What is Fight, Flight, and Freeze—and How Does This Intersect with Leadership?

Trauma, at its core, can be described as "Too Much, Too Fast"—an overwhelming experience that our body and nervous system struggle to process. When this happens, the body activates its survival mechanisms: Fight, Flight, or Freeze. But how do these ancient responses intersect with leadership in the modern workplace? And how can understanding them make us better leaders?

The Nervous System’s Core Function: Safety First

At its essence, the human nervous system is designed to detect threats and ensure survival. Safety is the key element here. Think about it—our ancestors, the Neanderthals, didn’t step out of their caves admiring the beauty of the day. They were scanning their environment for danger, asking, “Where’s the tiger?” That instinct is still very much alive within us today.

In fact, our brain receives around 11 million bits of information per second about our environment, but we can only consciously process about 40 to 50 bits per second. The rest? It’s processed unconsciously, prioritizing anything that might signal a threat. This is why safety is so critical—our brain is constantly sifting through millions of signals to detect danger. When someone doesn’t feel safe, their system stays on high alert, activating fight, flight, freeze, or even fawning responses.

As leaders, recognizing when our team members are operating in survival mode allows us to respond with more empathy and support.

The States of Trauma: Fight, Flight, Freeze

Understanding these basic responses can transform how we lead. Here’s a brief overview:

• Fight: When people feel threatened, they may become defensive or aggressive. It’s their way of fighting off perceived danger. In the workplace, this can manifest as confrontations, resistance to feedback, or a tendency to criticize others. As a leader, recognizing that this behavior may stem from fear, rather than personality, allows you to respond with empathy rather than frustration.
• Flight: The flight response is about avoidance. Instead of facing the stressor head-on, the individual retreats, either emotionally or physically. At work, this might show up as disengagement, absenteeism, or procrastination. Leaders can offer support by acknowledging the pressure the person feels and providing options to regain control of the situation.
• Freeze: When someone feels completely overwhelmed, they might freeze. This can look like indecision, lack of focus, or a reluctance to contribute. As a leader, it’s important to provide reassurance, break down tasks into manageable steps, and create a safe space for the person to move forward at their own pace.

Where Does Fawning Fit?

The Fawning response is a relatively new term in behavioral and biological research and was not part of the original mainstream understanding of trauma, which focused on the "3 Fs": Fight, Flight, and Freeze. Fawning was first popularized by Pete Walker in his work on Complex PTSD1, and it occurs when individuals prioritize others' needs at the expense of their own to avoid conflict and maintain harmony. As Walker explains, “Fawning is the response that most predicts a loss of self.”1

Fawning can be seen as an adaptation of Flight—it’s still avoidant behavior but in a social context, where the person escapes perceived threat by becoming overly accommodating. However, some believe Fawning could be considered its own category because it engages our social engagement system, the part of us that connects with others to ensure safety. Rather than fighting, fleeing, or freezing, those who Fawn try to appease the perceived threat by blending in or pleasing.

In this way, Fawning is about survival through compliance, and in the workplace, this might show up as over-commitment, reluctance to say no, or always agreeing with others to avoid tension. As a leader, recognizing Fawning is essential. These individuals often seem engaged and willing, but they may be sacrificing their own boundaries and well-being. Encouraging them to set healthy limits and giving them the space to say no can help them feel safer and more balanced.

How Trauma States Show Up in the Workplace

Each trauma response—whether Fight, Flight, Freeze, or Fawning—can manifest in unique ways within the team. Recognizing these patterns is a key part of trauma-informed leadership:

• Fight: Address the aggression with empathy and curiosity. Instead of reacting to the behavior, ask how they’re feeling or what’s stressing them.
• Flight: Encourage engagement by offering choices or smaller tasks to reduce overwhelm.
• Freeze: Break tasks down into smaller steps and provide reassurance that it’s okay to feel stuck.
• Fawning: Check in with team members who overcommit, offering them the space to set boundaries and assert their needs.

Safety is the Foundation of Leadership

At the heart of trauma-informed leadership is creating an environment of safety. When people feel safe—free from the fear of judgment, criticism, or retaliation—they show up as their true selves. This is the foundation of any thriving team. As leaders, it’s our job to ensure that our workplaces aren’t just places to achieve results but places where people feel secure enough to grow, contribute, and take risks.

Further Reading on Trauma and the Nervous System

If you’d like to dive deeper into the biology of trauma and how it affects behavior, I highly recommend two key books: "Waking the Tiger" by Peter Levine and "The Body Keeps the Score" by Bessel van der Kolk. These works offer profound insights into the way trauma is stored in the body and how it shapes our interactions with the world. They are excellent resources for leaders who want to understand the science behind trauma-informed practices.

Looking Ahead: Managing Trauma Responses in the Workplace

In our next article, we’ll dive into practical strategies for helping your team members manage these trauma responses—whether it’s in everyday interactions or more structured environments like one-on-one coaching sessions. We’ll explore how to create a safe space for people to express their emotions, how to guide them through moments of overwhelm, and how to empower them to regain control when faced with Fight, Flight, Freeze, or Fawning.

Understanding trauma is the first step; learning how to support your team through these responses is the next. Stay tuned as we cover techniques for attunement, active listening, and resilience-building that you can implement in your leadership practice.

Caption:

"Fear is the mind-killer." — Frank Herbert, Dune2

About the Author

Rick Cazzell is a seasoned leader with over 25 years of experience guiding organizations to success. As a Somatic Experiencing Practitioner (SEP) trained in attachment theory, Rick brings a unique blend of emotional intelligence and trauma-informed insight to his leadership approach. Passionate about fostering thriving workplaces, he believes in the power of authentic, compassionate leadership to unlock the full potential of every team. Currently, #OpenToWork, Rick seeks to lead a forward-thinking organization ready to create an environment where people feel seen, valued, and empowered.

1 Walker, Pete. Complex PTSD: From Surviving to Thriving. Azure Coyote Publishing, 2013.

2 Herbert, Frank. Dune. Chilton Books, 1965.

For more information or to find a Somatic Experiencing Practitioner (SEP), visit traumahealing.org.

#Leader #Leadership #Innovation #SomaticExperiencing

If you missed the first article in this series, you can find it here: Why Trauma-Informed Leadership Matters Now More Than Ever.