Content Warning: Discussion of Suicide and Grief
This article discusses the sensitive topic of suicide and its impact on workplace teams. If you or someone you know is struggling with mental health, please consider reaching out to a professional or a crisis helpline, such as Samaritans (UK: 116 123) or a local support service.
Acknowledging the Loss
When a colleague dies by suicide, it is essential to address the loss openly and with sensitivity (Causer et al., 2022). Avoiding the subject or acting as though everything is normal can deepen feelings of isolation and uncertainty among team members. Although it can be difficult, it can be helpful if a leader can communicate the news factually and compassionately, ensuring everyone has accurate and consistent information (Marek & Oexle, 2024).
It is equally important to recognise that individuals will respond differently. Some team members may express their emotions immediately, while others may need time to process. Creating a space where all reactions are respected and validated helps set the tone for a supportive grieving process (Harrop et al., 2020).
Creating Space for Supportive Conversations
The aftermath of suicide can generate a wide range of emotions, including sadness, guilt, confusion, and even anger. Many team members may feel unsure about how to discuss these feelings or whether it is appropriate to do so in a workplace setting. Facilitating open and respectful conversations can help individuals feel less alone in their grief (O’Connell et al., 2023).
Consider bringing in a mental health professional to guide these discussions. A trained facilitator can ensure the conversation is handled with care, providing a safe environment for those who wish to share while respecting the needs of those who prefer to remain private (Ruocco et al., 2022). Normalising the full spectrum of emotions that people may experience is an important step in helping the team navigate this loss.
Offering Immediate and Long-Term Support
Supporting a team through grief requires both immediate action and a commitment to long-term care. In the immediate aftermath, it is helpful to provide access to grief counsellors, employee assistance programs (EAPs), or other mental health resources. These services can offer individuals the tools they need to process their emotions and begin healing.
Leaders should also check in regularly with team members to assess how they are coping and offer flexibility where needed. This might involve adjusting workloads, providing additional time off, or simply being available for a conversation. Long-term, fostering a workplace culture that prioritises mental health and well-being can help teams feel supported not just during a crisis, but every day.
Understanding the Complexity of Suicide
The question of “why” is often one of the most difficult aspects of coping with suicide. It is natural to want answers, but it is important to approach this question with care and sensitivity. Suicide is a complex issue influenced by a wide range of factors, and speculation about the reasons behind a colleague’s death can lead to misunderstandings or perpetuate stigma (BACP, 2024).
Instead of focusing on speculation, consider providing resources that educate the team about mental health and suicide prevention. This can help build a deeper understanding of individuals' challenges and encourage a culture of compassion and support.
Honouring Your Colleague’s Memory
Finding ways to honour the memory of a colleague can help provide closure and foster connection within the team. A remembrance event, such as a moment of silence or a memorial gathering, can be an opportunity to reflect on the individual’s life and their contributions to the workplace.
Encourage team members to share memories or stories about their colleagues, focusing on celebrating their lives rather than solely on their passing. Consider creating a lasting tribute, such as planting a tree, dedicating a space in their honour, or making a charitable donation in their name. These gestures can help the team come together and find meaning during a difficult time.
Supporting Team Members Who May Be Struggling
The loss of a colleague to suicide can be particularly triggering for those who may already be dealing with their own mental health challenges. It is essential to remain attentive to the team's well-being and to watch for signs that someone may need additional support.
Changes in behaviour, withdrawal, or verbal expressions of distress may indicate that a team member is struggling. Encourage open conversations about mental health and remind everyone that seeking help is a sign of strength. Leaders who model vulnerability and openness can help create an environment where team members feel safe to share their experiences and seek support.
Supporting Leaders: Prioritising Well-Being and Managing Vicarious Trauma
Leaders play a critical role in supporting their teams after the loss of a colleague to suicide, but this responsibility can take an emotional toll. Balancing the needs of the team while managing your own grief can leave you vulnerable to stress, burnout, and vicarious trauma—the emotional impact of absorbing others’ pain and distress. It’s essential to prioritise your own well-being during this challenging time.
Signs of vicarious trauma may include exhaustion, irritability, difficulty concentrating, emotional numbness, or physical symptoms like headaches or disrupted sleep (BMA, 2024). Recognising these signs early is key to protecting your mental health.
Start by prioritising self-care and setting boundaries. It’s important to take regular breaks, delegate responsibilities, and allow yourself time to recharge. Seeking support is equally crucial—whether through a trusted mentor, counsellor, or mental health professional. These conversations can provide a safe space to process your emotions and gain perspective (Kim et al., 2022).
Practising self-compassion is also vital. As a leader, it’s natural to feel the weight of responsibility but remind yourself it’s okay not to have all the answers. Leading with vulnerability and kindness, both towards yourself and others, fosters a culture of empathy within your team.
Finally, consider incorporating reflective practices such as mindfulness, journaling, or quiet moments into your routine. These can help you process emotions, maintain perspective, and identify what support you need to move forward effectively.
Looking after your own well-being isn’t selfish—it’s necessary for sustaining your ability to support others. By prioritising your mental health, you model healthy coping strategies and build the resilience needed to navigate this difficult time.
Moving Forward with Compassion
Healing after the loss of a colleague to suicide is not about forgetting but about learning to move forward while honouring their memory. Grief is a journey that takes time, and the process will look different for everyone. Continually checking in with team members, even months after the loss, is essential to fostering a supportive and caring environment.
As the team begins to rebuild, consider activities that promote connection and trust. Use this experience as an opportunity to strengthen your workplace culture by prioritising mental health and creating an inclusive, supportive environment where everyone feels valued and heard.
Final Thoughts
The loss of a colleague to suicide is an incredibly difficult experience, but with compassion, understanding, and the right resources, teams can navigate this tragedy together. If you or anyone on your team needs immediate support, please contact a crisis service such as Samaritans (UK: 116 123) or another local helpline you feel comfortable with. Together, we can honour those we have lost while building a future of hope and resilience.
References
BACP (2024). The issue: The Silence of a Suicide at Work. Available from: https://www.bacp.co.uk/bacp-journals/bacp-workplace/january-2024/the-silence-of-a-suicide-at-work/
BMA (2024). Vicarious trauma: signs and strategies for coping. Available: https://www.bma.org.uk/advice-and-support/your-wellbeing/vicarious-trauma/vicarious-trauma-signs-and-strategies-for-coping
Causer, H., Spiers, J., Efstathiou, N., Aston, S., Chew-Graham, C. A., Gopfert, A., Grayling, K., Maben, J., van Hove, M., & Riley, R. (2022). The Impact of Colleague Suicide and the Current State of Postvention Guidance for Affected Co-Workers: A Critical Integrative Review. International Journal of Environmental Research and Public Health, 19(18), 11565. https://doi.org/10.3390/ijerph191811565
Harrop, E., Morgan, F., Longo, M., Semedo, L., Fitzgibbon, J., Pickett, S., Scott, H., Seddon, K., Sivell, S., Nelson, A., & Byrne, A. (2020). The impacts and effectiveness of support for people bereaved through advanced illness: A systematic review and thematic synthesis. Palliative medicine, 34(7), 871–888. https://doi.org/10.1177/0269216320920533
Kim, J., Chesworth, B., Franchino-Olsen, H., & Macy, R. J. (2022). A Scoping Review of Vicarious Trauma Interventions for Service Providers Working With People Who Have Experienced Traumatic Events. Trauma, violence & abuse, 23(5), 1437–1460. https://doi.org/10.1177/1524838021991310
Marek, F., Oexle, N. Supportive and non-supportive social experiences following suicide loss: a qualitative study. BMC Public Health, 24, 1190 (2024). https://doi.org/10.1186/s12889-024-18545-3
O’Connell, S., Troya, M. I., Arensman, E., & Griffin, E. (2023). “That feeling of solidarity and not being alone is incredibly, incredibly healing”: A qualitative study of participating in suicide bereavement peer support groups. Death Studies, 48(2), 176–186. https://doi.org/10.1080/07481187.2023.2201922
Ruocco, K. A., Patton, C. S., Burditt, K., Carroll, B., & Mabe, M. (2022). TAPS Suicide Postvention ModelTM: A comprehensive framework of healing and growth. Death Studies, 46(8), 1897–1908. https://doi.org/10.1080/07481187.2020.1866241
