By Tyrus Curtis, Family Peer Training Coordinator, Families Together in New York State

Introduction 

Trust is fundamental to professional relationships, particularly in the context of supervisory dynamics. For individuals who have experienced traumatic relationships with past supervisors, the journey to rebuilding trust can be daunting but is crucial for personal and professional growth. Trauma experienced in supervisory settings, whether through micromanagement, emotional abuse, neglect, or inappropriate behavior, can have lasting effects on an individual’s self-esteem, performance, and overall well-being. This article explores the process of building trust after such traumatic experiences, offering strategies for recovery, and providing insights for both the affected individuals and the organizations that aim to support them. 

Understanding Trauma in Supervisory Relationships 

Trauma in supervisory relationships often occurs when supervisors engage in behaviors that undermine an employee’s sense of safety, self-worth, or competence. These can include verbal abuse, inconsistent feedback, favoritism, or neglect. According to Herman (1997), trauma disrupts an individual’s ability to trust and connect with others, leaving them with emotional and psychological scars that can manifest as fear, anxiety, or even PTSD in professional settings. 

For those who have experienced trauma under the supervision of a past leader, the workplace can feel unsafe and untrustworthy. This loss of trust may extend beyond the individual supervisor and impact how the individual views authority figures in general, making it harder to build rapport and confidence with new supervisors (Collie, Shapira, & Cavanagh, 2009). 

Acknowledging the Impact of Trauma 

Acknowledging the impact of past supervisory trauma is an essential first step in the process of rebuilding trust. Self-awareness is key to understanding how past experiences shape one’s reactions to current workplace dynamics. Without recognition of trauma’s influence, individuals may unconsciously carry distrust, defensiveness, or emotional pain into new relationships, hindering progress. 

Research on trauma-informed care suggests that a trauma-aware approach can improve healing and growth (Substance Abuse and Mental Health Services Administration [SAMHSA], 2014). Employees who have experienced trauma must be given space to process their feelings and recognize how they might affect their professional interactions. 

Strategies for Rebuilding Trust 

1. Open Communication 

Building trust begins with transparent communication. For individuals recovering from past trauma, expressing concerns, fears, and needs in a safe environment is crucial. New supervisors should offer consistent opportunities for feedback, encourage questions, and provide clarity in their expectations. This helps to prevent misunderstandings and promotes a sense of security for individuals who may feel vulnerable due to past experiences. 

McLaren et al. (2020) emphasize the importance of open dialogue in the healing process, noting that clear communication can help break the cycle of mistrust and foster positive relationships. Supervisors should also demonstrate empathy and validate the emotions of their employees, ensuring that their concerns are heard and respected. 

2. Setting Boundaries and Expectations 

After a traumatic supervisory experience, it’s important for individuals to establish clear boundaries with new supervisors. This might involve setting limits around work expectations, communication methods, or personal time. Establishing boundaries can provide individuals with a sense of control over their professional environment, which is often lost during experiences of trauma. 

Supervisors should also set transparent and realistic expectations. By doing so, they can prevent unnecessary stress and uncertainty, helping employees to regain a sense of competence and safety. This clarity allows individuals to begin to trust the new working relationship. 

3. Gradual Exposure to New Relationships 

Rebuilding trust after trauma is a gradual process. Rushing the relationship or expecting immediate bonding can hinder progress. Instead, both supervisors and employees should allow the relationship to develop slowly, focusing on small, positive interactions that build confidence over time. 

According to van der Kolk (2014), gradual exposure in a safe environment helps trauma survivors process past wounds and rebuild trust in others. For supervisors, showing consistent support, offering positive reinforcement, and remaining patient with the employee’s healing process can significantly contribute to rebuilding trust. 

4. Mentorship and Support Networks 

Having a support system outside of the supervisory relationship can help mitigate feelings of isolation and insecurity. Support from peers, mentors, or counseling services can provide individuals with a sense of safety, validation, and perspective, helping them navigate the complexities of rebuilding trust. 

A study by Buchanan et al. (2020) found that mentorship played a key role in helping individuals heal from trauma. Supervisors who offer mentorship and take a personal interest in the well-being of their employees can help create a more nurturing work environment and foster the rebuilding of trust. 

Creating a Safe Work Environment for All Employees 

Organizations have a responsibility to create a culture that promotes safety, respect, and trust. This includes offering training for managers on trauma-informed practices and ensuring that support systems, such as counseling or peer support groups, are available to employees who have experienced trauma. Encouraging a workplace where respect and trust are prioritized can help prevent further trauma and aid in the recovery of employees who have faced harmful supervisory experiences in the past. 

Research indicates that organizational support is essential for overcoming trauma in the workplace (O’Leary & Egan, 2020). Workplaces that cultivate inclusivity and psychological safety can create an environment where employees are more likely to rebuild trust with their supervisors, ultimately improving overall morale and productivity. 

Conclusion 

Rebuilding trust after traumatic experiences with past supervisors is a challenging yet essential process. Through open communication, boundary setting, gradual relationship building, and organizational support, individuals can heal from past wounds and develop stronger, more trusting professional relationships. For supervisors, fostering a safe and empathetic environment is key to supporting the recovery of those who have experienced trauma. By understanding and addressing the effects of past traumatic supervisory experiences, both individuals and organizations can create healthier, more productive work environments for all. 

References 

• Buchanan, L. M., Holtzman, L., & Brown, A. P. (2020). The role of mentorship in post-trauma recovery: Lessons learned from workplace trauma. Journal of Occupational Health Psychology, 25(3), 252-267. 

• Collie, P., Shapira, L., & Cavanagh, J. (2009). The impact of workplace trauma on employee engagement and performance. Journal of Managerial Psychology, 24(5), 428-446. 

• Herman, J. L. (1997). Trauma and recovery: The aftermath of violence—from domestic abuse to political terror. Basic Books. 

• McLaren, L., Williams, M. J., & Yost, M. (2020). Trauma-informed communication in the workplace: Rebuilding trust after difficult supervisor relationships. Journal of Organizational Behavior, 41(2), 182-201. 

• O’Leary, S. A., & Egan, T. D. (2020). The role of organizational support in overcoming workplace trauma: A comprehensive review. International Journal of Workplace Health Management, 13(4), 401-416. 

• Substance Abuse and Mental Health Services Administration (SAMHSA). (2014). SAMHSA’s concept of trauma and guidance for a trauma-informed approach. U.S. Department of Health and Human Services. 

• van der Kolk, B. A. (2014). The body keeps the score: Brain, mind, and body in the healing of trauma. Viking.