Managers and business owners typically feel pressure to "get on with it." They quickly tire of the conversations that seem to linger on far past what they feel is necessary. The speed with which managers and business owners are typically ready to resume normal activities tends to be faster than for staff. Further, business owners, managers and supervisors aren't generally schooled in handling the psychological responses people have to trauma, and are at times perceived as heartless when demanding that folks focus on the work. Company leaders that provide time for addressing people's concerns, however, find that the staff is able to focus better and more quickly afterwards.

Phases

People react differently to tragedy and each person's approach needs to be honored. Some people will be more deeply affected because the situation brings back haunting memories of earlier traumas. Others react strongly because this situation directly affects them: losing a loved one, colleague or friend. It helps to understand the typical stages people go through in coping with tragedy, and to note the normal responses to stress. Hans Selye, a physician who specialized in the effects of long term stress on people, determined three major phases in adapting:

Alarm. At first people are so shocked by what occurred that there is disbelief. You've probably heard people say "This can't be happening!" "There must be a mistake." People feel numb. They are unable to work and tend to sit glaze-eyed staring into space.

Resistance. During this stage, people can act very quickly and perform amazing feats. You've heard of people who lift heavy objects off of others. We've all heard about the people fleeing down 60 or 70 flights of stairs before the building collapsed. Those of us at a distance were compelled to give blood, many for the first time. Conversely, during this stage, folks also struggle with sleeplessness, become uneasy and more worried about safety. You may see typically patient people become short and curt with others. At this point the body is on "system overload."

Exhaustion and Reaction. As continued exposure to the news and worrying about the safety of loved ones mounts, coupled with intense energy used in earlier phases, exhaustion sets in - especially in the absence of effective coping. During this stage, you may witness seemingly unusual behaviors that are typical reactions to trauma. For example, people express fear of threats, show anger, grieve and weep, feel depressed and restless. Folks may be irritable, fatigued, develop racing heartbeats, shortness of breath and have body aches. In dealing with others, there may be increased distrust, conflicts, withdrawal and work problems. Some folks become overcontrolling, others may feel rejected. Memory problems and shortened attention spans as well as difficulty concentrating will also affect people at work. You may hear people express guilt - especially those who had narrow escapes. People who were scheduled to attend a meeting at the World Trade Center and didn't go, or people who knew someone who died during the attack may feel guilty. On one hand they feel fortunate in escaping tragedy, but on the other hand they feel remorse when learning others were not so lucky. You may also hear people express hopelessness and/or helplessness. "I wish I could do something!" people lament.

Variations in Reaction

How closely people are affected by this tragedy influences how they will respond. Further, with a disaster as far reaching as this one, people may go through these phases more than once, thus deepening their reactions. New news of a neighbor who was affected, a colleague who lost a loved one, and news about the actions the country will take may bring on more reactions. People's previous experience with trauma, such as veterans or people dealing with other threats, family illness or recent losses may experience profound reactions.

"Many individuals have been profoundly affected in all walks of life, especially the workplace." says psychotherapist Jane Connall. "For these individuals, the psychological effects of this disaster will reverberate for months and even years to come."

"Many managers," she continues, "are trying their best to assist employees who are having difficulty coping with their feelings. However, they have not been equipped with counseling skills to help in the aftermath of such a trauma." She offers the following tips for managers:

"Remember that the more your employees verbalize their agony and anguish, the easier it will become for the pain associated with these things to recede in time. Also, please know that the most common feelings associated with a disaster of this magnitude are shock and disbelief. Thus, it is important that you allow your employees an opportunity to vent their feelings in a safe atmosphere. If you have an employee who is clearly so upset that he or she can not work, and is crying all of the time, feel free to lend an ear and then refer to a mental health professional. Also, try to schedule time off for employees. Most employees could benefit from a few hours to a few days off to recover from this trauma. Anyone requiring more time may need more intensive interventions.

Remember, that without counseling, some of your employees may end up with impaired personal relationships, job loss and/or reduced productivity, and may even be afraid to participate in everyday activities. As managers, you have the opportunity to make a difference in the lives of your staff during this difficult time."

Dr. Susan Robison proposes the following tips:

1. Respond compassionately in the short run and it will benefit your bottom line in the long run. In the moments after finding out about the attacks, you and your employees may have needed to touch base with loved ones for reassurance. People wanted to leave work to pick up children. Many managers may have closed offices or sent nonessential employees home.

2. Be patient. In the days immediately following this tragic time many people had a natural instinct to hunker down with family and friends.

3. Encourage people to return to work as soon as possible. The tendency to stay home is short-term. Most people except those close to the psychological epicenter will appreciate having some structure back into their lives at a time when things feel so chaotic.

4. Be patient. Productivity will not be at a normal for awhile. It will come back eventually.

5. Don't nag or shame your employees into performing their duties. It won't work and will result in long-term low morale.

6. Provide opportunities for employees to talk about their feelings with others. Don't force anyone to talk. They may not need to talk much because they cope in other ways. Some people do not want to be vulnerable to co-workers.

When people face life changes such as this national trauma, debilitating and/or life threatening illness, or the death of a loved one, it prompts them to readjust priorities. You may hear people say, "I find it's time to look at what's really important - family, friends, and spirituality." Some people will be less willing to work overtime, while others will prefer to work a heavy workload in order to avoid dealing with the issues. It's important to listen carefully to people, hear their concerns, and seek mutual ways of accomplishing the company's objectives. Force rarely serves to achieve good results. With a flexible approach and through win/win negotiations, managers and supervisors can engage workers in helping achieve needed results.

The effects of trauma can show up for weeks. Everyone responds in their own time and in their own way. New developments, such as sending troops overseas, could result in starting the cycle all over again. Now, however, the phases are deeper because of the snowball effect. According to Dr. Robison,

"Reactions are also dependent on your own history and resilience. A history of childhood trauma may limit resilience in adulthood. Although new traumas can bring up old ones, any past trauma that has moved to a healthy resolution can strengthen your resilience, leading some to conclude, 'What doesn't kill you makes you strong.'" (Susan Robison, Ph.D. is a psychologist, executive coach, and leadership consultant. You may contact her at 410-461-1382 or email Susan@CoupleBiz.com).

Helping staff cope

Providing opportunities for people to manage the range of emotions and reactions helps them move forward. A common mistake is dismissal of staff members' feelings, reprimands for errors, and showing irritation when people exhibit stress related behaviors, rather than building opportunities to cope with the situation. If people have a chance to discuss their reactions in a safe environment, and within their own limits, it works like opening a relief valve on a pressure cooker. Author William Worden cites 4 tasks in moving through grief. 1) Accepting the reality of the loss, 2) experiencing the pain of grief, 3) adjusting to an environment with the loss (whether the loss is a person, a sense of safety, etc.), and 4) withdrawing emotional energy formerly invested in the old and investing it in the new. Hence, honoring the cycles of grief will result in a return to normalcy.

But the employees are not the only ones who need time to deal with the trauma. Dr. Robison also suggest that people in leadership roles take time for extreme care. "People are depending on you for leadership. Get plenty of rest. Eat healthily. Avoid dependence on caffeine or alcohol. Connect with your family and intimate friends. Limit your TV watching. Consider forming a support group of other managers to help each other."

Here are some suggestions for helping your company and the people working there deal with the recent challenges.

Build Coping Opportunities

Provide an opportunity for people to learn about trauma, and how it may affect them. When people learn how common these reactions are, they realize they are not alone, not weak and not "crazy."

• Use Empathic listening: Listen intently, use reflective listening, avoid judging.
• Create a learning environment:
  • Offer written materials that describe the stages and common reactions.
  • Provide written material specializing in coping and stress management.
  • Offer to coordinate seminars that allow people to learn how to deal with stress.
  • Refer people with severe or extended reactions to a licensed counselor or therapist.
  • Provide opportunities for people to share their reactions in guided sessions led by a professional facilitator.
• Let people know you understand and that you are going through the same roller-coaster of reactions.
• Practice and provide time for relaxation sessions, such as meditation, stretching, or listening to peaceful music.
• Encourage physical exercise, such as walks at lunch or workouts at a gym.

What to Avoid

• Giving advice.
• Interrupting.
• Avoid saying "Get over it!" or "What's the matter with you?"
• Hiding your emotion.

• Create an executive's statement of concern and support and distribute to all employees.
• Provide an organizational, office or team "moment of silence."
• Allow time to share concerns about loved ones affected (with a professional facilitator).
• Make it easy for employees to donate blood - have an organization-wide blood drive.
• Set up fund-raising, collections and fund matching programs.
• Partner with other organizations such as United Way to collect donations.
• Start a volunteer activity to benefit the Red Cross, United Way, etc.
• Provide seated massage or a Shiatsu specialist.
• Schedule stress relief seminars.
• Increase positive work activities.
• Provide access to qualified counselors through Employee Assistance Programs (EAP).
• Provide ribbons, flags, and other emblems of patriotism and support.

What to Avoid

• Avoid introducing major changes-it may be wise to delay that new software installation.
• Avoid creating greater tension and tightening policies at this time.

Betty Myers, president of KaleidoSystems, Inc. is a coach, consultant and seminar leader focused on building excellence in leadership, team performance, creativity and change so you can prosper in uncertain times. You can reach her at 410-997-2052 or email bettymyers@kaleidosystems.com

Contributors to this article:
Jane Connall, L.C.P.C., NCC, B.C.E.T.S., is a psychotherapist in Columbia, Maryland. She is also a member of the Disaster Mental Health Team for The American Red Cross, and is President of the Mental Health Association in Howard County, Maryland. Ms. Connall can be reached at (410) 997-4227 or by email at askashrink@aol.com.
Susan Robison, Ph.D. is a psychologist, executive coach, and leadership consultant. You may contact her at 410-461-1382 or email Susan@CoupleBiz.com.

Resources:
National Center for Post-Traumatic Stress Disorder has several articles regarding responses to trauma, self care and self help.
National Institute of Mental Health has downloadable articles on dealing with trauma.