Leading Through Loss: Lessons from April Simpkins' Journey

EDITOR’S NOTE: This story includes discussion of suicide. If you or someone you know needs help, the national suicide and crisis lifeline in the U.S. is available by calling or texting 988. There is also an online chat at 988lifeline.org.

Despite a growing awareness of mental health issues in the U.S., the stigma around this topic persists—particularly in the workplace. Today, business leaders face a growing responsibility to strategically and empathetically support the mental health needs of employees, but they often are unsure how to navigate sensitive conversations or provide meaningful support.

April Simpkins—accomplished HR executive, co-author of By the Time You Read This (Forefront Books, 2024), and National Alliance on Mental Illness ambassador—appeared on Tomorrowist to share her personal journey with workplace mental health, offering valuable insights into fostering a culture that supports employee well-being.

Simpkins shared her experience balancing the demands of executive leadership with a profound personal trauma—the loss of her daughter, television correspondent and former Miss USA Cheslie Kryst, to suicide in 2022. (Kryst had dealt with persistent depressive disorder and began writing By the Time You Read This before her death. Her mother added her own thoughts to the book and had it published.) Through her story, Simpkins sheds light on a deeply personal journey, highlighting a topic many find difficult to address at work. 

Personal trauma exists in the workplace, whether it’s acknowledged or not. Simpkins underscores how leaders play a pivotal role in creating workplaces where employees feel supported through life’s challenges. She offers business leaders actionable strategies to prioritize employee wellness while maintaining operational resilience in the face of trauma.

Personal Trauma Is Professional Trauma

As a CHRO, Simpkins said her loss reshaped her approach to handling employee trauma in the workplace. While it’s certainly necessary for workers to take a step back during difficult moments, Simpkins’ work was actually a helpful component of her healing process. “Work felt therapeutic,” she explained, emphasizing the importance of having a supportive work environment during personal crises. But it’s important to recognize that this was the result of clear, upfront communication.

“I worked with my director of human resources to develop a plan so that I could get the support I needed, but my absence—and my occasional absences I processed through grief—was not going to impede on the business’s ability to function,” said Simpkins. When her team asked what she needed, she was clear. “I do not want to be met with a wall of condolences when I show up,” Simpkins explained to her team, specifically directing the request to her HR director, who helped share the message. “She reached out to our board chairs or board presidents and would share with them, ‘When April shows up, this is what she needs,’ ” said Simpkins.

Simpkins was able to remain successful and get her work done because her team not only provided flexibility, allowing her to come and go as needed, but also created a plan to shield her from the emotions of her trauma while at work. It was a partnership, and a strong strategy all leaders should put into place.

Creating a Supportive Work Environment

Simpkins’ own trauma taught her how to better support employees experiencing similar pain, including revising bereavement leave policies and developing a mental health employee resource group. This group became certified in mental health first aid, equipping members to effectively assist colleagues, identify signs of distress, and triage situations without overstepping.

Simpkins also emphasized the importance of recognizing employees as individuals first and professionals second. She believes organizations should focus on balancing business needs with employee needs and well-being to foster engagement and resilience. Additionally, Simpkins advises leaders to be proactive in providing employees with mental health resources, and to empower HR and managers to facilitate smooth transitions during employee absences.

Practical Steps for Leaders

Simpkins provided actionable advice for leaders to support employees dealing with trauma. First, she emphasized the importance of having a clear plan in place. She suggested leaders become certified in mental health first aid, provide timely and transparent communication with employees experiencing trauma, support flexible work schedules, and advocate on employees’ behalf to protect them from reliving trauma in the workplace. 
 
An employer’s genuine concern and regular check-ins play a significant role in recovery for all team members. Leaders should treat employee support as a priority, not just as a by-product of ensuring business continuity. Simpkins believes this approach is crucial for maintaining a healthy and productive workplace. “Often, we become uncomfortable in talking with people in the workplace about feelings, emotion, trauma, difficulty, adversity,” she concluded. “And we shouldn’t be.”