TALKING WITH FRIENDS, FAMILY, COLLEAGUES, AND MANAGERS ABOUT HARASSMENT: WHY AND HOW TO START 

by Emily Sachs, PhD

Reaching out for support can be hard for most people. When hit with something shocking or painful, many of us prefer to hide our wounds and confusion until we feel in control again. We don’t want to need help – we want to be useful, effective, on top of our game. And when everything feels extra heavy and hard, who has the energy for opening up a big conversation?

If you’re a professional journalist you may be particularly accustomed to keeping struggles to yourself. There’s on-the-job concerns: that talking about difficulties will make you look like you are unable to handle the work; that colleagues may lose confidence in you, or that you will get less work if you speak up about stressors that you have experienced.

Even talking with friends and family who are not in the field, may elicit fears that prevent  journalists from talking, such as:

• I don’t want to burden my loved ones with the dark or complicated stuff I cover.

• I’m worried they won’t understand or relate, and then I’ll just feel more alone.

• I’m afraid they’re going to say “it’s not worth it” and tell me to back away from the story/beat/job – or even blame me for the stress if I don’t want to stop. (They don’t understand what the job means to me or how hard I worked to get here.)

• My past experiences tell me you can’t really count on anyone, so it’s better if I just handle it myself. 

When you’re a journalist and the target of persistent harassment, wanting to withdraw and regroup by yourself is completely normal. It can even be a healthy way of calming yourself and gathering energy to deal with this unexpected assault on your character and sense of privacy and safety. But there can be a downside to keeping it all to yourself: you miss the good stuff that human connection can bring in a crisis. Like camaraderie, empathy, wise perspective, healthy outrage, hope for the future, helpful distraction, and a reminder of your own strengths and resources… psychological “nutrients” that we humans can run low on when we suffer alone.

(We also know that isolation is a key aim of online harassment, with its larger purpose of discrediting and silencing a political or philosophical adversary. Meanwhile, social support is well-established in research as a major psychological protective factor following potentially traumatic events (Calhoun et al., 2022).)

Finally, you may need help making some difficult professional and personal decisions. In a recent survey of over 500 U.S. newsroom journalists, the most common responses to online harassment were to change posting behaviors on social media (46%), stop engagement/posting with a social media account (33%) and report or flag content posted about the journalist (32%), but also included deactivating or deleting a social media account (9%) (Lewis, Zamith, & Coddington, 2020). These and other options are available, but may have implications for your professional online activities. Whereas there are increasing resources to assist with risk analysis and mitigation (e.g., EVT, PEN America, etc.), your choices may also depend on how much recognition and support you can count on from your workplace, or personal factors that only those close to you can help you sort through. (In the same study, approximately 27% of journalists responded to harassment by asking a colleague or supervisor for help, while about 10% asked a friend or family member for help - roughly the same percentage that sought help from police or other authorities).

If you’re on this page you might be thinking about talking to someone about the harassment you’ve been experiencing and its impact on you. Here are some tips for preparing for and having those conversations – in your personal life and, if needed, at work.

Below, we provide the case of Angela, a fictional journalist whose story captures some of the issues facing journalists who experience harassment. Periodically, we will use Angela’s story to illustrate some of the principles described in this manual: 

Talking with Friends or Family

We’ve noted some ways that seeking support can be intimidating. But talking with supportive others can be an important mode of recovery from very stressful events (Cordova, Ruzek, Benoit, & Brunet, 2003). Specifically, talking about upsetting experiences, thoughts and feelings can: 

• Make them feel less intense and more manageable

• Remind you that you’re not alone

• Give you a sense of control

• Help you solve problems

• Help you find a sense of meaning in what’s happening

• Strengthen your relationship: sharing vulnerable experiences can bring people closer and increase their bond

• Can get easier with practice

(Carlson, Ruzek, & Cordova, 2024) 

Finally, if you are afraid of being a burden, consider that many people enjoy being helpful. We all crave feeling valuable and effective. In fact, multiple studies suggest that generous acts feel good and improve self-esteem for the giver, and are even associated with lasting physical and psychological benefits for that person (e.g. Allen, 2018). If you can identify one or two people who might be in a position to support you, and use effective communication skills, the experience may be rewarding for both of you and can even deepen your relationship.

Step 1: Choosing the right person for the job

Not all “help” is actually helpful (e.g., Calhoun et al., 2022). Realistically assessing your potential supports, and the likelihood that they can provide what you need right now, is key to getting positive results.

Start by making a list: who are the people you could talk to? Try not to limit yourself initially – a former mentor you haven’t spoken to in a while might be worth jotting down, or a relative who isn’t central in your family dynamics but has always seemed supportive of your dreams might make the list.

Then do a quick clear-eyed assessment: 

• What “positives” does each person bring, in terms of personality, skills, knowledge, or just the nature of their relationship with you? 

  • Helpful attributes: Able to listen, nonjudgmental, not easily rattled; able to keep your experience confidential; friends/family who have themselves experienced trauma and have been effective at managing their stress reactions may be a particularly helpful source of support, since they can more easily understand what you’re going through and have themselves tested various coping strategies (Na, Tsai, Southwick, & Pietrzak, 2022).
    
    

• What are some of their limitations?

  • Friends/family can be UNhelpful if they have trouble managing their own stress reactivity, tend toward judgmental or dismissive reactions, are overwhelmed with their own stressors, or are too worried about you to tolerate the idea of any risk.
    
    

• Given the above, what kind of support might each person be best suited for?

Angela’s story: As she realized she was feeling more anxious and alone with her worries about being harassed, Angela thought about who in her life might be helpful to talk to. Below is her assessment of different people in her life: 

• My cousin Makaela knows what my career means to me, and what it’s like working in a traditionally male/white field. She would listen and understand why this is so upsetting; and she wouldn’t freak out or tell other people. She’s known me forever and I feel like I can just be myself with her. We haven’t actually talked for more than a year… but I don’t think she’d mind a call from me, especially if I text first. I’d do the same if it were her asking.
  
  

• My friend Gigi is probably not the right person to bring this to. But she always has good stories, her apartment is warm and cozy, and I really like cuddling with her dog. It would probably be good to break up all this alone time and get out of my head a little. I could even tell her I’m going through some stuff and don’t want to talk about it right now –  that way I don’t have to pretend I’m great, and she won’t push me for more information. And it’s an excuse to pick up ice cream…

• My former editor was always supportive of me, and I bet she’d have some helpful thoughts about this. I always wanted to show her how independent I was; but it’s different now, I work somewhere else and we’re more like colleagues now. I could test the waters by giving her a quick sketch of the situation and having a couple specific questions ready, before getting too deep into it. She’d have good advice about how to deal with my manager regarding (XYZ).

• My brother called recently, and I know he wants to be more connected. But he doesn’t really get what I do, and in the past he’s gotten protective and pretty judgmental when I had issues. That’s not what I need right now. And I don’t owe it to him (or anyone) to open this up to him. So I’ll call him back when I’m calm enough, and talk about other things. I can ask him about his kids - he always likes that.

For your situation, draw up a quick list of people who could be sources of support for you. 

Step 2: Think about what you’re asking for

Research suggests that there are five general categories of support (Cutrona & Suhr, 1992) – any of which might be critical for coping effectively with adversity. The effectiveness of social support depends on the match between the source, the type, and the timing of social support (Sippel et al., 2015). Reviewing these may help you clarify what you might need right now, and who is most likely to be helpful with those needs.

5 Types of Social Support

1. Informational: knowledge, advice, or feedback

2. Emotional: expressions of caring, concern, empathy

3. Esteem: messages that promote/remind one of one’s skills, abilities, and intrinsic value

4. Social network: messages or actions that enhance one's sense of belonging to a group

5. Tangible: providing tools, services, or resources

For Angela, we saw how different people were suited to different types of support. With cousin Makaela there was the prospect of venting and getting some emotional support, without judgment or a rush to a plan. Her friend, Gigi, could offer some distraction and positive social contact at an otherwise isolating time. Angela’s former editor was a promising resource for practical advice that might involve not only the editor’s experience but perhaps resources that Angela didn't know about.

And, on reflection, Angela’s brother didn’t seem very likely to be helpful. While he cared deeply for her, she was worried that his reaction might make her feel more anxious, not less. And she was afraid of creating more stress for herself. 

Angela decided to approach her former editor to run the situation by her.

Looking at your list of people, and the types of support you might need, what might you ask for from some of your supports that might help – even just a little?

Step 3: Keep in mind these communication skills

Once you’ve sorted out who you want to go to for what, you’re ready for the “how.” 

Dr. Mary Fristad advises adolescents who are working up the courage to tell a parent about a mental health struggle. Her advice applies just as much to adults under stress–especially those experiencing mental health impacts. As she suggests, “simply begin to tell your story,” following these steps: 

1. Aim for a time that allows some space for talking things through, including explaining your feelings. 

• Ask the person if now is a good time for a chat, or if there would be a better time. Give them a concise heads-up about the topic you want to talk about

• Try to have the conversation in real time. Although it’s easier to email or text, that makes it much less likely that you and your loved one will fully understand each other.

2. Describe what’s going on, and what you’ve already done to cope with it.
   
   

3. Say what you would appreciate from them. If you have any requests, try to be specific and clear. If love and support is all you have in mind, say that. Sometimes saying, “I just need you to listen and be your supportive self,” can help a person back off from giving unwanted advice or trying to “fix” your feelings.
   
   

4. Thank them for listening, and let them know that doing so is helpful to you (if it is, even a little).

Step 4: Educate: Providing helpful info to loved ones

It’s pretty hard to understand the nuance of a friend or loved one’s job without a lot of conversations. So family members may not have a deep or complex understanding of the work you do as a journalist or news professional. Even “the right person for the job” might have limits and blind spots. They don’t know what they don’t know, but you may be able to get on the same page by giving them some context about your work. Here is some info for friends and families that might help:

Info for Friends and Family of Journalists impacted by Online Harassment

• Journalists and other content creators around the world are facing unprecedented levels of aggressive online harassment. Types of harassment range from insults and threats, to stalking, online impersonation, and even “doxing” and other real-world physical threats.
  
  

• Due to divisive politics in the U.S., journalists are now targeted for reporting on previously apolitical beats, such as weather and education. In other words, the problem is widespread and not easily solved, and it is not the journalist’s fault that they are being targeted. Women, nonbinary individuals, and people of color are disproportionately targeted for online hate and harassment.
  
  

• Although journalists are generally resilient, the persistence and viciousness of these attacks can have significant impacts, ranging from self-censorship, to leaving the profession, to psychological injuries.
  
  

• It is particularly difficult for journalists to protect themselves from online harassment, because internet-based resources and social networks are often essential to their work, and because these workers are commonly encouraged or even required by employers to maintain a public presence and engage with various audiences online (Celuch et al., 2023; Molyneux, 2019). Even for journalists who are employed by well-resourced newsrooms (as opposed to freelancers or journalists at small bootstrapped organizations), these institutions often lack the understanding and tools to adequately protect and support workers. “The lack of a clear path to legal recourse means most of these crimes end up being treated as an occupational hazard, often leaving victims feeling vulnerable and isolated” (Hunter 2023).

• Many professions involve some risks, and require risk assessments and calculations. Journalism is one of these jobs. Most experienced journalists know how to do risk assessment. They also know that part of optimizing their safety might be reaching out for support or assistance when their capacity is being tested – for example, if they need more information, some kind of relief or support, or direct aid. So if your loved one is talking about their stress, that’s a good sign: they’re reaching out for the support they need. The goal is not risk elimination, but rather risk mitigation. Don’t panic, and don’t try to take control. Listen. Ask your loved one what they think they need, and how you can support them.

• For many journalists, work is more than a job – it’s an identity that runs deep. This is similar to other “first responder” professions, like police, firefighters, and military personnel. The career includes both challenges and meaningful rewards – including joy in the “craft” of journalism, a sense of having a role in history unfolding, and providing an essential public service. And it takes a lot of skill and persistence to make a career of it. Therefore, the idea of retreating from the work can feel like a very significant loss. So when there is a problem like harassment, it is not usually helpful to immediately suggest that the journalist drop the story/beat/job. Even if that is what the journalist eventually decides to do, if you are quick to suggest it, that might make your loved one less likely to talk to you about it. Instead, it may be helpful to calmly acknowledge that you worry about them, but that you also trust them to make the best decisions for themselves. You might even ask them to help you better understand what it means to them to keep doing that work, despite the risks or even harms they are experiencing.
  
  

• “We deal with harassment in different ways - but we all depend on community support.”  In a recent survey of 15 journalists, content creators and artists who were targeted for online harassment (Hunter 2023), although interviewees were taking independent steps to deal with the harassment, nearly all of them said they coped in part by speaking with friends, family members, or colleagues about the experience. Although in most cases these supports may not have had legal or technical knowledge to help, just being able to discuss the experience – particularly with folks who shared a similar background – was an essential aspect of support.
  
  

• If you want to be a supportive listener for a journalist, but you’re not very comfortable discussing negative feelings or get anxious when they share with you, it may help to read this guide for supporting people who have been through a recent trauma – particular the “dos and don’ts” of supportive listeners.

Take a look at the points listed above and make note of which seem really relevant to your professional identity as a journalist. 

Step 5: Regroup and assess

After reaching out for support, in any context, it can be helpful to take a moment to notice what the benefits (and costs) are to speaking with someone. Simply trying to explain a hard situation can be tiring and even make negative feelings flare up at first. So, after you talk about the stress of harassment, be intentional and notice how you are feeling. If you feel agitated or stirred up, focus on creating some space for yourself with physical movement, rest, nourishment – whatever your body seems to need. Also, take a moment to appreciate yourself for doing something hard, i.e., coping proactively to try to get things on a better track for yourself. 

After you’ve done a compassionate check-in with yourself, next reflect on how the interaction went. How did you feel about your communication? Did you notice anything about your own thoughts or feelings that you hadn’t realized before? How was the person’s response? Did you get what you needed in the way of support or help? And, if the interaction didn't feel good, what was it exactly that didn't help? Is there a way to adjust your approach or your “ask” so that you can get the support you need? 

Reaching out to someone and then reflecting on how it felt to talk creates an intentional process for you in a time of stress. It's kind of like coping and then noticing how you coped. It’s a good reminder that you are doing something. 

If you decide to reach out to someone, take a few minutes after the conversation to notice how you feel. 

Talking with Colleagues and Managers

Organizational and social support at work is a proven psychological protective factor for journalists who are exposed to traumatic contexts and materials through their work (e.g., Beam & Spratt, 2009; Drevo 2016). Such emotional support can also directly impact work product: in a recent study of 695 Finnish media professionals, those who experienced receiving social support from a supervisor were less likely to engage in self-censorship in response to online harassment (Celuch et al., 2023). Depending on the attitudes of your managers and colleagues and your relationships with them, reaching out for help may bring in much-needed support.

However, there is potential risk to self-disclosing in a work context that can feel qualitatively different than talking with friends and family. Some concerns are:

• Can I trust [coworker] to understand and support me? What if they talk to others about it and I lose control of perception? Will I seem like a problem or liability at work? 

• What if talking about my experiences and reactions triggers a coworker’s distress or trauma? 

• What if I receive an undesirable response?

• When is the right time to talk about this at work?

• Will it affect the cases that I am assigned?

Given the risks, when might it be important to consider talking to colleagues or managers about the harassment you’re experiencing and its impacts on you?

• If you need to make adjustments to how you work. If there’s a good chance that you’ll need to consider changing aspects of your work functioning to respond to, avoid, or mitigate the impact of the attacks on you, the sooner you can inform others that it might directly affect, the better – in terms of their preparedness, and your appearance of professionalism and collegiality. Telling team members, “I’m going to be shutting off my computer at X time in the evenings and not checking email to avoid reading harassing messages, so, if something is urgent, text me.”
  
  

• When you want better support. People are not mind readers. They don’t know what you’re going through unless you tell them. Dropping hints or communicating indirectly (with sarcasm, dark humor, or acting tough) is not effective – especially with other tough, busy people. That doesn’t mean they wouldn’t care if they knew. If you tell a trusted coworker in plain language what’s going on, that gives them the best possible chance to be by your side during this time of stress, or to get their head around the problem and help you figure out how to move forward.
  
  

• When something’s got to give. Feeling stressed by harassment can manifest itself in a lot of different ways. Being aware of more serious signs of stress, such as those listed below, can help you determine when it is time to speak with a colleague or manager.  

  • Having significant difficulty staying focused, getting organized, and completing tasks; 

  • A change in your  performance (missed deadlines, mistakes, reduced productivity and efficiency); 

  • Missing work, coming later or leaving earlier because you’re distressed or preoccupied;

  •  Increased irritability and other interpersonal difficulties with co-workers; 

  • Feeling apathy regarding your work 

  • Feeling a sense of fear or anxiety while doing your work

Dealing with a change in your work behavior by sharing the struggle might help to mitigate any possible negative impact on your career. And remember the upside: appropriate sharing of struggles and adversity can benefit our work relationships, by engendering trust, empathy, and connection.

There are no published guidelines for opening up in a work context about stressors (occupational or otherwise) that can impact mental health. However, psychologists can make evidence-based recommendations. Dr. Adrienne Heinz, Research Scientist at the National Center for PTSD, Palo Alto VA Healthcare System and Stanford University, trains healthcare teams on when and how to disclose about mental health issues in the workplace. Her advice informs the following - some suggested “guard rails” for productive conversations about your experiences and mental health.

(Please note, these tips are not intended to inhibit you or perpetuate stigma around harassment – which is a societal and industry problem, NOT a you problem – or around mental health. They are intended to help you with sensitive conversations, and to support a psychologically safe and respectful work environment.)

Step 1: Anticipate (be intentional)

Harassment of journalists is a problem that you did not create and do not deserve. But now that it is happening to you, you have every right to protect yourself – and that includes treating your mental health as privileged information. If you have a choice of which colleagues/managers to talk to, be thoughtful about who you discuss your experiences and emotions with. Is there someone you believe you can trust to listen attentively, protect your privacy (not gossip), and respect your choices? 

Also think about your reasons for disclosing: if it is primarily for emotional support, is this where you are most likely to get it? Consider the return on investment: how much do you need to share to get what you need? Is talking about it likely to strengthen your working relationship?  Is it worth increasing your vulnerability?

We recommend avoiding:

• Opening up when you are feeling overly emotional. Impulsive urges to share are usually a sign to wait, process, perhaps consult with someone outside of work, and then return to the conversation at a later time.

• Disclosing in large groups. Seldom is it safe or comfortable. 

• Unburdening yourself to people you barely know. 

Just as with family and friends, it’s helpful to think about what you’re asking for, or how you most hope your colleague or manager will respond/what they might offer. Then work backwards from there: how can you most clearly express yourself, to make that outcome more likely? 

Step 2: Keep in mind these communication skills

You identified the person you want to try talking to. You’ve thought about what to say to them. What follows is very similar to good practice with family and friends, with a few work-context tweaks:

1. Start or arrange for the conversation to be in a private setting, with time that allows some space for talking things through, in real time. Ask the person if now is a good time for a chat, or if there would be a better time. Give them a concise heads-up about the topic you want to talk about.
   
   

2. As you start the conversation keep in mind – or if you don’t know, try to gauge – what kind of time and emotional bandwidth this colleague has available right now. If you’re picking up on signs that there’s a lot on their plate, they’re distracted or having some emotional strain themselves, you might need to adjust your expectations. Try not to assume it’s a personal rejection. Go one step at a time, and allow yourself to “abort” if it isn’t going as you’d hope. For example, you can politely say that that’s as much as you wanted to say for now, and “thank you for listening.”
   
   

3. Describe what’s going on, and what you’ve already done to cope with it.
   
   

4. Say what (specifically) you would appreciate from them. If all you have in mind is them knowing about it so they have context for any changes in your work behavior, say that. Let them know if you are or aren’t looking for tactical advice or resources. 

Step 3: Regroup and assess

After the conversation, take a moment to appreciate yourself for doing something hard, in the service of coping proactively and trying to get things on a better track for yourself. Think about if the interaction felt helpful and, if not, what was missing for you. Noticing when a coping strategy helped is a major tool that can help you with future stressors. 

Talking to a Manager: How should I talk to my manager about harassment and its impact on me/my work?

Sometimes a manager can be like a friend and talking to them is easy… but not always. This may be the most sensitive professional relationship you have, and therefore your manager may be a particularly stressful person to start a vulnerable conversation with. But it might be important to do it anyway – to give context for current issues or limitations you’re having, or if you think a certain accommodation will help you better accomplish your work. (Additionally, you may want to consider sharing before a performance evaluation comes around.)

(More general information about disclosing health issues and seeking accommodations at work are available at the Job Accommodation Network, https://askjan.org/info-by-role.cfm#for-individuals).

In addition to the advice above about talking to colleagues (prioritizing privacy, finding a time that can allow 20 mins+ to talk), Dr. Heinz recommends this formula for a collaborative conversation with a manager:

• IMPACT = focus on how your current ability to function is affected by the problem/mental health impacts (in this case, the harassment is the problem)

• CURRENT SUPPORT = talk about what you’re already doing to manage it

• SUPPORT REQUEST = concrete, specific, realistic

ANGELA decided to approach her manager to fill him in on some of the difficulties she is having and see if he had any advice. Below are some of the ways she approached the conversation.

• PREP: “Hey, I was wondering if we could have a conversation. I wanted to talk about some stress I’m having from this recent piece and the response it has gotten. Do you have a window over the next few days where we could talk about this?”

• IMPACT: “I’ve been feeling pretty bad since the comments really started piling up on the podcast link. It’s gotten really aggressive and racist in a few places. I don't know if you’ve seen, but several people said that they think I should be sexually assaulted. It’s really disturbing to me and I notice I'm feeling pretty distracted and down.” 

• CURRENT SUPPORT: “I’m getting support from my friend and a former editor, but it does really get challenging at times. And, I don't always feel like people here are tuning in to how bad these comments are.”

• SUPPORT REQUEST: “I’m not sure exactly what I am looking for, but I didn't want to ignore the fact that I’m feeling a bit “off” at work. I guess I thought you might have some ideas about how to handle this. I also would appreciate it if you would look at some of the comments, just so you get a sense of what I am dealing with.” 

Also, allow time to work collaboratively with your manager to get the support you need and reduce the impact of the harassment on your performance. (If it feels like you don’t have time, consider time lost when things get sidelined by harassing and abusive speech directed at people doing their jobs.) This is something a manager can wrap their brain around!

Prepare for the conversation. You’re worth it. 

Information for Managers

Info for Managers of Journalists Dealing with Online Harassment

Press freedom organizations are increasingly concerned about the chilling effect of online harassment on news production, as well as on the mental health and productivity of journalists. 

The Media Manipulation Casebook, a research platform on misinformation and disinformation at Harvard Kennedy School’s Shorenstein Center on Media, Politics and Public Policy, offers several tips for newsrooms to support journalists targeted by online harassment:

• Provide every journalist with an annual check-up of their digital security, and prioritize those whose coverage puts them more at risk.

• Provide every journalist with a subscription to a password manager

• Have at least one person in the newsroom or on call who is a digital security specialist.

• Regularly communicate to staff that your newsroom cares about their well-being and demonstrate it by offering reporters an intake mechanism for sharing when they’re undergoing harassment.

• Have a chain of support ready to help.

• Validate reporters’ experiences and provide places to communicate about their well-being safely.

• Build email filters that scan for racist, sexist, and bigoted language.

• Monitor and report the journalists’ social media threats for them.

(Source: Journalist’s Resource,  https://journalistsresource.org/home/online-harassment-journalists/)

Bruce Shapiro and Erin Smith, expert trainers at the Dart Center for Journalism and Trauma, recommend some additional ways for news managers to support the resilience of staff, while being sensitive to vulnerabilities they may have when under attack:

In the moment:

• Show that you understand and take seriously the issue of online/offline harassment (or brush up -  see the resources below!). 

• When approached for conversation, be a listener first. Pause other tasks. Ask questions and do still more listening: "What does support look like for you right now?" "What do you need most from me right now?" Show that you’re interested in following up later, and do so.
  
  

• Help staff affected by online abuse identify specific actions they or the newsroom can take to buffer them or increase control and safety, including if necessary steps such as temporarily handing off social media accounts to colleagues. (BS)
  
  

• Maximize the reporter’s agency. When possible, encourage and support their ideas and approaches to problem-solving and self-protection. Offer choices when possible (e.g., whether or not to cover a certain event that may attract more abuse). 

• Unless and until there is a pattern of low performance, assume resilience, and try to affirm boundary-setting.
  
  

• Remember that staff will react to online (or in-person) abuse in diverse ways. (BS)

• Frame adversity as belonging to the collective. Research suggests that when groups frame distress or adversity as a collective rather than individual problem, the resulting communal coping strategies bolster genuine connection, which in turn engenders well-being, persistence and resilience. (DCAP)

Over time:

• Be proactive.  Every news team should have a crisis plan in the event of a viral online abuse campaign, whether directed at individual staff or the newsroom as a whole. Make sure this plan is understood by key managers and known to the newsroom as a whole. Keep it updated as social media and technology evolve. (BS)

• Work on establishing a positive baseline connection with individual reporters, including by sending signals that you are approachable for conversations (in ways that work for your situation). 

• Gather your team to “celebrate” the work they are doing. Quick shout-outs and dedicated time to talk about shared mission can enhance feelings of belonging and team cohesion. 

• Build in pauses as a routine part of group meetings, or when emotions and stress are escalating. Take a moment to ask and answer the question, “How is our work affecting us as human beings?” The goal is not psychoanalysis or personal therapy, and it is not a “pity party”; it is discussion with a purpose. As some members describe how they were impacted by work situations, others validate the reality of that experience. This helps teams move forward as a stronger collective. (DCAP)

• Consider being honest about how YOU are feeling, when appropriate. Sharing of lived experience is powerful, and gives other people permission to be more open. (DCAP)

How do I know if I would benefit from professional help?

There are of course limits to the ways that colleagues and loved ones can support you. It may be helpful to talk to a mental health professional to get through this difficult time.

●  Are you having trouble functioning at work, home, school, etc?

●  Are your personal relationships feeling strained?

●  Are you feeling irritable, on-edge, or overwhelmed?

●  Are you having trouble with managing your own self-care?

●  Are you feeling down or low-energy on a regular basis?

●  Have you stopped doing things you enjoy or found yourself isolating more?

●  Have others commented or expressed concern about your well-being?

●  Are you drinking, smoking, or using substances to cope with stress or low mood?

●  Are you having cognitive struggles (e.g., poor concentration, memory)?

●  Are you having thoughts about death, or hurting yourself or others?

If you answer yes to any of these questions, or just feel you would like some expert help, it is a great idea to reach out to an evidence-based provider for an evaluation.