can be frustrating. They often take a problem-based approach and try to "fix" the behavior by correcting or even punishing those in their care. This approach is neither trauma-informed nor effective. When working with individuals who have experienced trauma, it's important to prioritize building a connection and establishing trust before trying to correct behavior. This phrase, "connection before correction," emphasizes the importance of relationship-building and helps individuals feel seen and heard. 5 – "Attention Seeking is Attachment Seeking" This phrase helps reframe what can be seen as negative behavior as a sign of unmet needs. Humans often engage in attention-seeking behaviors as a way to connect with others. We will often start with positive behaviors and seek positive attention, but if that doesn't work, we may seek negative attention to meet our attachment needs. This phrase encourages us to look beyond the behavior and address the underlying need. Instead of labeling someone negatively, we can consider what needs of theirs are unmet, and then we can take positive action to meet those needs and improve their well-being. 6 – "How Are You Feeling?" In the trauma-informed model, emotional safety and well-being are paramount, but in most organizations, talking about your feelings honestly isn't a cultural norm. To start shifting norms and values, we normalize asking, "How are you feeling?" at the start of every meeting. Asking for an honest answer about others' state of being accomplishes several trauma-informed goals. It gives us an opportunity to check in with our authentic inner experience and share that experience with others. In doing this, we create connection, build community, and increase shared empathy. At the same time, it opens a space where people can feel seen, heard, and validated. "How are you feeling?" is also a grounding question for community meetings, which also addresses goals and support systems. In a community meeting, talking about feelings helps facilitators gauge the emotional climate of the room, which helps us adjust our approaches accordingly. 7 – "What's Strong in You?" Perspective shifting is a central theme throughout the trauma-informed model, and the question "What's strong in you?" embodies that perspective shifting. This is one of the most important trauma-informed phrases that I use on a daily basis. It's rooted in the belief that all individuals have strengths and resources, even in the face of adversity. When working with people, especially those with long trauma histories, it can be easy to focus solely on their challenges and struggles. In fact, many of us move through the world with deficit mindsets. However, by emphasizing our strengths and resources, we can help to build resilience and empowerment in ourselves and others. Final Thoughts: Take These Trauma-Informed Phrases with You As a trauma-informed consultant, I work with these phrases and ideas every day, teaching professionals like you how to implement them in their everyday life. For most people, embedding these ideas into how they move through the world can be difficult at first because we're often entrenched in a certain way of doing things already. So, I encourage you to take these trauma-informed phrases with you into your life and consider how they might help you approach yourself and others with more care and compassion. These trauma-informed phrases are powerful tools for creating safe and supportive environments, fostering connection and empathy, and building resilience and empowerment. By using these phrases and ideas, you can help to create a culture that values emotional safety and well-being and that honors the experiences and strengths of all people. If you’re ready to start your trauma-informed journey, check out some of our free resources . You can also invest in your continued learning by enrolling in our Trauma-Informed Masterclass. Read Next Honest Communication at Work: Build Trust (Examples + Scripts) 11 Trauma-Informed Boundary Phrases to Use at Work 9 Phrases for Building Relationships at Work Explore Foundational Training

Fight, flight, freeze, and fawn/appease are automatic protective responses from the nervous system—not character flaws. At work, they can show up as conflict (fight), avoidance (flight), shutdown (freeze), or people-pleasing and over-agreeing (fawn/appease). Leaders reduce escalation by naming what they notice, offering structure and choices, and setting steady boundaries that keep people and the work safe. Start here:  Want the full set of trauma-informed tools for leaders? Visit our Trauma-Informed Leadership Toolkit  for scripts, boundary phrases, regulation tools, and practical next steps. Introduction: Why Understanding Fight, Flight, Freeze, and Appease Matters At work, these responses can show up in everyday moments: a team member becomes defensive or argumentative (fight), avoids hard conversations (flight), shuts down or goes blank (freeze), or over-accommodates to keep the peace (fawn/appease). When leaders recognize these patterns early, they are better able to respond rather than react, reduce escalation, and build safer workplace norms. In this article, you’ll learn: Plain-language definitions of fight, flight, freeze, and fawn/appease Common workplace signs of each response What tends to help and what often makes it worse Trauma-informed leadership actions to support regulation, trust, and culture A note on intent: this is not about diagnosing people. It’s about understanding how stress manifests in human systems and creating conditions where more people can stay regulated, connected, and effective, even under pressure. If you want your leadership team to consistently build these skills, explore our Foundational and Implementation Training . What Activates Fight, Flight, Freeze, and Fawn (Appease)? Trauma responses are personal, and we should be careful not to assume we know what is happening inside someone’s body or history. In organizations, the goal is not to “figure people out”—it’s to reduce unnecessary threat signals and increase safety and predictability. In general, fight, flight, freeze, and fawn are most likely to show up when someone’s nervous system perceives danger , even if there is no immediate physical threat. In workplaces, that “danger” often sounds like: “I’m about to be embarrassed or criticized.” “I’m not safe to say what I need.” “If I make a mistake, I’ll lose something important.” “This environment feels unpredictable or out of my control.” Common workplace triggers include: public feedback, unclear expectations, a high workload with little control, abrupt change, conflict without resolution, power dynamics, exclusion/microaggressions, or repeated experiences of not being heard. Response What it can look like at work What helps (leader response) FIGHT Defensiveness, arguing, blaming, raised tone, interrupting, “lawyering” details, pushing back hard Lower the heat (slow voice, fewer words), name the goal, set a respectful boundary, give one clear next step FLIGHT Avoiding meetings, over-busyness, “forgetting,” delaying, perfectionism as a delay, changing the subject, not replying Reduce ambiguity (who/what/when), offer two choices, break it into one small next step, set a short check-in time FREEZE Silence, blankness, “I don’t know,” delayed responses, difficulty deciding, going along to end it, missed details Slow down, ask one question at a time, offer time to think, recap in writing, reduce audience / meet 1:1 FAWN / APPEASE Over-agreeing, excessive apologizing, saying yes then burning out, taking blame to keep peace, over-accommodating, avoiding boundaries Invite honesty (“It’s safe to say no”), normalize limits, ask what they actually need, reinforce boundaries with follow-through If you’re seeing these patterns, the goal isn’t to diagnose anyone; it’s to create enough predictability, respect, and repair that the nervous system doesn’t have to protect so loudly. What Happens When Someone Is “Triggered”? The word “triggered”  is often used casually, but in a trauma-informed context, it has a specific meaning: a person’s nervous system has shifted into threat response , and they have less access to the parts of the brain that support reasoning, flexibility, and problem-solving. When someone is in a threat state, you may see: Less capacity for logic, planning, or perspective-taking Strong emotional reactions (anger, fear, shame, panic) Physical stress responses (tight chest, shallow breathing, agitation, numbness) Behaviors that don’t match the person’s usual character This is why people sometimes say, “That wasn’t like me,” or feel regret afterward. When we understand this process, we can focus less on blame and more on regulation, repair, and creating conditions that reduce threat . For teams that want practical language and tools they can use immediately, our trauma-informed workshops  are built for real workplace scenarios. Fight, Flight, Freeze, Appease: The Four Trauma Responses Our brains have evolved complex mechanisms to help us survive perceived threats. These survival instincts are extremely useful to us, as they can save our lives in emergency situations. However, we must acknowledge that this state of mind is often activated even when our lives aren't actually in immediate danger. These survival instincts are known as trauma responses (or "trauma brain,"  as we like to call it at Chefalo Consulting). While the "fight or flight" response is relatively well-known, there are actually four primary responses: fight flight freeze appease (often referred to as fawn) Understanding these responses is essential for fostering trauma-informed environments across our lives and communities, including in our personal  and professional relationships. The Fight Response The fight response is the body’s way of confronting a perceived threat head-on. When faced with danger, our sympathetic nervous system triggers the release of adrenaline and cortisol, preparing us to defend ourselves. This might manifest as anger, irritability, or even physical aggression. Physiologically, you might experience increased heart rate, rapid breathing, and heightened muscle tension. This response was evolutionarily advantageous, allowing our ancestors to confront and potentially overpower threats. In modern contexts, the fight response can still emerge, even when the "threat" is psychological or emotional. For example, during a heated argument or when facing criticism, you might feel a surge of defensiveness or even a strong urge to "fight back" verbally or emotionally. If you've ever felt a stubbornness you can't explain, that may also be your brain's way of "fighting" someone with this trauma response! In the workplace, fight can look like:  defensiveness, arguing, interrupting, controlling, blaming, sarcasm, rigidity, “lawyering,” or escalating tone. What helps:  calm tone, clear boundaries, choices, private follow-up, reflective listening, and time to cool down before problem-solving. What often makes it worse:  public correction, power plays, shaming language, urgency without clarity, or “why are you so emotional?” These patterns often intensify under chronic stress and burnout. To recover capacity, start with our free Burnout Check-In  (a one-page burnout + compassion fatigue self-assessment) and, if you want a step-by-step prevention plan for individuals and teams, use the Burnout Prevention Playbook . The Flight Response For some of us, in some situations, confronting the actual or perceived threat is not an option. Rather than fighting, the flight response takes over. The flight response is characterized by an intense urge to escape from the danger, whether by physically fleeing or avoiding the situation altogether. The body channels its energy into getting away, often resulting in symptoms such as racing thoughts, dilated pupils, or an adrenaline-fueled burst of energy. In everyday situations, the flight response might manifest as avoiding conflict, withdrawing from social interactions, or feeling the need to leave a stressful environment immediately. It’s the body’s way of prioritizing self-preservation by removing itself from the perceived danger. If you're a "master of deflection," then you might be familiar with the subtler side of the flight response! In the workplace, flight can look like:  avoiding meetings, “staying busy,” changing the subject, deflecting, missing deadlines, disappearing during conflict, or excessive rationalizing. What helps:  predictable expectations, smaller steps, pre-briefing difficult conversations, written follow-up, and permission to pause and return. What often makes it worse:  ambiguity, rapid-fire questions, surprise confrontation, or labeling the person as “uncommitted.” The Freeze Response The freeze response is common and also commonly overlooked. In this state, the body (or brain) essentially "plays dead," becoming immobilized in hopes that the threat will pass unnoticed. This can be one of the most distressing responses, as it often leaves individuals feeling trapped, powerless, and disconnected from their surroundings. Physically, the freeze response can involve a slowdown in heart rate, shallow breathing, and a sense of numbness or paralysis. It’s a survival mechanism that can be particularly common in situations of inescapable danger, where the best chance of survival is to remain still and unnoticed. If you've ever felt that your mind was "blank" during an important (or stressful) conversation or experience, then you have firsthand experience with how the freeze response feels! In the workplace, freeze can look like:  going silent, blanking, inability to answer, slow responses, forgetting details, dissociation, or “I don’t know” repeatedly. What helps:  slowing down, offering time, asking one question at a time, allowing written response later, grounding, and normalizing pauses. What often makes it worse:  demanding immediate answers, interpreting silence as defiance, or continuing to pressure when capacity is low. The Appease (Fawn) Response The appease (or fawn) response is the fourth primary trauma response, where an individual attempts to placate the threat by submitting to or pleasing the aggressor or perceived threat. This response is often rooted in a deep-seated fear of conflict and is commonly seen in situations of chronic trauma, such as emotionally and/or physically abusive relationships. Those who exhibit the appease/fawn response might become overly accommodating, prioritizing the needs of others to their own detriment, or agreeing to things they don’t actually want. This behavior is a survival strategy, aimed at keeping the peace and avoiding further harm. If you identify as a people-pleaser, then you likely fall into the appease response as your go-to trauma brain state! In the workplace, fawn can look like:  over-agreeing, over-apologizing, people-pleasing, saying yes when overwhelmed, avoiding disagreement, or taking responsibility for others’ feelings. What helps:  explicit permission to disagree, clear roles and boundaries, “no” being respected, and private check-ins that invite honesty without consequences. What often makes it worse:  reward for self-sacrifice, punishing dissent, or leaders who conflate agreement with trust. Final Thoughts: Turning Insight into Trauma-Informed Practice Understanding fight, flight, freeze, and fawn/appease is a powerful step toward building safer, healthier workplaces—but insight alone is not the finish line. The real shift happens when leaders learn how to: recognize nervous system cues early, reduce escalation in the moment, repair after rupture, and build norms that increase predictability, dignity, and trust. Trauma-informed leadership does not require you to diagnose anyone. It requires you to lead in ways that reduce unnecessary threat  and increase the likelihood that people can stay regulated and connected—especially when stakes are high. If you want to build these skills in your organization, we can help.  We offer Foundational and Implementation Training, workshops, and consulting to support trauma-informed and human-centered culture change. If you’re addressing these patterns at the systems level (norms, accountability, leadership behaviors), we also provide consulting support  for culture change initiatives. If you liked this, you might also like Barriers to Change: The Neuroscience of What Keeps Us Stuck . Read Next 7 Tips to Reach Someone During a Trauma Response 9 Silly Methods for Emotional Regulation That Actually Work 10 Things You Didn’t Know Were Trauma Responses Explore Foundational Training

Start here:  Want the full set of trauma-informed tools for leaders? Visit our Trauma-Informed Leadership Toolkit  for scripts, boundary phrases, regulation tools, and practical next steps. There are tons of trauma-informed tools out there to help you integrate trauma-informed practices into your everyday life, and today we’re going to focus on powerful questions. Trauma-Informed Tools: Powerful Questions & TIC Coaching Powerful questions are a core component of trauma-informed coaching, and they are some of my favorite trauma-informed tools because they accomplish several goals: Powerful questions help us break reenactments, moving from victim to driver, rescuer to supporter, and prosecutor to coach. Powerful questions support various trauma-informed values and goals, including self-reflection, empowerment, collaboration, choice, and safety. Powerful questions get us thinking in new and different ways, helping us discover unseen thoughts, feelings, challenges, and solutions. While there are countless powerful questions out there for you to use, these five will help you get started embedding the trauma-informed coaching model into your everyday life. 1 – Underneath all of this, what are you really committed to? Core values are a big part of trauma-informed care. When we are able to align our behaviors to our values, we embody and live those values in a meaningful way. This question invites us to reflect on our core values and motivations, which can be easy to lose sight of. By connecting with a purpose and finding meaning in our work, we can make informed decisions that ensure our goals align with our values. This question is especially useful when we face difficult situations or feel stuck because it can provide clarity and direction. 2 – What in your life right now isn’t serving you well? What might be unhealthy or holding you back? As humans, we can be extremely goal-oriented, always looking toward the future. While ambition and goal-setting isn’t a bad thing, we can forget to consider the present moment. This question helps us identify behavioral patterns, environmental factors, or relationships in our current situation that are harmful rather than helpful. It centers our well-being and asks us to consider simplifying our life by eliminating things that are not serving us. In a similar direction, we can also ask, “What is presently consuming your time that you wish you could eliminate?” By removing things in our lives today, we make space for tomorrow’s goals, which hopefully support our growth and healing. 3 – How much longer can you continue this? When we’re stuck in a situation that we’re not happy with, we often think, “Things will get better.” While having a positive mindset can be beneficial, this type of thinking isn’t always realistic. Instead of things getting better, they often remain the same, and we end up feeling physically and emotionally drained. In these situations, asking yourself or others, “How much longer can you continue this?” supports the idea that you can’t go on like this forever. It also creates a solid timeline for how long you can tolerate something. Asking, “How much longer can you continue this?” can also help us recognize the consequences of ignoring problems. This question can push us to stop ignoring issues and start taking steps toward positive change. Similarly, we can ask, “What will happen if you do this for the next 10 years?” Depending on the situation, this question might fill you with hope or dread. Thinking about the future in this way can help us envision the results of our actions. In the future, are you burnt out and resentful of others because of your situation? Or, are you successful because you’re on track to meet your goals? 4 – What would be different if you were different in this situation? When facing a difficult decision, humans tend to place blame on others. We do this to protect ourselves, but it often keeps us stuck. Asking this question encourages us to consider how our behaviors and attitudes may be contributing to a situation. It invites us to imagine how we can create different outcomes without necessarily asking others to change. Taking responsibility for our actions and their impact on others can be emotionally challenging, but this type of self-awareness is essential for healing and growth—it’s also essential for trauma-informed care. By asking this question, we can identify areas where we have control and agency. Then, we can take tangible steps toward better outcomes. 5 – If you had unlimited time and money, what would you do? This is one of my favorite questions to get people thinking big. In a world with no limitations, what would you do? Imagining all the things we would do if we had unlimited resources activates our creative minds and puts us in a fun and inspiring place. It allows us to tap into our deepest desires and aspirations. Answering this question helps us clarify our priorities, values, and visions. It also allows us to share a part of ourselves with others that we otherwise may not talk about. Final Thoughts: Asking Powerful Questions These five powerful questions are a great introduction to trauma-informed coaching, and they’re not the only questions out there! When brainstorming powerful questions, try to keep them open-ended. Avoid leading questions and yes or no questions. Consider questions that provide clarity, and try to ask thought-provoking questions that might not have easy answers. Whether you’re asking yourself a powerful question or someone else, don’t be afraid of the silence that follows. Taking quiet time to think of an answer before moving forward is a good thing. Read Next 10 Powerful Questions to Discover Your Own Trauma-Informed Solutions at Work Curiosity: One Simple Way for Anyone to Be a Trauma Healer Universal Precautions in Practice: 11 Tips for Trauma-Informed Leaders Explore Leadership Development

Table of Contents Introduction Is Our Distress Tolerance Decreasing? Defining Tolerance in the Workplace Tolerance Practice, Step One: Pause and Assess Key Questions to Ask Yourself Tolerance Practice, Step Two: Take the Best Approach for You Draw Clearer Boundaries Learn to Skillfully Disagree Practice Radical Acceptance Your Workplace Tolerance Practice is Unique to You Growing Pains and Uncertainty Caution: A Word on Weaponizing Conclusion Discussion Guide Introduction A note before reading: This topic is nuanced, complex, and worth taking time to fully explore. We created a discussion guide  to help. Further, we would appreciate your thoughtful observations and questions in the comments section about any aspects we may have overlooked. Discerning your tolerance – what to tolerate, when, and how – is a workplace practice we need more of as our lives become increasingly complex. Drawing boundaries, managing distress, moving through the discomfort of growth, and tolerating the messiness of organizational change are some of the many ways tolerance is required if we hope to build a person-centered workplace. Let's explore the art of practicing tolerance and how you can start applying it today. Is Our Distress Tolerance Decreasing? In a recent Mindful Management podcast interview with Nancy Lyons , CEO of Clockwork, Nancy observed how much of our lives are now geared to meet our desired specifications. What we see online is tailored to our interests. There's DoorDash to bring the exact thing we want to eat the moment we want it. There's drive-up everything to protect us from waiting for anything. Tailoring our lives in this way may mean we're losing the capacity to succeed in places where we have less control over our environment, like at work. In the workplace, tolerance manifests in various ways: enduring a colleague's conflicting communication style, working through disagreements with team members who hold opposing viewpoints, or adapting to organizational changes that feel uncomfortable. It's about navigating the inevitable differences that arise when any group of diverse individuals work together and exhibiting the emotional maturity to accept the differences of others and move forward in positive ways.   Defining Tolerance in the Workplace Tolerance can be defined as "the degree to which we accept things of which we disapprove." Tolerance has also been described as "an attitude that is intermediate between wholehearted acceptance and unrestrained opposition." To tolerate something implies a negative . You wouldn't "tolerate," for example, something enjoyable or say that someone has a high tolerance for comfort. Tolerance applied at work exists only in the face of distress or discomfort. Tolerance Practice, Step One: Pause and Assess As we navigate the complex dynamics of workplace relationships, these initial steps can help us develop a healthier relationship with tolerance: When you feel that surge of frustration or disapproval toward a colleague, pause to examine it closely. Pinpoint the moments and describe your response in the best detail you can. What really lies beneath your reactions to the behavior of others at work? Key questions to ask yourself: How is this affecting me?  Be specific about the impact on your work, wellbeing, and relationships. Try your best to see connections between distressing work situations and your overall behavior and wellbeing. What about this situation scares me? Fear often masquerades as intolerance in professional settings. We are afraid of what is unfamiliar – different working styles, cultural backgrounds, communication approaches – and are therefore intolerant of it. We confuse "wrong" with "different." What are ethical considerations of this situation?  Consider whether what you're tolerating creates moral injury. This is psychological distress that occurs when asked or pressured to participate in activities which violate your personal moral code. How might I be overcompensating for someone else?  Women in particular have been socialized to meet the needs of everyone around them before meeting their own. In workplace settings, this can manifest as taking on additional responsibilities, emotional labor, or administrative tasks beyond their job descriptions. How is this having a negative impact on my health and well-being?  Notice how your tolerance is being challenged; try to describe it in detail. Where do you feel it? What thoughts go through your mind? What do I need?  Consider both your immediate and long-term needs, including safety plans if necessary. What control do I have in this situation?  Identifying your sphere of influence helps direct your energy effectively. Being honest with yourself about your triggers and reactions can reveal whether your intolerance is serving as a necessary boundary or as a reflexive shield keeping new professional growth at bay. If you think your job is harming your mental health, read THIS for clarity. Tolerance Practice, Step Two: Take the Best Approach for You Once you have taken time to understand the situation you are in, you can respond in multiple ways, internally and externally. In response to the situation you are tolerating, either remove the distress through boundary setting or transform by practicing acceptance. Draw Clearer Boundaries What have you been tolerating for too long in your professional life? Where can you lovingly assert your needs? Consider the work relationships, situations, or behaviors you've been enduring that consistently drain your energy or compromise your values. Sometimes, the most self-respecting action is to stop tolerating what doesn't serve your well-being or professional growth. This might mean having difficult conversations with colleagues, changing teams or environments, or simply saying "no" more often to additional responsibilities. Be honest with yourself and your team about your work capacity. Resist taking on the labor of others – emotional, professional, or otherwise. It's not yours to take and causes others to miss out on opportunities for growth. In practice, this might look like: Declining to take notes in every meeting: "I'm happy to contribute in other ways during our meetings..." Having direct conversations about communication: "Can we discuss ways to communicate more effectively?" Setting clear work hours: "I'm available during these specific times and will respond to messages then..." Requesting specific feedback: "Can you share concrete examples in addition to your general comments? I find that to be helpful." Filing formal complaints when necessary: "I need to address this situation through proper channels to ensure it's resolved appropriately..." For more, read  Eleven Trauma-Informed Boundary Phrases to Use at Work Learn to Skillfully Disagree In an era of increasing polarization, the ability to engage in respectful disagreement becomes crucial. You need this skill at work more than ever. This means skillfully expressing dissent without dismissal. It means being able to challenge the ideas of others, respecting the humanity of others, and remaining open to having our own views challenged. It's about creating spaces where different perspectives can coexist without requiring complete agreement. Again, this too requires us to tolerate our own distress when our ideas are questioned or when we encounter viewpoints that challenge our own. In practice, skillful disagreement might look like: Leading with curiosity: "I'm interested in understanding more about your approach..." Focusing on shared goals: "I think we both want this project to succeed..." Separating ideas from identities: "I have concerns about this approach, though I appreciate your thinking..." Proposing alternatives rather than just critiquing: "What if we tried..." The key to examining tolerations as a tool is to practice mindfulness. As a tool for self-reflection, tolerations relate to our relationships with others and ourselves. What are we, as individuals and/or as a team, willing to accept, and where might we need to set boundaries? What patterns are we tolerating in our relationship with ourselves?   Practice Radical Acceptance Radical acceptance in the workplace is simply acknowledging what is. There are other people in your professional life who believe and act in ways you find unpleasant or upsetting. It doesn't mean you approve or agree, it simply means there is a reality that you cannot change. Fighting it is foolishness. This is another paradox we must radically accept: that you can fully acknowledge reality as it is without wanting it to change AND move toward action. Radical acceptance is both a process and a result. It can bring peace, but also clarity about where we need to make change. For more, read Embracing Paradox: 35 “Yes, And” Phrases to Empower Your Team So much of our workplace experience lies beyond our direct control: colleagues' behaviors, leadership decisions, market forces, organizational changes. Learning to accept what we cannot change while focusing our energy on what we can influence is a cornerstone of workplace well-being and effectiveness. In practice, this might look like: Radically accepting organizational pace: "I understand some initiatives take time here, and I'll continue suggesting ways we might improve efficiency..." Working with different communication styles: "I recognize we have distinct ways of expressing ourselves, and I'm committed to finding common ground for effective collaboration..." Modern and ancient representations of the wisdom of acceptance can be applied to workplace challenges. Perhaps one of these approaches resonates with you: Buddhist radical acceptance:  This mindfulness-based approach encourages fully accepting reality without resistance or judgment. In the workplace, this might mean acknowledging organizational realities without wasting energy fighting them. Alcoholics Anonymous:  Step Three is the "turn it over" step. The idea is that by releasing the need to control everything, individuals can find peace, clarity, and healing. For professionals, this might translate to delegating appropriately and trusting colleagues. Serenity Prayer:  "God, grant me the serenity to accept the things I cannot change, courage to change the things I can, and wisdom to know the difference." A timeless guide for focusing our professional energy where it matters most. Let Them:  A 2024 book by Mel Robbins that says by simply saying "Let them," you accept others as they are and focus on your own peace. Applied to work, this means allowing colleagues to have their own journey and focusing on your own contributions. Taoist effortless action:  A fundamental Taoist concept that encourages going with the flow of life rather than resisting it, as seen in Tao Te Ching by Laozi. In professional contexts, this might mean finding the path of least resistance to achieve goals rather than forcing solutions. Your Workplace Tolerance Practice is Unique to You Resentment builds, and what starts as a few nuisances at work suddenly feels like a toxic work environment. The key question becomes: Are you stuffing something down, ignoring your own cues, or are you working through a season or moment that is requiring you to cultivate tolerance? Is it a minor annoyance? Only you can answer that. Maybe it's a trauma response. Maybe it's been building for days, weeks, or years. On the flip side, learning to tolerate minor irritations is part of professional maturity when working alongside a diverse group of individuals. Only you can know your experience and decide the best course of action.   Growing Pains and Uncertainty The gap between not knowing and knowing, moving from beginner to expert is an uncomfortable process and requires us to tolerate discomfort. The most rewarding aspects of our careers take grit and perseverance to achieve: developing expertise, building meaningful professional relationships, leading complex projects, or navigating organizational change. Professional (and personal) growth is on the other side of a painful process, and without distress tolerance, we quit before we get to the good stuff. As it's said, beyond death and taxes, nothing is certain. Extraordinary efforts to control things we cannot predict or control only erode our well-being. This is especially true in today's rapidly changing business environment, where funding shifts, technological disruptions, and organizational changes are constant. Learning to tolerate – even embrace – uncertainty is a critical professional skill. Caution: A Word on Weaponizing Applying the concepts of tolerance and awareness to both yourself and others is an act of advanced self-awareness. It requires deep contemplation, noticing, nonjudgment, and wisdom. If we're not careful, our behavior in the name of tolerance or acceptance can be used to control and manipulate others. For example, perhaps you act rashly and decide you will no longer participate at work in a certain way. You tell your colleagues you are drawing a boundary. This could, in fact, be your next right move, but perhaps the core issue is you are avoiding a difficult conversation with your team. Practicing these concepts without a meditative quality and rushing through this awareness puts you at risk of actually solidifying the behavior that isn't serving you rather than trasnforming it. Mindfulness is required. To support your mindfulness practice, download our tailored-for-you Mindfulness E-Book . Conclusion Workplace tolerance is a nuanced skill that requires ongoing practice and self-awareness. It involves thoughtfully discerning when to accept differences, when to adapt, and when to draw firm boundaries. As you move forward, consider what aspects of your work life might benefit from greater acceptance, and which situations call for clearer boundaries. Remember that tolerance is highly personal. What one person finds unbearable, another might hardly notice. Trust your own assessment of what you need, while remaining open to growth and discomfort when it serves your larger purpose. Discussion Guide The concepts here are nuanced and important. Adjusting your mindset and behavior can benefit you greatly, so we created reflection and discussion questions to guide you. Download the The Art of Tolerance at Work Reflection and Discussion Guide to help you apply these concepts in your workplace. Use it for your own self-reflection, or with your team.

Last week I spent 3 days with a room full of exhausted yet engaged teachers, who were eager to learn about trauma and not only how it applied to their students, but how it was showing up for them. In the process of the training, we spent considerable time talking about Maslow's Hierarchy. Later that night, I was invited to the school board meeting, to share our progress and the important work being done in the district. Unprompted, their board president started talking about Maslow's Hierarchy in response to testing results after COVID. When we discuss trauma-informed leadership, it’s important that leaders acknowledge that this work is a “yes and” proposition. We’re building upon a large body of established work, and multiple systems are at play along the trauma-informed journey. An Introduction to Maslow's Hierarchy of Needs The trauma-informed approach is a phenomenal framework for organizations to meet the needs of their employees and the populations they serve; however, Maslow’s Hierarchy of Needs still holds true. Maslow’s Hierarchy of Needs is a psychological theory that differentiates five levels of human needs, each of which must be satisfied before an individual can move onto—or up to—the next level (although the satisfaction of these needs doesn’t operate on an all-or-none model). Stage 1: Physiological Needs These physical needs involve food, water, warmth, and rest. Stage 2: Safety Needs Security and safety can only be met after physical needs are met. Safety and physical needs are considered basic needs. Stage 3: Belongingness and Love Needs A sense of belonging and love stems from intimate relationships, friendships, and community. Stage 4. Esteem Needs Self-esteem is generated through prestige and feelings of accomplishment or recognition. Love and esteem are considered psychological needs . Stage 5: Self-Actualization Self-actualization is a self-fulfillment need that includes achieving one’s full potential and accomplishing creative activities. Using Maslow's Hierarchy of Needs for Healing When we experience trauma, our needs often shift focus towards the lowest stages in the hierarchy. Trauma can make us feel as if our basic needs are not being met and drive us to fulfill those physical and safety needs before even considering psychological or self-fulfillment needs. Acknowledging how we operate within Maslow’s Hierarchy can provide a trauma-informed perspective for self-reflection. If you have experienced trauma yourself, consider where you were before, immediately after, and now. Which needs did you most actively try to meet at each of these times? This method may be a helpful resource to share if you work with populations exposed to trauma. Acknowledging the impact of trauma can have a profound effect on trauma survivors. Learn More About Healing Through Trauma-Informed Approaches You need both Maslow’s Hierarchy of Needs and trauma-informed approaches in order to heal from trauma. To learn more about trauma-informed leadership for individuals and organizations, consider booking a trauma-informed course with a professional trauma coach at Chefalo Consulting . Read Next Maslow’s Hierarchy of Needs and Blackfoot Beliefs Universal Precautions in Practice: 11 Tips for Trauma-Informed Leaders A Brief History of Trauma-Informed Core Principles (SAMHSA, Sanctuary, and Beyond) Explore Leadership Development