Non-traumatic leadership [Wise Wednesdays]

Although I’m a doctor by background, I’ve never primarily relied on trauma-related frameworks. However, with the increasing levels of stress in workplaces — in parallel with ongoing news of war, financial instability, and geopolitical tension — the frame has become more relevant.

Trauma is an experience of overwhelming fear and aloneness that leaves us feeling powerless. This is why trauma healing involves calming fear, creating connection, and restoring a sense of agency. It’s a profound path of liberation.

Being a non-trauma-driven leader means not reacting to fear and panic while remaining sensitive. It means becoming a shock absorber — with space to release that shock safely elsewhere. At advanced levels, it means transforming and releasing that shock through awareness and breath in the moment.

And this is a reality that leaders must face: In times of deep uncertainty, many people experience trauma being reactivated — or even triggered for the first time.

Here are 6 practices to lead for liberation rather than activating trauma in your people:

[Read on or watch this week's video]

1. Invest Time to Save Time

Meditate for an hour a day — and if you don’t have time, meditate for two. Similarly, aim for one liberating conversation daily; if you’re too busy, have two. These practices will free up more time, energy, and solutions than you think.

2. Say the Awkward but Liberating Thing

Address the uncomfortable topic — the elephant in the room. For months, one of my leadership clients danced around his concern for one of his consulting partner’s capacity and whether she needed to take a step back. When he raised it directly and sensitively, they resolved the issues together and took decisive action quickly.

3. Don’t Offer Solutions Where None Exist (Yet)

We live in uncertain times. Pretending to have all the answers won’t help. Bring honesty over false certainty — it’s always more effective than making promises you can’t keep.

4. Have a Release Valve or “Crying Room”

During my PhD, I was told by a professor that a crying room was available. I laughed. As my responsibilities increased, I understood the value of spaces to release stress. Mourning losses and releasing pent-up emotions clears the way to create anew.

5. Address the Question Beneath the Question (The Vibe Beneath the Words)

Most communication carries two unspoken questions: “Am I safe?” and “Do I matter?” When you listen, slow down, and reflect back, you calm the amygdala (the fear centre) and activate the cortex (the reasoned decision-maker), making the conversation flow more easily.

6. Acknowledge, Acknowledge, Acknowledge

Your most competent people are often the most underappreciated. When people feel their effort is recognised — not just the results — they’ll open up and contribute more.

Some may believe professionalism means avoiding emotions. But when you’re leading in an environment steeped in fear, overwhelm, or uncertainty, you're navigating a room full of stressed amygdalas and fear-drenched brains. Most conversations need to simply be a version of: “Thank you for what you do”; “You matter” or “I’ve got your back.”

It’s time to liberate the potential trapped in that fear. Because the truth is, even in moments of overwhelm, we can still choose to use that energy to respond with awareness and wisdom. 

[To keep this one shorter, I’ll share simple language and questions for a liberating leadership conversation, in the next edition.]

Until then, would you be willing to give one of these practices a try?

To Liberation,

Amina