My entry into the workforce began, and has remained, in 24/7, high-paced environments be it call centers or residential treatment. These fast-paced settings taught me the importance of resilience and self-care, but it was not until I transitioned into private practice that I could begin to slow the pace. However, the demands of a high-risk caseload meant that even in private practice, I maintained extended office hours. Throughout my career, I have had the privilege of supporting many mental health professionals who regularly engage with trauma survivors or those in active crisis. Understanding the toll that vicarious trauma takes, I developed strategies to support the well-being of and prevent burnout in professionals. I’d like to share three strategies that my supervisees found especially helpful in fostering their mental wellness in the workplace.
In a typical supervisory relationship, the administrative supervisor is responsible for evaluating and supporting performance—ensuring that supervisees meet the operational and procedural requirements of the agency. However, the clinical supervisor focuses on developing psychotherapeutic and case conceptualization skills, providing professional development and emotional support to the supervisee as they navigate the complexities of trauma work. This division of roles ensures that each supervisor can specialize in their respective areas, offering targeted guidance that fosters professional growth and emotional resilience.
One of the most important aspects of effective supervision is fostering open communication about the emotional impact of trauma work, ensuring that staff feel safe to express their vulnerabilities without fear of judgment. I implemented a supervisory triad model, pairing each supervisee with one administrative supervisor and one clinical supervisor. This model allowed for an integrated approach to supervision: the administrative supervisor handles performance evaluations, time management, and task completion, while the clinical supervisor concentrates on therapeutic skills, case discussions, and the supervisee’s well-being. Additionally, the clinical supervisor, in keeping with the ethical standards of confidentiality in therapeutic relationships, ensures that any personal disclosures made by the supervisee regarding their emotional or psychological state remained private and were not communicated to the administrative supervisor. This clear distinction between the two supervisory roles allows supervisees to feel secure in discussing sensitive issues without fear of it affecting their professional standing.
In some cases, I oversaw a structure where six supervisors held both administrative and clinical roles, but never for the same supervisee. This arrangement provided the supervisees with consistent support from trusted individuals while preventing any potential conflict of interest. Supervisors were able to give well-rounded feedback and support while being mindful of the emotional and professional needs of their supervisees, ensuring that both aspects of supervision—administrative and clinical—worked synergistically to help the supervisees thrive in their work with trauma survivors and high-risk clients.
By establishing the peer support group, I aimed to encourage a culture of mutual aid, where colleagues could provide emotional assistance without the pressure of leadership oversight. This structure empowered staff to manage stress and challenges together, without relying solely on hierarchical support structures. I made it clear that if the peer support group identified systemic concerns or common issues that could be addressed at a larger organizational level, those concerns should be brought to leadership’s attention in a collective, constructive manner. This approach prevented individual staff members from feeling burdened by problems that could be addressed more effectively at the systemic level, fostering a shared sense of responsibility for the emotional health of the workforce.
Creating this peer support network was an essential part of building a sustainable and compassionate work environment. It helped staff feel less isolated in their experiences, knowing that they had a space where they could seek support from peers who truly understood the emotional toll of trauma work. This group was not just about coping in isolation but about collectively sharing strategies, offering comfort, and validating one another’s experiences, helping to build emotional resilience across the team.
To promote self-care, I implemented several strategies. First, I set aside two hours each week for every supervisee to either engage in reflexive writing or exercise, ensuring that this time was a non-negotiable part of their workday. Reflexive writing offered a space for staff to process their emotional experiences and gain clarity on their work, while exercise provided an opportunity to release physical stress and re-energize. This initiative was intended not only to give supervisees a break from their caseloads but also to encourage habits that promote long-term resilience.
Additionally, I encouraged the cultivation of personal self-care routines, such as mindfulness practices, regular physical activity, creative outlets, and maintaining social connections. These habits allowed staff to recharge both mentally and physically, preventing exhaustion and helping them stay engaged and compassionate in their work with trauma survivors. By prioritizing these practices, I hoped to empower my supervisees to take ownership of their well-being, ultimately enabling them to maintain their capacity to care for others without compromising their own emotional health.
Questions for Thought and Discussion
What about the author’s model of supervision do you find useful? Not useful?
How is self-care practiced at your facility? In your practice? In your personal life?
How has burnout entered into your own life and practice, and what do you find most effective in combating it?
File under: Musings and Reflections, Therapy Training
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Creating a Supportive Supervision Model
As a supervisor, my role extends beyond overseeing the day-to-day tasks of my supervisees. I recognize that mental health professionals, especially those working with trauma survivors and high-risk clients, require both administrative and clinical support to manage their responsibilities effectively and maintain their well-being. I take responsibility for creating a culture where staff feel supported and equipped to handle the emotional demands put on them. To this end, I created a structure that delineated the roles of administrative and clinical supervision, providing a balanced, comprehensive support system.In a typical supervisory relationship, the administrative supervisor is responsible for evaluating and supporting performance—ensuring that supervisees meet the operational and procedural requirements of the agency. However, the clinical supervisor focuses on developing psychotherapeutic and case conceptualization skills, providing professional development and emotional support to the supervisee as they navigate the complexities of trauma work. This division of roles ensures that each supervisor can specialize in their respective areas, offering targeted guidance that fosters professional growth and emotional resilience.
One of the most important aspects of effective supervision is fostering open communication about the emotional impact of trauma work, ensuring that staff feel safe to express their vulnerabilities without fear of judgment. I implemented a supervisory triad model, pairing each supervisee with one administrative supervisor and one clinical supervisor. This model allowed for an integrated approach to supervision: the administrative supervisor handles performance evaluations, time management, and task completion, while the clinical supervisor concentrates on therapeutic skills, case discussions, and the supervisee’s well-being. Additionally, the clinical supervisor, in keeping with the ethical standards of confidentiality in therapeutic relationships, ensures that any personal disclosures made by the supervisee regarding their emotional or psychological state remained private and were not communicated to the administrative supervisor. This clear distinction between the two supervisory roles allows supervisees to feel secure in discussing sensitive issues without fear of it affecting their professional standing.
In some cases, I oversaw a structure where six supervisors held both administrative and clinical roles, but never for the same supervisee. This arrangement provided the supervisees with consistent support from trusted individuals while preventing any potential conflict of interest. Supervisors were able to give well-rounded feedback and support while being mindful of the emotional and professional needs of their supervisees, ensuring that both aspects of supervision—administrative and clinical—worked synergistically to help the supervisees thrive in their work with trauma survivors and high-risk clients.
Peer Support Groups: A Collective Approach to Emotional Resilience
One of the most effective strategies I implemented to foster staff well-being was the creation of a volunteer peer support group. This group convened every other day, providing a dedicated space for staff members to offer one another support without the direct involvement of leadership. The peer support group primarily focused on emotional and practical support, creating a safe, informal setting for staff to share their experiences, challenges, and coping strategies. This allowed staff to connect with one another, offering solidarity and understanding in a way that was distinct from their regular work tasks.By establishing the peer support group, I aimed to encourage a culture of mutual aid, where colleagues could provide emotional assistance without the pressure of leadership oversight. This structure empowered staff to manage stress and challenges together, without relying solely on hierarchical support structures. I made it clear that if the peer support group identified systemic concerns or common issues that could be addressed at a larger organizational level, those concerns should be brought to leadership’s attention in a collective, constructive manner. This approach prevented individual staff members from feeling burdened by problems that could be addressed more effectively at the systemic level, fostering a shared sense of responsibility for the emotional health of the workforce.
Creating this peer support network was an essential part of building a sustainable and compassionate work environment. It helped staff feel less isolated in their experiences, knowing that they had a space where they could seek support from peers who truly understood the emotional toll of trauma work. This group was not just about coping in isolation but about collectively sharing strategies, offering comfort, and validating one another’s experiences, helping to build emotional resilience across the team.
Self-Care Encouragement: Prioritizing Individual Well-Being
In addition to peer support, I strongly believe in the importance of self-care as a crucial component of maintaining long-term emotional and psychological well-being in trauma and crisis work. As a supervisor, I consistently emphasize the significance of work-life balance and self-care, especially in high-stress environments where emotional and psychological demands are prevalent. I encourage supervisees to establish clear boundaries between work and personal life to avoid burnout and preserve their mental health.To promote self-care, I implemented several strategies. First, I set aside two hours each week for every supervisee to either engage in reflexive writing or exercise, ensuring that this time was a non-negotiable part of their workday. Reflexive writing offered a space for staff to process their emotional experiences and gain clarity on their work, while exercise provided an opportunity to release physical stress and re-energize. This initiative was intended not only to give supervisees a break from their caseloads but also to encourage habits that promote long-term resilience.
Additionally, I encouraged the cultivation of personal self-care routines, such as mindfulness practices, regular physical activity, creative outlets, and maintaining social connections. These habits allowed staff to recharge both mentally and physically, preventing exhaustion and helping them stay engaged and compassionate in their work with trauma survivors. By prioritizing these practices, I hoped to empower my supervisees to take ownership of their well-being, ultimately enabling them to maintain their capacity to care for others without compromising their own emotional health.
Conclusion
The integration of peer support groups, reflexive writing, exercise, and a culture of self-care was designed to not only prevent burnout but also promote long-term emotional health for staff. By fostering a culture where emotional support and self-care are prioritized alongside clinical work, I believe we can create a more sustainable and compassionate work environment where professionals can thrive in their roles, while maintaining their mental and emotional well-being. A supervisor’s guide to supporting well-being involves proactive interventions, such as reflective writing or exercise, that encourage staff to engage in practices that recharge both their bodies and minds. By establishing a peer support network within the team, I help cultivate a sense of shared responsibility, where colleagues support one another without the direct involvement of leadership, promoting autonomy and mutual care. As a supervisor, it has been crucial for me and my colleagues to not only offer guidance in clinical practice, but to ensure that the emotional needs of the staff are met, empowering them to maintain their compassion and professionalism in the face of difficult work.Questions for Thought and Discussion
What about the author’s model of supervision do you find useful? Not useful?
How is self-care practiced at your facility? In your practice? In your personal life?
How has burnout entered into your own life and practice, and what do you find most effective in combating it?
File under: Musings and Reflections, Therapy Training