Most managers think they need to avoid emotional conversations at work. They’re wrong. When crisis hits, whether it’s layoffs, organizational changes, or daily workplace trauma, the leaders who acknowledge what’s happening and create space for real conversations are the ones whose teams come out stronger.

Gretchen Schmelzer, PhD joins the podcast to discuss trauma-capable leadership and how middle managers can support their teams through difficult times without burning themselves out. As a licensed psychologist, executive coach and consultant who has worked with the complex issues of trauma, integration, and behavior change across every level of system, Gretchen breaks down practical strategies that any manager can use, even when they’re struggling themselves.

In this conversation, Gretchen explains the ARTS framework (Adaptive Repeated Trauma System) and why the best predictor of low post-traumatic stress isn’t therapy or time off—it’s good leadership. She shares why layoffs and organizational changes count as workplace trauma, how to have conversations about difficult topics without taking on your team’s emotions, and concrete steps managers can take starting tomorrow.

Whether you’re dealing with a one-time crisis or managing a team in a high-stress environment, this episode gives you a roadmap for leading with both empathy and effectiveness. Because sometimes the best thing you can do for your team is simply acknowledge that what they’re going through is hard – and then help them figure out how to move forward together.

Key Highlights

• A surprising predictor: Good leadership is the greatest predictor of low post-traumatic stress disorder, especially in trauma-prone fields
• Trauma isn’t just for first responders: Layoffs, organizational changes, deaths at work, and even major community events count as workplace trauma
• The ARTS framework: Crisis management, maintenance and repair, and healing: three components leaders need to address trauma systematically
• Why emotions aren’t the enemy: Leaders fear their people will cry, but letting someone have their emotions won’t hurt anyone and you don’t have to fix it
• The table visualization: Imagine putting problems on a table between you and your employee: you both look at it together, but they take their stuff with them when they leave
• Empathy works both ways: Don’t just empathize down with your team – empathize up the system to understand what’s keeping your boss awake at night
• Never waste a crisis: Teams that work through trauma together often come out with stronger relationships and deeper trust than before
• Start with the basecamp: Know your values, strengths, and goals—and know the same about each person on your team before crisis hits
• Routine is everything: In high-trauma environments, predictable check-ins and rituals give people something stable to hold onto

Links Mentioned

The Center for Trauma and Leadership

Guest Bio

Gretchen is a licensed psychologist, executive coach and consultant who has worked for 25 years with the complex issues of trauma, integration, and behavior change across every level of system from individuals, to groups, to large systems and countries. She is the author of Journey Through Trauma, published in 2018 by Penguin Random House.

Her expertise in long-term trauma was used to inform the design and delivery of a four-year large-scale intervention for the UN in Cambodia working with survivors of the Khmer Rouge in a leadership initiative to strengthen the country’s response to HIV/AIDS.

She is currently a faculty member in the Medical Education Masters Program at UPENN GSE, and faculty in the Executive Education Program at the Brookings Institute. She was recently featured on CNN with Anderson Cooper and Working from Home with Richard Quest. Gretchen recently moved to Philadelphia from Boston and has created a wild urban garden in her backyard.