Vicarious trauma: considerations for news leaders

Credit: Screengrab: Headlines Network

This article is an extract from a full guide for journalists and newsrooms to recognise vicarious trauma and mitigate against it, published by Headlines Network, an organisation which promotes mental health discussions in the media. It has been cross-published and lightly edited with permission from the authors.

Throughout this year, we have heard from increasing numbers of journalists, concerned about the risk of vicarious or secondary trauma. They wanted tools and tips that would help them recognise it and protect themselves and others against it, at a time when some of our usual coping mechanisms might have been compromised by the stressors of the past few years.

Our video and guide includes practical and actionable insights for media professionals and news leaders and advice from experts in this subject as well as those who themselves have experienced vicarious trauma. This is the latest in a set of practical tips for our media colleagues developed by Headlines Network working with Mind, and supported by the Google News Initiative. 

Considerations for news leaders

It is important for news leaders to recognise the reality of vicarious trauma, to model good leadership and kindness and to help create cultures where people can openly and honestly communicate. Here are some collated tips for managers and those in positions of responsibility in newsrooms.

Before

Acknowledge the risk of vicarious trauma. Until we name it, talk about it and see it as a reality, we cannot understand the risk that it poses.

The right to say no. Ensure people know they can say no to a task if they need to without fear of it harming their career.

Expectation management. When assigning people to cover graphic material, ensure you speak with colleagues about your expectations. Explain in advance that what they see might be difficult, remind them to limit their exposure, and check in with them afterwards.

Make an effort to understand your staff. Be aware of factors that might make some individuals more vulnerable to viewing certain types of material, but also ensure those people can choose if they want to continue on this work without fear of repercussions.

Hybrid thinking. Create the spaces for those who need to be in the office, noting some younger colleagues may be exposed to graphic material in a more isolated setting.

During

Encourage colleagues to take breaks. You can model good management by showing that you take regular breaks yourself. Ask if your team members have taken a break.

Freelance perspective. When hiring freelancers, ensure they have the relevant support. Freelancers are often overlooked when it comes to mental health support and frequently experience different circumstances compared to staff.

Validate and value. Acknowledge, congratulate and thank people for their work and achievements, and recognise the purpose behind what you and they are doing. This applies to all in the team, not just the most visible.

Communication lines. Have regular conversations with staff – especially those who are working remotely, or who may be isolated by other circumstances.

Spread the load. Rotate people around and ensure those who have stressful tasks are able to decompress with less stressful ones.

After

After effects. Be aware journalists can experience vicarious trauma often months or years down the line.

Spot the signs. Look out for any unusual emotions or behaviours from staff, particularly if they are working from home or in a hybrid environment when you do not have the opportunity to regularly see them in person.

We are all individuals. Recognise that different people will have different reactions to distressing content. Also recognise that people’s own mental health can improve or decline over periods of time.

Check in with people. Allow them the space to speak about their experiences and listen in a non-judgemental way.

Supporting colleagues. Strengthen peer support, perhaps through a buddy system, as it is often easier to speak freely with colleagues than a boss.

Employee Assistance Programmes. Have an accessible, confidential counselling service that you remind people about (not just in emails that people do not read). It might catch them on the day they most need it.

Read the full guide on vicarious trauma on the Headlines Network.

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