As previously discussed, there is a significant lack of psychosocial support mechanisms for aid workers in the field. Few organizations report hands-on training of their personnel in stress management, or screen their staff for potential risk factors in stress responses [
31]. Despite this paucity, it is clear that perceived inadequate support can negatively impact a worker’s motivation and thinking, and adequate preparation on the organization level can reduce risk of depression and anxiety [
13,
31]. In line with this literature, the workers in Lebanon who underwent SMART-3RP training gave positive feedback and expressed wishes that it be made accessible to others and to continue the training, even calling it a “necessity” [
4]. Like formal social protection programs, empathy and resilience training programs could take on a protective capacity and improve the adaptability of fieldworkers, systems, and refugees alike, all while facilitating better ground coordination between different humanitarian international, local agencies, and global donors [
32]. Having said that, we would like to note that the facilitation and communication on the ground should be also reinforced and supported at a leadership level by the multinational humanitarian organizations.