Your Trauma-Wise Career Guide

Cyndi Bennett | Career Coaching for Trauma Survivors
  • 4.8 (6)
  • Careers

Traditional career development wasn't built for trauma survivors — and it shows. Your Trauma-Wise Career Guide, hosted by trauma survivor and career coach Cyndi Bennett, MBA, M.Ed., offers trauma-informed strategies for building a sustainable professional life alongside your healing. resilientcareers.substack.com

  1. 5d ago

    How To Advocate For Yourself At Work When You're Tired Of Being Overlooked

    Summary In this episode, Cyndi Bennett gets honest about something she lived herself: building an entire program management office from scratch, watching new hires with bigger titles walk into the room she built, and waiting for her manager to speak up for her. She didn’t. This episode is built around the question that moment forced Cyndi to ask herself, and that she now asks every client who comes to her with some version of the same story: are you waiting to be noticed, or are you willing to build a case to be seen? Cyndi names three specific shifts that make the biggest difference for people who are done being overlooked, and makes the case that being passed over is a pattern, not a personality trait, and patterns can change once you understand where they came from. Key Thoughts * You are not being overlooked because your work is not good enough. You are being overlooked because good work was never designed to speak for itself. * Waiting to be noticed feels like patience. It is actually a strategy, even if you never consciously chose it. * The freeze or downplay response did not come out of nowhere. Somewhere, often long before this job, you learned that being seen was not safe. * Addressing the surface behavior without addressing the root is like telling someone to stop flinching when flinching is what kept them safe. The advice is not wrong. It is just incomplete. * A case gets built. It is not discovered. Good work does not advocate for itself, and treating your own advancement as something you actively construct rather than passively hope for is the shift that changes things. * Being overlooked is a pattern, not a personality trait. Patterns feel invisible until someone names them out loud. * You do not have to become a different person to do this. You have to become someone who documents and speaks instead of someone who does and waits. What This Means For You If any part of this episode is landing, here are some things worth sitting with: * Look back over the last few months. Is there a moment where you did something you were proud of and let it pass without saying a word? That is the pattern worth naming. Not as a flaw, but as a starting point. * Get curious about where the freeze started. Maybe it was a workplace where speaking up got you targeted rather than recognized. Maybe it goes back further than any job. Understanding the root does not require you to relive it. It just takes away the shame and replaces it with something you can actually work with. * Start documenting your wins as they happen. Even a few bullet points in a notes app at the end of each week. This is not bragging. It is building the evidence base you will need when the moment comes to make your case. * Practice naming your contributions out loud. In your next one on one, try something like, “I want to make sure this is visible. Here is what I led on this quarter.” That sentence alone is different from waiting for someone to ask. * Ask the direct question. “What would it take for me to move into the next level here?” Not hoping the question gets raised for you. Asking it yourself. That is not aggressive. That is someone treating their own advancement as something worth building. Come Journey With Us If this resonated with you and you would like to go deeper with the exact tools, resources, and community built specifically to support trauma survivors navigating their careers, consider joining us in the Resilient Career Academy. You don’t have to figure this out alone. There is a place where people understand exactly what you are carrying, and where your pace, your healing, and your story are not just welcomed, they are honored. If you are ready to move from understanding what you are feeling to knowing what to do about it, the rest of this article is waiting for you inside The Resilient Career Academy. I would love to have you there. Get full access to Resilient Career Academy at resilientcareers.substack.com/subscribe

    How To Advocate For Yourself At Work When You're Tired Of Being Overlooked

  2. Jul 21

    How to Stop One Bad Manager From Defining How You See Yourself at Work

    Summary In this episode, Cyndi Bennett gets personal. She shares what it was like to leave a difficult manager behind and still spend hours reviewing work before sending it to a new one who never once suggested anything was wrong. This episode is about what happens when one relationship, one loud, repeated, authoritative voice, becomes the lens you view every workplace interaction through afterward. Cyndi names what is actually happening when that old voice shows up in new rooms, why the reaction is not a flaw but a survival skill that outlasted the environment that built it, and what the slower, more honest work of recalibrating actually looks like. Key Thoughts * When you rewrite an email four times, scan a room for a reaction that is not there anymore, or brace for a verdict that is not coming from anyone in the room, you are not being irrational. You are running a safety protocol that was built for a good reason in a different environment. * A difficult manager who constantly questioned your judgment can leave you questioning your judgment for years in jobs where your judgment was never actually the issue. * That manager’s behavior toward you was information about that manager. It was not a verdict on your competence. Those are two different things, and most people carry them as if they are the same. * Sometimes a difficult boss activates something that started long before the job existed. When that is true, the intensity of the reaction often comes from two layers responding together, not just the most recent one. * What happened in that role is data about a specific relationship, in a specific environment, under specific conditions. It is not a permanent measurement of your worth as a professional. * Old data does not get replaced by ignoring it. It gets replaced by outweighing it over time with new information your nervous system can actually trust. * You built a very good detection system for a genuinely difficult situation. Now you are doing the work of teaching it that the situation changed. What This Means For You If any part of this episode is landing, here are some things worth sitting with: * Notice whose voice is speaking when the self-doubt shows up. Is this a reasonable read of the current situation, or is an old manager’s voice running on autopilot in a room that no longer exists? That question, asked consistently, starts to create some separation between the past and the present. * Look for moments that do not fit the old story. A project that went well without incident. Feedback that was actually just feedback. A manager who said thank you and meant it. These moments are easy to overlook because they do not confirm what you are braced for. Part of the work is learning to notice them on purpose. * Return to this sentence when the voice gets loud. “The reactions I am still having belong to a different job than the one I am in now.” Not as a quick fix, but as a practiced pause before you let an old feeling drive a current decision. * Build a way to check in with reality that does not route back through the old frame. A trusted colleague who can offer a gut check. A mentor who knew your work from a different context. Or simply a few seconds where you ask what is actually true right now, separate from what used to be true somewhere else. * Give the recalibration the time it actually needs. This is not a quick decision. It requires new evidence gathered over time in a different environment with different people responding to you differently. Taking longer than expected is not a sign you are doing it wrong. It is a sign you are doing something real. Come Journey With Us If this resonated with you and you would like to go deeper with the exact tools, resources, and community built specifically to support trauma survivors navigating their careers, consider joining us in the Resilient Career Academy. You don’t have to figure this out alone. There is a place where people understand exactly what you are carrying, and where your pace, your healing, and your story are not just welcomed, they are honored. If you are ready to move from understanding what you are feeling to knowing what to do about it, the rest of this article is waiting for you inside The Resilient Career Academy. I would love to have you there. Get full access to Resilient Career Academy at resilientcareers.substack.com/subscribe

    How to Stop One Bad Manager From Defining How You See Yourself at Work

  3. Jul 14

    How To Know Who You Can Actually Trust At Work

    Summary In this episode, Cyndi Bennett tackles something most networking advice completely skips over: what it actually looks like to identify safe people at work when the broader culture does not feel safe to begin with. The standard advice about building relationships and getting face time assumes trust is the default setting. For anyone who has come out of a workplace where it was not, that advice can feel almost naive. This episode is a different approach. Cyndi walks through five specific signals that tend to separate someone who is genuinely trustworthy from someone who is just good at seeming that way, and makes the case that finding one or two people whose behavior has already shown you something true is the whole target. Key Thoughts * The safest person on your team might not be the friendliest one in the room. Warmth in words and safety in behavior are not the same thing, and knowing the difference is a skill worth developing. * When a broader culture feels unsafe, the instinct is often to either withdraw from everyone or overextend trust to whoever seems friendliest fastest. Both responses come from a nervous system trying to solve for safety, and both can leave you more isolated or more exposed than you intended. * Silently auditioning colleagues for trustworthiness over time often gets labeled as being guarded or hard to get close to. Reframed, it is closer to professional risk assessment developed out of necessity that most workplaces never teach anyone to do on purpose. * Safety in a workplace relationship is demonstrated far more reliably through behavior than through disclosure. An ally can be someone you have never discussed anything personal with at all. * The goal is not fearless trust. It is trust with enough evidence behind it to hold weight. * Allies tend to reveal themselves in unremarkable moments, not dramatic ones. Once you start watching for the small ones, they tend to become more visible than expected. * You do not need the whole room. You need one or two people whose behavior has already told you something true. What This Means For You If any part of this episode is landing, here are some things worth paying attention to: * Watch for consistency across contexts. How does someone treat you one on one compared to in a group compared to when their boss is in the room? A person whose warmth changes depending on who is watching is showing you something just as clearly as one whose warmth stays the same. * Notice how they handle other people’s mistakes. Do they pile on when someone gets something wrong in a meeting? Stay silent while someone is thrown under the bus? Or do they redirect and give the person room to recover? This tells you more about how they would handle your mistakes than almost anything they could say directly to you. * Test with something small before something larger. Mentioning you are having a rough week without detail. Admitting you do not know something in a meeting. Watching what comes back. Curiosity and normalization are different responses than subtle judgment or information that quietly resurfaces later. * Let the evidence build slowly. Trust earned over weeks tends to hold up better than trust given quickly. Building in a longer runway is not being guarded. It is being strategic. * Watch whether their support requires anything from you in return. An ally who helps and lets it be helping is different from someone who helps and then brings it up later, or expects loyalty as repayment. That difference is worth tracking. Come Journey With Us If this resonated with you and you would like to go deeper with the exact tools, resources, and community built specifically to support trauma survivors navigating their careers, consider joining us in the Resilient Career Academy. You don’t have to figure this out alone. There is a place where people understand exactly what you are carrying, and where your pace, your healing, and your story are not just welcomed, they are honored. If you are ready to move from understanding what you are feeling to knowing what to do about it, the rest of this article is waiting for you inside The Resilient Career Academy. I would love to have you there. Get full access to Resilient Career Academy at resilientcareers.substack.com/subscribe

    How To Know Who You Can Actually Trust At Work

  4. Jul 7

    How To Write A Resume That Reflects Your Real Value After A Difficult Exit

    Summary In this episode, Cyndi Bennett gets practical. No deep processing today, just the specific thinking that goes into building a resume when the job you are describing stopped being the job you agreed to take. Most resume advice assumes a clean, stable role with a clean exit. This episode is for everyone whose role shifted underneath them, whose responsibilities changed without support, or whose last chapter closed in a way that is now making it hard to find words for what they actually did there. Six concrete ways to build a resume that reflects your real value, regardless of how that chapter ended. Key Thoughts * The exit is one data point. It happened on one day, under one set of circumstances. The work itself took months or years and is made up of hundreds of decisions you made. Your resume is built from those decisions, not the last one. * Outcome language gives you a way to describe the real work without getting tangled in how far the role drifted from the original job description. * The resume does not need to carry the explanation for how a role changed or why it ended. That story belongs in a conversation, on your terms, with context you control. * When a role expanded, contracted, or shifted without real support behind it, it is common to write about yourself in smaller language than the work deserves. Noticing that pattern is where the adjustment begins. * What tends to raise flags with hiring managers is not the gap or the odd trajectory itself. It is the language that reads as anxious or apologetic around it. * A resume shaped by a hard ending often gets built backward, structured around explaining or containing what went sideways. A resume that reflects your real value gets built forward, toward what is next. * The exit already happened. It does not get a vote in how this document is built. What This Means For You If you are staring at your resume and cannot find the words, here are some things worth working through: * Separate the ending from the work. Before you write a single word, practice holding those two things apart. What went wrong at the end is not the same story as what you built, fixed, stabilized, or grew while you were there. Start with the latter. * Work backward from impact, not forward from title. Ask yourself what changed because you were in that role. What exists now that did not exist before, or works better now than it did when you arrived? Those outcomes belong to you regardless of how the role eventually shifted. * Keep the explanation off the page. If you find yourself adding context about restructuring, scope creep, or a difficult ending somewhere in the document, notice that impulse. The resume is not the place for that story. A hiring manager who has not yet earned the full context does not need it in writing. * Audit your language for shrinking. Look for places where you wrote “assisted” or “supported” when the truer word is “led” or “built.” This is not about inflation. It is about accuracy, and a role that wore you down may have quietly shaped how you describe your own contribution. * Write factual, not defensive. A factual note about a gap or an unusual trajectory states what happened without asking for permission. A defensive one tries to preempt judgment before it has been offered. Read your own language and notice which one you are writing. Come Journey With Us If this resonated with you and you would like to go deeper with the exact tools, resources, and community built specifically to support trauma survivors navigating their careers, consider joining us in the Resilient Career Academy. You don’t have to figure this out alone. There is a place where people understand exactly what you are carrying, and where your pace, your healing, and your story are not just welcomed, they are honored. Get full access to Resilient Career Academy at resilientcareers.substack.com/subscribe

    How To Write A Resume That Reflects Your Real Value After A Difficult Exit

  5. Jun 30

    How To Make Big Career Moves When You're Second-Guessing Everything

    Summary In this episode, Cyndi Bennett speaks to everyone who has ever stood in front of a real opportunity and had absolutely no idea what to do with what they were feeling. The problem is not a lack of information. It is not knowing whether to trust the signals coming from inside, because for many trauma survivors, that trust was worn down long before this decision ever arrived. This episode breaks down what is actually happening when your brain and your gut are pulling in different directions, offers a four-layered framework for evaluating an opportunity when internal signals feel unreliable, and makes the case that uncertainty is not evidence that something is wrong with you. It is just the reality of making complex decisions with incomplete information, which is something every person navigating a career has always had to do. Key Thoughts * The difficulty of trusting your instincts in a career decision is often not about the decision at all. It is about a much longer history of learning that your own perception might not be reliable. * Not everything that feels like a warning is a warning. And not everything that feels like excitement means something is safe. Knowing which signal is speaking is the work. * Activation, pattern recognition, and old learning can feel almost identical from the inside. Naming which one is loudest gives you something to work with. * The way an organization runs its recruiting process is often an early preview of how it operates when things get hard. * If something concerns you after an interview, consider naming it directly rather than dismissing it. What comes back will carry real information. * Certainty is not always available. The work is not to resolve the ambiguity before you move. The work is to build enough of a foundation that you can move without certainty being a requirement. * If you make a decision and later discover it was not the right one, that is not proof that you cannot trust yourself. It is proof that you are a person making choices with incomplete information in a complicated world. What This Means For You If any part of this episode is landing, here are some things worth sitting with: * Name what is actually speaking. When internal signals feel unclear, ask yourself whether what you are feeling is activation, the fact that this matters and mattering involves risk, or pattern recognition bringing in something from the past, or old learning telling you that your perception cannot be trusted. These are different things, and they call for different responses. * Use the four layers when your gut feels unreliable. Look at the structural conditions of the role, the relational dynamics with your potential manager and team, the pattern layer where you ask whether there is actual evidence of what you are sensing or just a familiar shape, and the fit layer where you ask whether this role requires you to consistently work against yourself. * Watch how questions are answered, not just what is said. Ask how decisions get made, what the hardest part of the role has been, and what success looks like in the first ninety days. You are not grading the answers. You are watching whether the person responds with honesty and respect, or whether they pivot away from anything real. * Ask yourself which option you feel most equipped to navigate, not which one feels safer. The question is rarely whether something will be hard. The question is whether you have what you need to meet it when it is. * Working with support on the pattern layer matters. Distinguishing between a genuine signal and an old story that has been projected onto a new situation is genuinely hard to do alone. Having someone who knows your history with you in that process can make a real difference. Come Journey With Us If this resonated with you and you would like to go deeper with the exact tools, resources, and community built specifically to support trauma survivors navigating their careers, consider joining us in the Resilient Career Academy. You don’t have to figure this out alone. There is a place where people understand exactly what you are carrying, and where your pace, your healing, and your story are not just welcomed, they are honored. Get full access to Resilient Career Academy at resilientcareers.substack.com/subscribe

    How To Make Big Career Moves When You're Second-Guessing Everything

  6. Jun 23

    Why You Are More Qualified To Lead Than Your Resume Shows

    Summary In this episode, Cyndi Bennett names something most leadership development never teaches: the specific, functional capacities that come from navigating hard things professionally, not despite your history, but because of it. While formal programs are built around frameworks, competencies, and idealized organizations, there is a category of professional knowledge that can only be acquired through lived experience. Cyndi breaks down four specific capacities this kind of experience builds, and makes the case that these are not consolation prizes or things to manage quietly. They are real career assets, and learning to name and use them deliberately is a career strategy, not just a personal growth project. Key Thoughts * Reading a room with accuracy is a precision instrument built through necessity, not a vague soft skill. It comes from having had to track whether an environment was safe. * Understanding how people actually function under pressure only comes from having lived through high-pressure, unclear, or unsafe conditions yourself. Most leadership theory describes optimal conditions that most workplaces never actually have. * Holding complexity without collapsing it, sitting with ambiguity, holding multiple realities at once, is one of the most valuable things a leader can have, because complexity is the default condition of leadership. * A calibrated relationship with risk gives people a more accurate read on what is actually risky versus just unfamiliar, and that steadiness reads as confidence to others. * Many of us learned to attribute our reads on environments to anxiety rather than perception, and to discount our own observations because the environments we were in taught us they were unwelcome. That minimizing is worth noticing. * You are not leading despite your experience. You are leading from it. * Credentials get you in the room. What you know keeps you there and moves you up. What This Means For You If any part of this episode is landing, here are some things worth sitting with: * Notice where you’ve been minimizing what you know. If you’ve learned to call your read on a room “just anxiety” or to second-guess accurate observations because past environments taught you they were wrong, that pattern is worth naming. Your perception was likely working exactly as it should. * Practice naming your capacities out loud, even just to yourself. Reading people accurately, staying steady under pressure, holding ambiguity without forcing a premature resolution. These are skills, not personality quirks, and naming them is the first step to using them deliberately. * Notice the difference between working around your history and working from it. Working around it means managing what you know quietly in the background. Working from it means letting that knowledge actively shape how you lead, make decisions, and navigate hard team dynamics. * Frameworks and lived knowledge are not in competition. Models and structures can still be useful. They simply work differently when they’re in service of what you already know, rather than a replacement for it. * Stop leading with apology for the path that got you here. The people who can take care of a team under real pressure, who notice when someone is struggling before it becomes a performance issue, are often deeply valuable and deeply undercredited. You get to claim that knowledge as real. Come Journey With Us If this resonated with you and you would like to go deeper with the exact tools, resources, and community built specifically to support trauma survivors navigating their careers, consider joining us in the Resilient Career Academy. You don’t have to figure this out alone. There is a place where people understand exactly what you are carrying, and where your pace, your healing, and your story are not just welcomed, they are honored. Get full access to Resilient Career Academy at resilientcareers.substack.com/subscribe

    Why You Are More Qualified To Lead Than Your Resume Shows

  7. Jun 16

    How To Ask For What You're Worth When You've Been Taught To Be Grateful Just to Have a Job

    Summary In this episode, Cyndi Bennett digs into the very specific kind of silence that shows up right before you ask for more money. The moment you have done the research, rehearsed the words, and then something tightens and a voice says, “Who do you think you are?” This is an honest exploration of where that voice comes from, what is happening physiologically in those moments, and how to build the capacity, on both a cognitive and somatic level, to ask for what you are worth and mean it. Whether the message you received was about survival, gratitude, or what happens to people who push, this episode is for anyone who has prepared well, received an offer, and then gone quiet at the exact moment it mattered. Key Thoughts * Gratitude as a shield, smallness, and silence are not character flaws. They are protective responses your nervous system built from real experiences, and the nervous system does not automatically update just because the context has changed. * The gap between people who negotiate and people who don’t compounds over an entire career. Every future offer, promotion, and equity refresh anchors to the number that came before it. * Both things are true at once. The system creates real obstacles, and your preparation creates real leverage. * When your nervous system perceives a threat, your prefrontal cortex goes partially offline. Saying a number clearly and holding your ground requires a part of your brain that may not be fully online in that moment, and that is not weakness. * Preemptive discounting, over-explaining, and the gratitude loop all feel like pragmatic, realistic assessments in the moment. They are often your nervous system finding a way to avoid a risk that feels dangerous. * The highest point of leverage in a new job negotiation is after you have a written offer and before you accept it. That window is real, and it is worth using. * Asking for what you are worth is not aggression or ingratitude. It is an act of clarity. What This Means For You If any part of this episode is landing, here are some things worth sitting with: * Notice the thoughts that arrive fully formed in the moment. “This isn’t worth it.” “I should just be grateful.” “I don’t want to start off on the wrong foot.” These feel like decisions, but they are often your nervous system’s protective response showing up disguised as logic. * Prepare on two levels, not just one. Cognitive preparation means knowing the market range for your role and being able to articulate your value with specificity. Somatic preparation means saying the number out loud, in your body, in a low-stakes setting before the real conversation happens. * Watch for the three patterns. Preemptive discounting, over-explaining, and the gratitude loop can all undercut your ask before the other person has even responded. Naming them when they show up is often the first step to a different relationship with them. * You don’t have to fill the silence after pushback. A pause is not a crisis. Sitting with discomfort for a few extra seconds is often the most useful thing you can do. * This builds through accumulation, not a single conversation. Each ask is a data point. Asking and surviving, asking and getting a partial yes, asking and getting a yes. Over time, your internal evidence about what is possible for you starts to shift. And you do not have to build that capacity alone. Come Journey With Us If this resonated with you and you would like to go deeper with the exact tools, resources, and community built specifically to support trauma survivors navigating their careers, consider joining us in the Resilient Career Academy. You don’t have to figure this out alone. There is a place where people understand exactly what you are carrying, and where your pace, your healing, and your story are not just welcomed, they are honored. Get full access to Resilient Career Academy at resilientcareers.substack.com/subscribe

    How To Ask For What You're Worth When You've Been Taught To Be Grateful Just to Have a Job

  8. Jun 9

    How To Stay Professionally Visible When You Want to Disappear

    Summary In this episode, Cyndi Bennett talks about something she sees constantly: talented, capable people doing genuinely good work who are still being passed over, overlooked, and left out of conversations where they belong. The reason, more often than not, comes back to visibility. Or more specifically, to the ways that being seen feels like a threat. This episode is an honest look at why the pull toward invisibility makes complete sense for trauma survivors, what it actually costs when we go quiet in our careers, and what it can look like to stay professionally visible in a way that does not require you to override your nervous system to do it. Key Thoughts * The urge to disappear professionally is not weakness. It is a logical protective response from a nervous system that learned, through real experience, that being visible led to harm. * Promotions, opportunities, and leadership roles go to people whose names come to mind. Quality alone does not move careers forward in most professional environments. How that quality gets communicated matters too. * When we consistently hold ourselves back from being seen, over time that can start to feel like evidence that we do not belong. That story accumulates quietly, and it can feel very true even when it has nothing to do with actual capability. * There is a kind of visibility that feels performative and activates the threat response. And there is another kind that comes from being genuinely present in spaces where you already belong. That second kind is often just as powerful, and far more sustainable. * The hyper-competence trap is real. Doing more excellent work quietly does not make it more visible. The work still needs a voice. * Visibility work that skips the nervous system piece and goes straight to strategy tends not to stick. Understanding your own responses is where this work actually starts. * Slower is not the same as stuck. Durable change gets built in that slower movement, even when it is hard to see. What This Means For You If any part of this episode is landing, here are some things worth sitting with: * Get curious about what happens in your body when a visibility opportunity comes up. Do you forget to follow up on praise? Take yourself off the list for something you actually wanted? Feel a wave of dread before a meeting where you will be asked to speak? That is your nervous system doing its job. Noticing it without judgment is where this work begins. * Identify which forms of visibility feel workable for you right now. Not the loudest version career advice usually recommends. The version that fits how you actually work and what you actually value. Something smaller and more sustainable is still progress. * Pay attention to the stories running underneath. A lot of what keeps people invisible lives on the inside. The narrative that says it is not safe to be seen, or that you are not quite ready yet. Understanding where those stories came from, and gently questioning whether they are still accurate, is significant work. * Learn to make your work legible. There is a real skill in communicating the value of what you do in ways that land with the people who need to hear it. That skill can be developed, and it does not require performing or self-promoting in ways that feel hollow. * If every attempt to work on this feels like too much, that feeling is worth listening to. It might mean the steps are too large, or that you are moving to strategy before spending enough time on the nervous system piece. It might also mean the environment you are in is still actively unsafe. Your system may be accurately picking that up. Come Journey With Us If this resonated with you and you would like to go deeper with the exact tools, resources, and community built specifically to support trauma survivors navigating their careers, consider joining us in the Resilient Career Academy. You don’t have to figure this out alone. There is a place where people understand exactly what you are carrying, and where your pace, your healing, and your story are not just welcomed, they are honored. Get full access to Resilient Career Academy at resilientcareers.substack.com/subscribe

    How To Stay Professionally Visible When You Want to Disappear
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Ratings & Reviews

4.8
out of 5
6 Ratings

About

Traditional career development wasn't built for trauma survivors — and it shows. Your Trauma-Wise Career Guide, hosted by trauma survivor and career coach Cyndi Bennett, MBA, M.Ed., offers trauma-informed strategies for building a sustainable professional life alongside your healing. resilientcareers.substack.com

Information

  • Creator
    Cyndi Bennett | Career Coaching for Trauma Survivors
  • Years Active
    2025 - 2026
  • Episodes
    67
  • Rating
    Clean
  • Copyright
    © Cyndi Bennett
  • Show Website
    Your Trauma-Wise Career Guide