Supportive Solutions Business Blog

In preparing to speak with the on-site manager, let’s begin with a few factors that may influence the manager’s reaction to a crisis and services to be provided.

1. Involvement in the incident:
   If the manager is directly involved in the crisis incident or event, it may be necessary to provide additional support and guidance as he/she prepares to organize the response to occur on-site. The manager may be experiencing conflicting reactions; first the need to feel competent in organizing the response (acting managerial) and the second is how to manage his/her own responses to the event.Building and promoting the manager’s competence and confidence in managing the situation is the foundation for a good response. If the manager is too shaken, it will be important to find ways to support his/her efforts without undermining their authority.
2. Life/work experience managing a crisis:
   Life and work contribute to the range of skills that we all develop.A manager’s ability to manage a crisis situation may hinge on whether this is their first experience with a crisis or their 10th.Current life and work stressors may either contribute to the manager’s response ability to take charge in a traumatic event or interfere with their normal skills.Ascertaining the manager’s experience with managing crisis events in the workplace along with their understanding of the crisis response process will provide you with the information necessary to provide support.
3. Familiarity with resources for help:Managers vary greatly in their understanding of resources available in times of crisis.This could be a result of the fact that the manager is new to the system and is not familiar with services available or there has never been an event and the “need to know” information has been forgotten or put aside. Supervisors and managers face so many challenges that many times procedures or resources available during a crisis only become important when something has happened.Refresh their memories about what might be available for them.Managers may request assistance in determining what is needed or appropriate for their employees.
4. The business environment:Time is money in business and sometimes the resumption of business may be the manager’s point of focus.The provision of response services may be viewed as an intrusion or impediment to return to work.Managers may hesitate to call for services or request that they be provided immediately so that “a business as usual” routine can be established.There may be a reluctance to allow employees to participate without interruption.Educating the manager about crisis response and support service may be required.Managers many times request services that might not be most effective at the time.

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            We all can relate to stories about how a perfectly good crisis response went “south”.  Sometimes it’s unavoidable, but sometimes we overlook a key player in the response process . . .  the supervisor or manager that will coordinate the service on-site.

            On-site managers and supervisors play a key role in the success of a crisis response. Yet many times the importance of their role and their initial response to the crisis is overlooked.  What takes place on-site before the EAP, HR or Crisis Support Professionals are called in many cases sets the stage for the outcome of the services to be provided.   In other words, what happens before the first phone-call for help is as important as what happens afterwards.  When working with the onsite manager, we need to take into consideration how the crisis was managed before we were called.  Managers are just as vulnerable to the impact of a traumatic event as anyone else.

We need to understand factors that might influence the manager’s reactions to this event, how they have managed the crisis up to this point and their understanding of how crisis services will unfold in their environment. Communication is the foundation for a good crisis response and it will be important for us to begin this dialogue by asking the right questions.  We want our managers to be confident and competent in organizing these services for their employees. 

In my next post, I’ll share a few factors that we need to know to best guide these managers through the crisis response.

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Supportive Solutions, Inc. wants you to be informed during times of potential or actual crisis, so that you can prepare or react appropriately and with the help of our expert advice.

Using available social media channels, we’ve created a multi-channel strategy for disseminating crisis communications:

• LinkedIn – Join our LinkedIn group. If you choose, e-mail notifications can be sent to you regarding group updates on a daily basis.
• Find us on Facebook – Become a fan of Supportive Solutions, Inc., and our status updates will be posted to your Wall.
• SSI Business Blog – Read our blog online, or subscribe to it via RSS!
• ResponseLinx Podcasts – Listen to our podcasts! The link contains an MP3 file of our most current podcast. Or, by subscribing to the business blog via RSS, you can also subscribe to the podcasts!

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The swine flu has reminded companies about the possibilities of pandemics. How can you start preparing for this type of crisis?

In this podcast, Dr. Tonya Slawinski reminds you of some basic steps, beginning with a plan review. Ask yourself some basic questions, make adjustments based on those answers, and practice the plan. 

Listen to Dr. Slawinski’s podcast on this topic by using the media player below, or download the file via the link. You can also subscribe to this podcast using the RSS feed link at the bottom of the blog page. 

[audio:http://www.supportive-solutions.com/publog/wp-content/uploads/2009/04/pandemics_4_28.mp3]

ResponseLinx – Dealing with Pandemics

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As we get closer to graduation season, my thoughts turn to the new world that incoming college freshmen are so excited to enter. However, once they’re settled into their dorms, they often find themselves overwhelmed by the sudden choices, freedoms, and responsibilities that come along with college life and living on their own for the first time.

To ease that transition, we’ve partnered with Dr Susan Orenstein, an SSI consultant, to bring to market College Companion: Your Survival Guide to College Life, a comprehensive and well-crafted handbook created to help guide incoming freshman navigate the often turbulent waters of college life. Dr Orenstein’s book is the one thing no college student should leave home without packing.

From Dr. Orenstein:  “This guidebook helps emerging adults set meaningful goals, handle responsibility, improve their confidence, maintain family ties, and manage their stress more effectively. “

College Companion: Your Survival Guide to College Life is available in our online bookstore.

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The focus of most downsizings is on the actual event. Regardless of how
difficult the actions to be taken, the real difficulty may be in
motivating those left behind. We recommend that an equal amount of time
be spent on planning for those who will remain in the workforce as well
as for those who will lose their jobs.
Employers may feel that limited resources do not make this type of
support feasible and others may fail to recognize that “keeping your
job” is not always enough. Workgroups may be configured differently and
responsibilities can change. Relationships can be stressed if a favorite
employee was let go and another has stepped in to take his or her place.
Change is never easy even in the best of circumstances and even with
shrinking financial resources, it may pay to provide those who remain
with the skills and necessary support to keep your business running.
Build loyalty, not apathy. The long term benefit is great.

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Is there such a thing as a ‘good’ layoff? Some may be dubious, but the answer is a resounding yes. For better or worse, the way that a company manages a large-scale layoff can speak volumes about their corporate culture. If you’ve ever been responsible for executing layoffs, either from a management or HR perspective, you know it’s a highly uncomfortable and awkward position to be in. No wonder so many rush through the process, leaving shock and bewilderment in their wake.

Leadership teams need to learn how to best manage a layoff, both for the employees who are being laid off as well as protecting the company’s culture and public reputation. One of the bigger challenges is maintaining the kept employees’ trust in management. A key factor in this is open, honest, and timely communication from the leadership team to all employees, before, during, and after the layoff is executed. Intermittent employee surveys can be a good way of measuring the success of this effort while also illuminating possible issues that need to be addressed before they become a serious threat, such a threat of violence.

Overall, as much as no one wants to lead a layoff, companies and leaders can make the process as painless as possible by employing the basic tenet of the Golden Rule – treat others as you’d like to be treated. Using respect, empathy, sincerity, and compassion can make a difficult situation safer, less awkward, and more palatable for all involved.

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