COMPASSION FATIGUE

“This caring is killing me”

We can do much in terms of work design and workload to prevent, insofar as is reasonably practicable, the sense of overwhelm that our people face. It might seem at first that the cost is prohibitive to try to prevent, but in fact the ROI in tackling mental health is in the region of 2.5 – 4 times.

Having teams that support each other, and are not afraid to raise their hand when they need help, is key to addressing their wellbeing.

We can do much to help our people be the best versions of themselves, through radical self-care. We can also do much to support our teams to look out for each other.

These mental health issues are preventable, and early intervention also helps mitigate them effectively when they do appear. Prevention and early intervention in fact lead directly to improved team cohesion, reduction of staff attrition, deeper engagement and job satisfaction.

To not take action, especially when the issues are clearly apparent, leads to feelings of institutional betrayal (Jennifer Freyd), cynicism, mistrust, a lack of psychological safety, quiet quitting and complete disengagement.

Addressing the stigma surrounding work-related mental health issues like vicarious trauma requires more than just awareness; it demands a nuanced understanding of the specific challenges we face and their impact on our well-being.

It's not enough to simply label all stress as 'burnout' and try to apply a one-size-fits-all solution. Each mental health issue—be it vicarious trauma, secondary traumatic stress, moral injury or any other issue—requires its own tailored approach for effective intervention and early mitigation.

Let’s look at another very common issue that get mistake form burn out all the time.

COMPASSION FATIGUE

“This caring is killing me”

The very act of compassion has consequences. In our efforts to empathise and see things from the suffering person's perspective, we may end up suffering as well (Figley, 2002).

Compassion fatigue is a unique form of emotional exhaustion that affects individuals in roles where they care for the outcomes of the person they are dealing with.

Traditionally seen as a healthcare or related work-related condition, we are seeing compassion fatigue occur in sectors as broad as insurance and loss adjustment, NDIS staff, or even family members. In fact, any industry or sector where a person interacts with a client needing emotional support.

Unlike general burnout, compassion fatigue stems specifically from the emotional demands of caring for others, particularly those who are suffering or in distress.

It generally leads to a diminished capacity for empathy and compassion, making it challenging to sustain the emotional demands the role often requires. It affects how your people maintain your company standards and reputation when dealing with your clientele.

Recognising and addressing compassion fatigue is essential for both the well-being of team members and the quality of care they provide.

Not tackling compassion fatigue in your people can lead (but doesn’t always) to burnout. It can cause significant harm to team morale and cohesion, and greatly affect the wellbeing of your people.

A 2022 study by N. Ondrejková and J. Halamová found significant differences in compassion fatigue levels among various helping professions. Self-criticism was found to be the best predictor of compassion fatigue. The effect of compassion fatigue when mediated by self-criticism and self-compassion was seen as significant.

Personal and professional self-care practices reduce compassion fatigue levels as well as increase satisfaction levels. Promoting self-care practices will bring benefits for the professional and, therefore, in the client and the workplace (Cuartero, M.E., & Campos-Vidal, J., 2018)

I can help with addressing this in your teams. As a Clinical Director, I have developed and delivered programs tackling extreme levels of burnout and mental ill-health in individuals and groups for over a decade.

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