It is a fact that deadly active-shooter incidents have become almost commonplace in the United States. Therefore, when an incident occurred in a nearby office building it seemed like ‘business as usual’ to the people around. Thankfully no one on the client’s team was hurt, but this close call left many individuals traumatized and will undoubtedly affect them for the rest of their lives. While this was a nationally publicized tragedy, out of respect for the employees’ privacy and to allow them to heal, we will keep the details of this event confidential.
What we can say is this: when violence touches a place of work, the shock is not just news-cycle material. It is deeply human. People text loved ones, scroll social media for updates, replay the “what ifs” in their minds, and have profound internal conversations. Then, somehow, they are expected to show up the next day — because ‘life goes on.’
We wish armed violence in the workplace (or anywhere) didn’t exist — let alone be so commonplace in our society. It’s clear that the dialogue surrounding violence and mental health in our communities has not been enough to lessen these events, as they’ve become all too frequent. However, those social and political issues are well beyond the scope of our expertise as strategic HR consultants.
What we are qualified to discuss is how a business and its leadership respond after an event like this. The following article isn’t a political commentary — it’s a conversation about what companies can do to ensure people feel safe, seen, and supported in the aftermath of such a tragedy.
When a crisis happens, the playbook goes out the window
You can draft safety procedures, run drills, and build checklists—and you should. But the thing employees will remember most in the first days after an unthinkable incident is the tone you set. Steadiness, direction, and empathy matter more than ever. A leader who acknowledges fear and uncertainty can unify an entire team, helping them realize that “we are all in this together.”
Perhaps the hardest part of navigating the aftermath is that there is no single playbook, because every individual responds differently. Some people will stay quiet and process things internally; others may suddenly become more talkative. It falls to leadership to stay poised and to focus on supporting each person during this time. Watch for unusual changes in behavior, check in frequently, and truly listen for clues to employee well-being. That is the only way to identify who needs help.
Workplace bravery takes many forms
When people think of “bravery,” they often picture sirens and heroics. In the workplace, especially after trauma, bravery looks different — but it is no less important.
It can be the courage to speak up about a door that doesn’t lock properly or a lapse in security at the sign-in desk. Advocacy like this sets aside personal comfort for the sake of everyone’s safety.
Bravery can also take the form of vulnerability: admitting, “I’m shaken up by this too—let’s talk about what we can do.” That kind of openness allows others to feel human and become part of the conversation that helps everyone move forward.
And sometimes, bravery is as unassuming as checking in on a colleague. Noticing a shift in someone’s demeanor and asking if they’re okay could save them from months or years of silent struggle.
Bravery in the workplace doesn’t require a badge or a title—but it does begin at the top. When leadership does the right thing, even when it’s uncomfortable, others follow.
Now is not the time for armchair psychology
Trauma does not move in straight lines. Some people become visibly rattled right away. Others may carry on until a slamming door or raised voice triggers a delayed reaction. Two colleagues can experience the same event but process it in completely different ways.
As much as leaders want to help, this is not the time for “armchair psychology” or amateur diagnoses. Instead, acknowledge the fear and trauma openly, then give people space to process in their own way, at their own pace.
There is no universal “right” way to respond. The key is to individualize support and listen. People don’t need to be labeled in order to be supported—they need psychological safety: to be heard, to have choices, and to know their needs are being met. This is leadership rooted in empathy, not in diagnosis.
It won’t be “business as usual” for a while
Each employee’s world has been disrupted, and for some time it’s important to give permission to move at a different pace. “Business as usual” doesn’t apply after an event like this.
We cannot and should not expect employees to work at the same speed as before. Adjusting operations can be as simple as allowing staff to add a short “responses may be delayed” line to email signatures. Leaders might trim nonessential meetings, keep agendas tighter, or build in short breaks to let people catch their breath. Shifting work hours later in the morning and earlier in the evening can also help people feel more secure by arriving and leaving in the company of others.
These are examples, not prescriptions. Every situation is unique. The most important action is to ask — and listen: What would help you feel safer right now?
Mind the hypocrisy gap
Employees rarely expect perfection — but they do expect sincerity. Nothing erodes trust faster than saying “people first” and then responding to a genuine safety concern with silence or inaction. Boilerplate messaging, canned policies, and empty promises are surefire ways to lose your best people.
Don’t promise what you can’t deliver, and don’t commit to things you don’t intend to follow through on. Even for changes that take time, a quick update now and then reassures employees that their concerns haven’t been forgotten.
Basic support goes a long way
You can’t predict every scenario, but you can prepare in ways that change how safe people feel each day:
- Make a clear, accessible crisis response plan so employees know who to call, where to go, and what to do.
- Encourage mental health awareness and remind employees about available support, like counseling or Employee Assistance Programs (EAPs).
- Create safe, confidential reporting channels so employees feel comfortable raising concerns.
- Review building security and ensure people understand escape routes, safe rooms, and access procedures.
- Consistently reinforce that leadership is committed to listening, protecting employees, and following through.
At the end of the day, it’s not about having a flawless playbook. It’s about your people. Listening to what they have to say, supporting them in their needs, and following through in meaningful ways. Bravery in the workplace doesn’t always look dramatic — but it’s always steady and compassionate.
There are few topics more emotionally charged or difficult to talk about with employees. If your organization needs help preparing for, responding to, or supporting your people through a workplace tragedy, let’s talk. Our team of strategic HR consultants can help you design the practices, communications, and culture that keep your people safe, supported, and engaged.
