Social Workers Create Enduring Action Through Compassion in the Workplace

by Carolyn M. Kehn,  MSSc, MSW, LCSW

    Whether as case managers, therapists, policy makers, or the myriad roles that social workers take on, our profession is known for transforming empathy and compassion for others into action on their behalf. However, this gift can also be a double-edged sword. Many helping professionals, including social workers, find themselves compromising on individual boundaries in an effort to help as many people as possible. Although this decision offers short-term gain, it carries the potential for long-term costs, to include exhaustion and burnout. Our compassion ultimately hinders longevity in action.

     One recent study describes the tireless work ethic of social workers as a public health issue, noting that our profession experiences higher levels of stress than comparable occupational groups (Ratcliff, 2024). The primary suggestion, in research and training, is to mitigate this occupational cost with self-care and mindfulness. These are both excellent and effective micro-level interventions. Yet, as a profession that identifies change at every level of society, it is critical to highlight organizational changes, as well.

     Research suggests that improving the quality and quantity of respectful social encounters at work can be a highly effective prevention tool for burnout (Maslach & Leiter, 2017). This focus on community is not superficial. Rather, it entails cultivating a sense of shared values, equitable distribution of workload, recognition for contributions, and responsive leadership to individual concerns. The burden is on those with a supervisory role to accomplish these tasks. However, as an organizational culture grows, it will become self-sustaining. Each individual employee thereby takes responsibility for being curious, offering unconditional positive regard, and advocating for the best interests of colleagues.

     Ultimately, we put our social work skills into practice with each other. When a leader prioritizes taking time for friends, family, and hobbies, that leader sets an example for the rest of an organization. When a colleague offers specific praise to another, this creates a tone that highlights our commitment to service. One by one, individual actions create ripple effects.

     These changes alone do not prevent the emotional toll of our professional obligations, but they slow the tide. How many of us can reflect on a work environment where we felt isolated, discouraged, or taken for granted? Similarly, when we have felt the opposite—supported, encouraged, and valued—how much more effective were we with clients?

     It is high time that social workers turn our focus inward on our profession, rather than solely on the needs of our clients. We can create enduring action in our workplaces through enhanced compassion for each other. Indeed, if we are to persist, in political times that require social workers now more than ever, we must.

References

Maslach, C., & Leiter, M. P. (2017). New insights into burnout and health care: Strategies for improving civility and alleviating burnout. Medical Teacher, 39(2), 160-163. https://doi.org/10.1080/0142159X.2016.1248918

Ratcliff, M. (2024). Social workers, burnout, and self-care: A public health issue. Delaware Journal of Public Health, 10(1), 26–29. https://doi.org/10.32481/djph.2024.03.05

Carolyn M. Kehn,  MSSc, MSW, LCSW, holds a Master of Social Sciences from the University of Helsinki and a Master of Social Work from the University of Kentucky. She is a Licensed Clinical Social Worker and Behavioral Health Officer, primarily treating the active-duty military population stationed in Germany.