The New "R & R": Now the Stress Recovery & Resiliency Work Begins

As the government shutdown comes to an "end," alas, for the short-term, there's nearly as much looming uncertainty as there is immediate relief.  What's needed are supportive -- "High Task and Human Touch" interventions to:

1) help folks recover from the recent tension and chaos,

2) rebuild some sense of trust, transparency, and team spirit, and
3) develop stress resiliency-psychological hardiness skills for managing anxiety and positively responding to future changes.  (See below, the "Four Skills-Strategies" that distinguished Psychologically Hardy from Vulnerable Ma Bell Execs during the traumatic break-up of the company thirty years ago.)

Shortly after the Navy Yard tragedy, I sent out a proactive training program recommendation.  One response was from a colleague at the FBI's Training Division, Quantico, Virginia:

Hi Mark,

To answer your question, yes, this is a much needed program. However, no one has any funding to pay for such a program right now. We are still facing 2014 budget cuts and the potential of weekly furloughs.

To put it simply, things are a mess with the federal government right now.

You could contact some agencies to try to get your foot in the door by possibly offering some free or very low cost programs. That would be my recommendation. If you could sell agencies on the cost benefit to them – e.g. the value of healthy, less-stressed employees as far as productivity and reduced time off.  [And the chance of preventing or reducing trauma-inducing hazardous work environment incidents.  This individual requested her name not be used.]

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So this is my offer to do a "free or very low cost program" for your branch, division, or agency.  I have outlined a Stress Resiliency program for Metro Transit leaders and employees that I've been doing for several years.  (Also, I'm a former Stress, Violence Prevention. Team Building Consultant for the US Postal Service.  I've also done numerous Stress & Team Building Leadership Retreats for the US Military.)

Please email or call with any questions or ideas.  The "Shootings and Shutdowns" program offering is follows the Psychological Hardiness section.

Best wishes and remember...Practice Safe Stress!

Mark Gorkin

stressdoc@aol.com
www.stressdoc.com
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Psychological Hardiness

Psychological hardiness is a concept developed by Dr. Suzanne Kobasa and her research team while studying the health of AT&T executives during the stressful breakup of “Ma Bell.” Some execs were having a hard time physically and emotionally, while others were coping effectively with the transitional storm. The hardiest executives demonstrated what I call the “Four C’s of Psychological Hardiness”:

a. Commitment.  The hardy execs while not crazy about all the changes were still committed to doing really good work.  They also were committed to finding work-life balance; they were not spending long nights at work hoping they would be rewarded for self-sacrifice.

b. Control.  These effective execs understood that they would have to let go of some real control; they did not bury themselves in their silos, but were more open to exploring new assignments and role-responsibility shifts.

c. Change.  The most stress resilient were able to release considerable control as they understood that “change happens.”  These individuals were quicker to grieve their loss, perceived or actual.  They were also quicker to jump into new learning curves; and did not fight being an uncomfortable beginner.  I would say their personal mantra; I’m a learner not a loser!

d. Conditioning.  The hardiest execs engaged in regular aerobic exercise or physical conditioning.  Not only does exercise help you stay fit, manage your weight and improve your endurance and cardiovascular health, but it also releases mood-lifting bio-chemicals, a good antidote to mild feelings of agitation and/or depression.  Also, when everything’s up in the air--you can’t seem to close any projects or meet elusive deadlines--structured exercise provides a self-defined beginning and endpoint, for a tangible self of accomplishment and control.

How about instituting a wellness/hardiness program or competition among departments, with some team rewards at the end of the challenge?

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Day-long Stress Resiliency Training for Leaders

In the past year or so, I have been periodically doing a series of one-day Stress Resiliency programs for Managers and Supervisors at Washington Metro Area Transit Authority (WMATA).  (I have been doing training programs for WMATA for over fifteen years.)  Usually, there are about five to a dozen attendees.

Topics covered include:

> stress smoke signals/pathways and burnout stages
> 6 "R"s of Burnout Recovery/Prevention
> work-life change challenges and losses
> unfinished grieving and engaging "grief ghosts"
> 4 "R's of PRO Relating:  Being Respectful, Real, Responsible, and Responsive
> acclaimed relaxation-visualization exercise
> Natural SPEED Formula for stress resiliency and brain agility

However, the biggest tool is the open, supportive, and honest interaction among participants; we create a therapy-like atmosphere with strategic and compassionate facilitation.  And a touch of Stress Doc humor.  People feel safe with the intimate level of sharing.  As one Supervisor noted:  "I never thought I would be able to discuss my personal issues in the workplace!"

The response has been dramatic and almost uniformly terrific.  Only one time did an individual question whether it was safe to be open about "personal" issues.  We subsequently engaged this concern with all members, and reached consensus -- each person would share at his or her level of comfort.

Three constants:  1) many folks are vigilant about burnout, 2) almost all in the workplace are engaged with some form of loss that has not been sufficiently grieved, contributing to anxiety, smoldering anger, and depressed feelings, and 3) this lingering loss impacts productive energy, focus, and the quality of workplace relationships.  The bonding among participants is palpable.  Many "take home" a new "stress buddy."

The workshop also has a prevention component.  I can quickly identify those who might benefit from an EAP or counseling referral.  And because of the relationship developed and head work-heart work-homework already done, people are receptive.

I wonder if this might not be a valuable tool for a wide-variety of employees, especially for leaders or leaders-in-waiting.

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Click here: Stress Doc: Notes from a Motivational Psychohumorist ™: Shootings and Shutdowns: Once Again On the Edge
or
http://www-stressdoc-com.blogspot.com/2013/10/shootings-and-shutdowns-once-again-on.html

Shootings and Shutdowns:  Once Again on the Edge

Mark Gorkin, the Stress Doc ™, LICSW

For many in the Greater-Metro DC area, the close proximity in time and space between the Washington Navy Yard tragedy and the Government Shutdown travesty has only heightened a sense of vulnerability.  Of course, none are more impacted than Federal Employees.  Yet, even if not a Fed, so many folks in this region are connected to the federal government for their livelihood and well-being.  Holding the government hostage has wide-spread and profound ramifications.  Individuals and families are once again living on a political and psychological precipice.

As a friend and federal employee passionately noted after the Navy Yard horror, some system-wide support, including timely information updates, more than just water cooler discussion, would have been vital to help federal employees cope with their own emotions as well as the status of family, friends, and colleagues.  In her shop, “no one talked about their feelings or concerns…I was praying for families and friends.”  And one suspects she and many others are praying such a rampage does not happen again.

Also not surprisingly, this current intersection of crises stirs memories related to previous shutdowns or threats as well as previous shootings (e.g., the sniper-related reign of terror back in 2002).  Grief ghosts will likely be walking the halls and cubes of government buildings as well as in basements and warehouses for the foreseeable future.  Employees won’t just be burnt up; many will be feeling burnt out!

When this brinksmanship finally ends, there will be numbers of employees who will not be able to return to “business as usual.”  While some individuals may benefit from counseling services through the federal Employee Assistance Programs (EAPs), federal agencies can send a much more positive and proactive message.  Agencies need to recognize the normative nature of trauma-induced or trauma-related stress as well as the tension inherent in repeated exposure to critical uncertainty.  Large numbers of people may need time to vent and share with their colleagues, including the need for some communal grief work and emotional/team support. We recommend the following intervention/prevention steps to positively move people through this challenging if not crisis-riddled time:

1.  Management Training:  Helping managers and supervisors understand the impact of the challenges and crises hitting federal employees today, including the likelihood of stress-induced or trauma-like echoes.  Also, we know that individuals who are carrying around their own personal pressures and tensions, not related to the recent upheavals, can become more anxious, feel more out of control, during such a stormy period. Such training will enable management personnel to more compassionately, effectively, and efficiently recognize and reach out to individuals needing more collegial or professional assistance.  This training would also help managers facilitate some team sharing and support.  Of course, some of the management personnel may need their own counseling, coaching, or emotional support.  Again, some folks are still uncomfortable reaching out to the EAP.  This strategic step would provide an additional resource.

2.  Employee Support.  Two forms of employee support quickly come to mind:

a. All Hands Meetings – this would provide some of the content mentioned above; again, it’s a way of helping the branch or division, as a community, to gain vital information and to acknowledge the recent confusion and chaos; sharing and grieving is seen as normal and natural; a 30-60 minute session seems appropriate

b. Support Groups – these groups would be voluntary and smaller in number (based on Mark Gorkin’s experience as a stress and critical incident consultant, group size should not exceed fifteen).  And, if given sufficient time, say one half-day, some productive grieving and individual/team healing can occur.  And this setting will enable a trained facilitator to identify and encourage individuals needing more emotional support to seek appropriate assistance.

The bottom line:  Through no fault of their own, federal employees are caught in a political crossfire.  Eventually, appropriate follow-up debriefing and/or additional support will be needed.  The above interventions will help employees be more resilient in managing the aftermath of these stressors; people will sooner be able to productively resume their missions, roles and responsibilities.  And in contrast to the factions of dysfunctional stalemate, federal management will be perceived as a constructive force for the greater good. 

Mark Gorkin, LICSW, “The Stress Doc” ™
Stress and Critical Incident Consultant

stressdoc@aol.com
www.stressdoc.com

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Mark Gorkin, the Stress Doc ™, www.stressdoc.com, acclaimed Keynote and Kickoff Speaker, Webinar Presenter, Retreat Leader and Motivational Humorist, is the author of Practice Safe Stress and The Four Faces of Anger. A former Stress & Violence Prevention consultant for the US Postal Service, the Stress Doc leads one-day "Stress Resiliency" workshops for "METRO" Managers and Supervisors of the Washington Metro Area Transit Authority (WMATA).  "The Doc" is also a Team Building and Organizational Development Consultant as well as a Critical Incident/Grief Intervention Expert for Business Health Services, a National Wellness/EAP/OD Company.  Mark leads highly interactive, innovative, and inspiring programs for corporations and government agencies, including the US Military, on stress and brain resiliency/burnout prevention through humor, change and conflict management, generational communication, and 3 "R" -- Responsible, Resilient & Risk-Taking -- leadership-partnership team building.

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Stress Doc Mantra: "Think out of the box, perform outside the curve (the Bell Curve) and be out-rage-ous!"