When unexpected traumatic events strike our nation, our family or our workplace, daily routines suddenly seem insignificant in comparison.

Oftentimes, workers may report a substantial loss of time spent doing their actual jobs as they wait to see what will happen, gather vital information and find solutions to the crisis. If the incident is major, radio and television reports may consume our attention for several days. Even after the office environment resumed 'normal functioning', many find it difficult to focus or concentrate on their immediate tasks at hand. Some report that their duties seem insignificant in light of the crisis faced.

A plethora of emotions may be experienced. We may feel enraged, perhaps feeling vengeful and wanting to lash out and strike back. Some workers may be in shock and disbelief. Events of that day and the days following seem surreal.

Some express fear of the future in terms of further assaults or crisis. "Am I safe here? In this building?" or "How will this affect my job? Is anything else bad going to happen because of this?"

Others are worried about loved ones and yet feel powerless about their safety and security. Insecurity, distractibility and anger are all felt.

While we must seek to re-establish some sense of normalcy at work; employers and managers would do well to strike a balance in dealing with their fellow employees. Though difficult to not be preoccupied with the events and aftermath of the crisis or trauma, employers should offer their assistance and opportunity to discuss and process feelings and thoughts of their employees.

Validation of feelings and their expressions become a powerful tool in healing. Allowing employees to be a part of discussions, while offering reassurance, development and implementation of personal safety plans within the workplace is valuable. Efforts to promote a sense of unity and solidarity, including counseling time and resources, also facilitate healing.

Managers may also want to include family members in discussions or meetings, as the situation being experienced will most likely impact the entire family. In case of job loss, effective employers assist workers in preparation and options as they look for new work.

Employers need to be aware that male and female employees may address the issues in a very different manner. Some employees will be tearful, others angry. Some may want to talk incessantly, while others don't want to talk at all.

By allowing and accepting employees feelings, acknowledging one's own personal feelings and providing support and services, an employer models behaviors which can be a powerful source of strength for employees. By becoming proactive rather than reaction, an employer creates security. By encouraging employees to redirect their anxiety and anger into productive channels to address the crisis (such as taking up funds to assist survivor's families, helping in local crisis centers as volunteers, serving on boards to address future issues related to the trauma, etc.), a manager acknowledges an understanding of the need to regain some semblance of control and purpose in one's life.

Employer and employee alike must be alert for signs of stress, anxiety and depression. Increased use of alcohol, overmedication (by either prescription or over-the-counter drugs) overeating or decreased appetite, isolation, increased difficulty in relationships, missed days at work, physical illness, dissatisfaction or a sense of meaninglessness about work itself may all be important cues that help is needed.

Awareness of available resources is crucial. We may, of course, reach out to colleagues for support and encouragement, but also consider other opportunities, including community support groups, clergy and churches. Inquire about availably of E.A.P. services within the company. Counseling is also available from a variety of public and private institutions. The workplace will become stronger and a source of support and healing as we all help to bear one another's burdens.

By providing support for your employees during a time of either national or personal crisis, employers actually reap long term benefits: increased worker loyalty, conscientiousness, unity, decreased employee absenteeism, increased employee stability, lowered medical and mental health costs, and a return to an active, industrious workforce.

Article provided by Clifton Fuller, LCSW, LPC, LMFT, and Dale Schroeder, LPC, LMFT, LCDC 
(Professional Counselors, Clinical Members of American Association for Marriage and Family Therapy).

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