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The R3 Continuum Playbook: Coordinating Compassionate Care After Disruption – Not Your Typical Counseling

September 8, 2022 by John Ray

disruption
Minneapolis St. Paul Studio
The R3 Continuum Playbook: Coordinating Compassionate Care After Disruption - Not Your Typical Counseling
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The R3 Continuum Playbook: Coordinating Compassionate Care After Disruption – Not Your Typical Counseling

In this excerpt from a recent R3 Continuum webinar, Jeff Gorter, MSW, LCSW, Vice President of Crisis Response Clinical Service, answers questions about the behavioral health impact on employees following a disruption. He provides steps employers can take to address the disruptions their employees experience and how such adversity impacts job performance.

The full webinar from which this excerpt was taken can be found here.

The R3 Continuum Playbook is presented by R3 Continuum and is produced by the Minneapolis-St.Paul Studio of Business RadioX®. R3 Continuum is the underwriter of Workplace MVP, the show which celebrates heroes in the workplace.

TRANSCRIPT

Shane McNally: [00:00:00] Broadcasting from the Business RadioX Studios, here is your R3 Continuum Playbook brought to you by Workplace MVP’s sponsor, R3 Continuum, a global leader in workplace behavioral health crisis and security solutions.

Hi there. My name is Shane McNally, Digital Marketing Project Lead at R3 Continuum. On this episode of the R3 Continuum Playbook, we’ll be featuring a segment from a recent webinar presented by R3 Continuum’s Vice President of Crisis Response Clinical Services, Jeff Gorter. This recent webinar is titled Coordinating Compassionate Care After Disruption, Not Your Typical Counseling.

Jeff brings more than 30 years of clinical experience, including consultation and extensive onsite critical incident response to businesses and communities. In this segment from our recent webinar, Jeff was answering questions that were asked by some of our attendees during registration to the webinar about disruption in the workplace and what leaders can do to respond to some of those events. What steps can employers take to respond to a disruption?

Jeff Gorter: [00:01:00] Yeah. I think that’s again, that’s kind of getting to the heart of the matter. And I really appreciate that because that flows pretty naturally from our first one.

So if we start with the assumption that crises will occur, how can I, as a responsible business leader, take some steps. And it begins with the concept of engagement. Engagement at the workforce is a very prominent concept and one that is frequently looked at and analyzed that particularly from large scale employers, you know, mammoth ones to a mom and pop shop with a few that being able to understand influence promotes encourage worker engagement is a hot button issue right now.

And part of that is for two reasons. Because an engaged workforce is protective in the concept or in the context of what we’ve been talking about with disruptions and crises, that it’s important to recognize that an engaged workforce and there’s typically two metrics that researchers use to gauge how well a person is doing.

They look at engagement, which is how well they’re doing at the workplace and well-being is how well are you doing outside of the workplace. Things like health, relationships, financial stability, all those kinds of things are reflections of well-being. Whereas engagement is how invested I am at work. How energetic am I? How much am I pouring realistic time, energy and effort into doing well at work?

And the key thing is, and what’s so fascinating about this research is that we tend to think of engagement as the workplace well-being as at home. The research is absolutely clear that they are mutually influential, that what happens at the workplace affects what happens at home. And what happens at home obviously is brought to the workplace. I bring myself to work.

And so concerns I have with other issues are going to have an impact. And so both of them influence each other. And we have to look at the both to understand the whole person, the whole individual.

Now, what is so cool about that is that I think the research showed and this is more recent research showed that engagement influences aspects of wellbeing beyond what we think. So you might think, well, if I’m happy at work, I’m going to be happy at home. True. But it’s also true that if I’m happy at work, I tend to be more healthy at home. My relationships are stronger at home. Obviously, my financial stability can be better at home because I’m engaged in meaningful work.

It’s a fascinating thing that I think most employers are unaware of the outsized impact that they can have in both spheres. The more I promote engagement, the more it spills over and enhances the well-being of that individual and also makes it easier when they are having trouble to be able to focus at work.

So if they’re having difficulty at home, they can focus at work as well. And so employees that identify as thriving, the characteristic of not just muddling through, not just enduring, but actually thriving, growing, vibrant. And that is, again, research tracks that employees who identify as thriving, who have both high engagement and high well-being, report greater confidence in managing the unexpected.

It gives them greater buoyancy, greater ability to take the hit when the hit comes and I bounce back quicker, more effectively. I.E., resilience. I have greater resilience the more my engagement is fostered at the workplace. But not only is it protective, but an engaged workforce is profitable.

I think the research, this was somewhat surprising, that the research found that business units with high engagement, employees who report high engagement, are 23% more profitable overall. And so they quite frankly, they make more money, they are more profitable.

And also some of the things that are cost dreams, they experience lower turnover, experience lower absenteeism, lower accidents at the workplace, and they experience higher customer loyalty. So not just their employees, but engagement is an investment in customer loyalty.

Because it turns out customers like shopping and doing business and procuring services from places where the employees are engaged, where there is a positive workplace culture. Customers want to go to a place where I think those who are meeting my needs, whatever it is, they pick it up, they pick it up. And they say, that’s a place I want to do business with. I want to go back there. And so engagement is both protective and profitable at the same time.

Shane McNally: [00:06:37] And before we move on, I just kind of wanted to talk a little bit about that first point about the engagement and well-being. And I think that you mentioned it a little bit, but it could be anything that outside that it affects you inside. It could be a family pet is sick or it’s a loved one is is you know, they’re sick or they just passed or something like that, that can totally impact how somebody does at work.

And then when they go to work, if there’s no support, no engagement, nothing, you know, it’s just like they’re clearly not going to feel, you know, appreciated or supported by that company. And then it’s not going to reflect, right?

Jeff Gorter: [00:07:20] I think that’s a great observation and really, again, makes it very, very real to so many of us. That OK, those issues that I am not holding my employer responsible for the death of my pet or for an ill loved one or for a situation that occurs in my, you know, among my friends or in my neighborhood.

But what you highlight, what is implied and it’s nuanced but it’s powerful, is that the engagement I have at work is sustaining. It gives me more energy. It gives me more bandwidth to be able to manage those things in my outside of work life, because the workplace is providing an engaged, energizing environment for me.

So it’s not that the manager directly impacts what I do with my pet, but it he provides that opportunity. Workplace is functionally resilient, which is to say when I have success at work, it breeds success in other areas of my life.

When I’m able to confidently do something at work and feel that my efforts were worthwhile and engaging, that spills over. That gives me confidence. Well, maybe I can also manage these other things in my life. And so it is a core bedrock element that is so often overlooked. And it’s why I want to highlight that leadership really plays an unexpected and outsized role in promoting not just engagement at work, but well being at home.

Shane McNally: [00:09:13] And I think that’s perfect into the next slide. You know, talking about leadership and really getting into the nitty gritty of things.

Jeff Gorter: [00:09:23] Exactly. And so leadership really is the key, as you’ve sure picked up already, as I’ve been talking about. And one of the, again, I’m looking at research. I want this all to be grounded in research. And one of the largest surveys recently on burnout, which I think we can we can disengagement is certainly an aspect of burnout. They identified that of all the reasons that people say, here’s what fuels my burnout, here’s what fuels my disengagement, far and away, the number one contributor was feeling unfairly treated at work, unfair treatment at work, closely followed by lack of manager support.

So again, feeling unfair and feeling lack of support, putting that again in the context of a crisis. So when a crisis occurs and if I feel that I am misunderstood, mistreated, unfairly asked to do things or unfairly blamed for things, if I feel that the manager’s only response is, well, get back to work- time is money following the crisis – that just highlights that sense of disengagement. And those are things that leaders have a direct influence over.

And conversely, looking at the positive, those who report my manager truly cares indicates the highest levels of thriving. Recall, the highest levels of engagement at work and well being at home, both in and out of work, those who feel that their manager cares have the highest levels of of engagement.

And crisis again, think about the judgments that fall on leaders following their crisis. Judgements of were they fair, did they get it, were they supportive, were they caring, were they reasonable in their expectations and did they have a plan? All of those things, think again, in a workplace crisis that brings all these issues to sharp focus that how a leader communicates is going to directly influence the sense of feeling fairly treated at work and supported.

Shane McNally: [00:11:50] And just to kind of a follow up question on that, Jeff, you know, with leadership and now we’re talking maybe it is something in work, maybe a, you know, I feel like disruption can come in so many different forms. They can be the bigger things. Like we mentioned earlier, maybe it’s a workplace shooting.

But it could also be something as simple as, you know, coworkers are out to lunch and one of them drops and has a heart attack or something like that. And they could be totally fine. But those that are around the person and saw this person drop and have a heart attack, that’s a pretty daunting thing. And they may not be able to just go straight to work. So is it always important for leadership to be active and supportive and provide resources even with the smaller things that kind of disrupt those coworkers?

Jeff Gorter: [00:12:39] Well, you ask a very poignant question because one can say, you know, let’s say it’s a small work group and one of the members has a heart attack or dies in a automobile accident. Let’s say it’s a small bank branch and there was a note passing robbery, no weapons brandish, no threats made but somebody passed a note and the teller was robbed. You might say, well, you know, how significant was that? How important was that? It was pretty doggone important to that one individual, to that one employee, the one who works next to the person who’s no longer going to come back to work, the one who was in that queue and had to receive it and had to give the money because they understood there’s an implied threat.

It’s not the — it’s not as if there’s an objective criteria that one can say, ah, well, this crisis clearly meets some arbitrary metrics of crisisness and that it is worthy of response. No, it’s not the crisis that drives it. It’s the impact on the individuals that drives it.

And so you are absolutely correct. It’s not a numbers game. It’s not about, well, did it make the local news and therefore we can now treat it as a crisis? No. Most savvy leaders know what a crisis is for their folks. And it might be something as mundane, if that’s a correct term to use with crisis.

If it’s something as coarse of life events as the kinds that we’re talking about, it doesn’t always have to be a big, giant issue. It can be something that impacts perhaps only a handful of people. But how the leader responds to it shapes their culture and begins to foster that engagement. Those are opportunities.

Shane McNally: [00:14:58] Disruptions in the workplace are inevitable. Following a disruption being reactive will typically be much more impactful on your employees and organization. Having a proactive plan and resources available following a disruption is key as a leader.

R3 Continuum can help. Our disruptive event management services offer the best in practice and tailored solutions to help your organization following a disruption. Learn more about our services and connect with us at www.r3c.com or email us directly at info@r3c.com.

 

 

Show Underwriter

R3 Continuum (R3c) is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

R3 Continuum is the underwriter of Workplace MVP, a show which celebrates the everyday heroes–Workplace Most Valuable Professionals–in human resources, risk management, security, business continuity, and the C-suite who resolutely labor for the well-being of employees in their care, readying the workplace for and planning responses to disruption.

Connect with R3 Continuum:  Website | LinkedIn | Facebook | Twitter

Tagged With: behavioral health, Compassionate Care, Disruption, Jeff Gorter, R3 Continuum Playbook, R3C, Workplace MVP

The R3 Continuum Playbook: Tension with Colleagues — How to Disagree and Handle Discussions Professionally

August 18, 2022 by John Ray

Tension
Minneapolis St. Paul Studio
The R3 Continuum Playbook: Tension with Colleagues -- How to Disagree and Handle Discussions Professionally
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The R3 Continuum Playbook: Tension with Colleagues — How to Disagree and Handle Discussions Professionally

In this excerpt from a recent R3 Continuum webinar, Jeff Gorter, MSW, LCSW, Vice President of Crisis Response Clinical Service, spoke about how to professionally handle tension with a colleague caused by disagreement, techniques to calm the nervous system, when to connect with your leader about an issue, what options are available for external help, and more.

The full webinar from which this excerpt was taken can be found here.

The R3 Continuum Playbook is presented by R3 Continuum and is produced by the Minneapolis-St.Paul Studio of Business RadioX®. R3 Continuum is the underwriter of Workplace MVP, the show which celebrates heroes in the workplace.

 

Show Underwriter

R3 Continuum (R3c) is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

R3 Continuum is the underwriter of Workplace MVP, a show which celebrates the everyday heroes–Workplace Most Valuable Professionals–in human resources, risk management, security, business continuity, and the C-suite who resolutely labor for the well-being of employees in their care, readying the workplace for and planning responses to disruption.

Connect with R3 Continuum:  Website | LinkedIn | Facebook | Twitter

TRANSCRIPT

Shane McNally: [00:00:00] Broadcasting from the Business RadioX studios, here is your R3 Continuum Playbook. Brought to you by Workplace MVP sponsor, R3 Continuum, a global leader in workplace behavioral health, crisis, and security solutions.

Shane McNally: [00:00:14] Hi there. My name is Shane McNally, Digital Marketing Project Lead at R3 Continuum. On this episode of the R3 Continuum Playbook, we’ll be featuring a segment from a recent webinar presented by R3 Continuum’s Vice President of Crisis Response, Clinical Services, Jeff Gorter. This recent webinar is titled Tension with Colleagues: How to Disagree and Handle Discussions Professionally?

Shane McNally: [00:00:35] Jeff brings more than 30 years of clinical experience, including consultation and extensive onsite critical incident response to businesses and communities. In this short segment from his webinar, Jeff discusses the three steps it takes to achieve understanding in the workplace, especially after a few employees in the workplace have differing views on something, work-related or otherwise.

Jeff Gorter: [00:00:59] So, first, separate the person from the problem. It’s kind of a truism, but to say the problem is the problem, the person isn’t the problem. That’s a subtle form of otherwising. If there is a conflict in the workplace, if there is an issue that is being wrestled with either in our workplace, or in our community, or in our country, the intellectually lazy thing is to say, well, I’ll tell you what the problem is, that person is the problem, they are the problem, you are the problem.

Jeff Gorter: [00:01:30] Well, first thing we have to do is separate the person from the problem. The problem is the problem, the person isn’t the problem. And so, that helps us to recognize that we don’t want to let anger, either yours, your anger, or their anger, drive the interaction. Anger is momentarily satisfying. I can understand it. It may be understandable, it may be warranted, it may be a completely recognizable emotion to have given whatever issue we might be wrestling with.

Jeff Gorter: [00:02:04] I’m not saying that we should never have anger, but if I allow that anger to drive the interaction, as I said, it’s momentarily satisfying, but rarely leads to a positive outcome, I have yet to ever hear anybody, and, Shane, you can correct me if you’re the one exception that proves the rule, but I’ve never heard anybody who said, you’re shouting and pounding on the table has made me realize I need to rethink my position, and maybe I think you’re right, I think you’ve got a good point there.

Shane McNally: [00:02:40] I’m not correcting you on that one.

Jeff Gorter: [00:02:43] I don’t know if anybody has ever reacted with that. So, it’s important to recognize, while the anger may very well be justified, understandable, letting the anger drive the interaction is not likely to resolve anything. It’s not likely to come to a positive conclusion. It’s more likely to foster that sense of blame and otherwising, as we’ve talked about before. And so, we want to start, one of the best ways of separating the person from the problem is to assume positive intent.

Jeff Gorter: [00:03:16] I wonder why they feel so strongly about this. I wonder what their story is. I wonder what’s gone on in their life or what their lived experiences were that lead them to feel so passionately about this. Just simply having that sort of curiosity, that sort of openness to a possible positive intent immediately puts you in a much more effective problem-solving position than if I simply let my emotions run wild in half the day. So, we begin by separating the person from the problem. I’m not saying it’s easy, I’m just saying if you are looking to move forward at all, that’s the first step.

Jeff Gorter: [00:03:57] The second is being able to articulate the other’s concern, being able to put it in your own words, because at the end of the day, and I think this is human nature, universally. Human nature, universally, is that we all have a strong desire to be understood, to be heard, to know that somebody else gets it. And until that happens, until I think the other person understands me, understands what’s going on or my position, until that happens, I’m going to say it again, I’m going to say it louder, I’m going to say it with gestures, I’m going to say it in such a way as I’m trying to get it, I’m just going to repeat it until I think they get it.

Jeff Gorter: [00:04:35] And so, again, until they feel understood, the fight continues. And I know this is challenging, but if you are able to put into your own words what you hear them saying to say, wait a second, I just want to break here right now, so what I hear you saying is this. You’re saying you feel so passionate about this because of this, because of why—this is why you feel the way you feel or that this is your stance on this, do I have that right?

Jeff Gorter: [00:05:10] Being able to put it—you could simply parrot it or you could put it in your own words, but you say What I hear you saying is this, do I have that right? Understand, by doing that, you’re not again endorsing, you’re not agreeing, you’re not saying that’s a better position than mine, you’re not in any way doing anything other than saying, message received, got it. As was—if anybody has seen the most recent Top Gun movie, it’s kind of a military term, when a message is sent, you say, Roger that. Roger, got that.

Jeff Gorter: [00:05:53] That’s a way to indicate message received. I heard it. I understand it. We’re ready to move forward. So, being able to articulate the other concern lets them know the message has been received and you got it. It indicates respect. It helps them feel that they have been heard, and therefore, they’re able to move to the next step. When somebody feels heard or understood, when they feel they’ve been given the respect and dignity of having their position simply acknowledged, yeah, got it, doesn’t mean I agree, doesn’t mean I endorse it, it just means I got it, that opens the door to a wide range of possibilities.

Jeff Gorter: [00:06:34] Once somebody feels understood, they’re willing to compromise. They’re willing to talk about alternative solutions. They’re willing to perhaps even give up their position, because they feel respected and understood. But until that happens, it ain’t going nowhere. And as the quote says, a lot of people, again, that fear that some people have that prevents us from understanding, it’s better—a better understanding of somebody else’s thinking will lead you to revise your own views about a situation.

Jeff Gorter: [00:07:07] Maybe or maybe not, but that’s not a cost. That doesn’t come at any detriment to you. It doesn’t cost you anything to understand their point of view. It is a benefit. It actually allows you to reduce the conflict and advance your own self-interest. It allows a solution that is mutually agreeable to potentially happen. And so, understanding doesn’t cost you anything, but it does move the ball forward.

Shane McNally: [00:07:36] I know we’ve got like five or six minutes left, but I just wanted to point out, that was a great point of like, if you have no respect, if you don’t respect the other person, you don’t respect the opinion, there can be zero compromise. Neither of you would ever reach that point where you’re solid and can say like, okay, I understand that or anything like that. It just won’t work. It just won’t happen. So, I think that was an awesome point to bring up.

Jeff Gorter: [00:08:02] Thank you. No, you’re absolutely right. And then, the final point is to let go of the zero sum game. Game theory is sort of an approach that has gained a lot of traction lately, but game theory suggests that if one person wins, then another must lose. It’s transactional. It’s an if-then scenario. If somehow you win, then it must mean that I gave something up. And the reality is, outside of casinos, that just simply doesn’t work well in most human interactions.

Jeff Gorter: [00:08:32] Very few situations are win-lose in that sort of exclusive way. Most leadership, and by leadership, I mean personal leadership as well as perhaps organizational leadership, because certainly, executives have found this to be true as well, that leadership calls for respect and compromise. To be able to hear and be heard is the key to being able to move forward. And so, letting go of that idea that somehow, something was lost if we achieved a level of understanding. It just simply isn’t that transaction.

Shane McNally: [00:09:10] Having tension in the workplace between employees can have a significant impact on the well-being of those employees and the teams around them. Knowing how to reduce that tension as a leader or an employee is important, but sometimes, still may not be the best answer. R3 Continuum can help. We can provide additional resources and help create facilitated discussions to help mitigate that tension. Learn more about our services and connect with us at r3c.com or email us directly at info@r3c.com.

 

Tagged With: Disagree, disagreement, Jeff Gorter, R3 Continuum Playbook, R3C webinar, tension, Tension with Colleagues, workplace behavioral health, Workplace MVP

The R3 Continuum Playbook: Empowering Yourself – How You Can Be a Catalyst for Change in the Workplace

July 22, 2022 by John Ray

Catalyst
Minneapolis St. Paul Studio
The R3 Continuum Playbook: Empowering Yourself - How You Can Be a Catalyst for Change in the Workplace
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The R3 Continuum Playbook: Empowering Yourself: How You Can Be a Catalyst for Change in the Workplace

How do you go about discussing difficult topics with your company’s leadership? How can you effectively advocate for causes which you are passionate about? R3 Continuum’s Associate Director of Strategic Solutions, Sarah Hathaway, discussed these questions and more as she addressed how to become a catalyst for change within your workplace.

The full webinar from which this excerpt was taken can be found here.

The R3 Continuum Playbook is presented by R3 Continuum and is produced by the Minneapolis-St.Paul Studio of Business RadioX®. R3 Continuum is the underwriter of Workplace MVP, the show which celebrates heroes in the workplace.

TRANSCRIPT

Intro: [00:00:00] Broadcasting from the Business RadioX Studios, here is your R3 Continuum Playbook. Brought to you by workplace MVP sponsor R3 Continuum, a global leader in workplace behavioral health, crisis, and security solutions.

Shane McNally: [00:00:14] Hi, everyone. My name is Shane McNally, Digital Marketing Project Lead at R3 Continuum. On this episode of The R3 Continuum Playbook, we’ll be featuring a segment from a recent webinar presented by R3 Continuum Associate Director of Strategic Solutions, Sarah Hathaway. This recent webinar is titled Empowering Yourself, How You Can Be a Catalyst for Change in the Workplace.

Shane McNally: [00:00:35] In this short segment from her webinar, Sarah talks about how employees can become workplace champions and create a more positive culture in their workplace by utilizing the strategies she outlines.

Shane McNally: [00:00:47] So, I think let’s move forward and kind of go over what are some actual strategies to go about creating change.

Sarah Hathaway: [00:00:55] Yes. And, you really led into some of these specific points. The first one is identifying your allies. So, who is most likely to be in alignment with me on this change? And then, also your obstacles. Who are the people that are probably not going to be on board right away?

Sarah Hathaway: [00:01:15] Now, when I say obstacles, this doesn’t mean that these people are just a problem to be solved but they may present some barriers and we want to be aware of those barriers so that we can start to identify, okay, how do I address that challenge. This person has a very different viewpoint than me or this person is really committed to the status quo. What might influence them toward this change or what’s important to them? And why is the status quo important?

Sarah Hathaway: [00:01:45] So, that’s where – the next step is, just really getting the perspectives of other people. Our viewpoint may not be the right viewpoint, and maybe there’s not only one right viewpoint. Maybe, there are reasons that these other views are important, too. So we want to do a little bit of perspective-taking to really understand where is everyone else at. Are people really motivated for this change? Do they see the need that you see, or are there other things driving their perspective, other things of importance to them?

Sarah Hathaway: [00:02:16] So, you really want to tap into that motivation of what’s important and recognize, again that that may not be the same for everyone. So, for some people it might be a really passion-driven change of this is important, you know, for the well-being of our company, for the well-being of our employees, while others may be a little bit more methodical about their decision making. And so it might be a business-driven choice of, well, this is going to drive profits or reduce costs, and the return on investment is really important. So what’s that individual’s motivation or what’s the group motivation? And be able to tap into those different areas and what motivates individual people.

Sarah Hathaway: [00:03:04] Now, I mentioned the idea of the status quo. There is value oftentimes in the status quo. We wouldn’t generally be in the situation that we’re in. Even if it’s not the ideal situation, we wouldn’t be dealing with a status quo if there wasn’t some purpose for it. The status quo generally serves a purpose, even if it’s just for stability and consistency. So we have to recognize that the possibility of not changing has some value, too. It helps us to really create a bit of a counterbalance there to our own plan or ideas.

Sarah Hathaway: [00:03:39] We need to get really clear in defining what’s the ask, what needs to change, and what do we need in order to affect that change, get that buy-in as we talked about, and ultimately start to identify if I can’t have all of what I want to change, if we can’t have all of this, if that’s not possible, where are the areas where we might be able to compromise? Where can we kind of pare back the goals or the plan, or where can we maybe start small to build up a little momentum toward the change?

Shane McNally: [00:04:15] So, going off of what you were just saying about kind of the different types of changes, which do you think is typically harder to gain buy-in? Would that be like a cultural change in the organization or a business change?

Sarah Hathaway: [00:04:30] You know, it could be really any of them. That’s a good question. I think cultural changes can be harder in some ways because they’re more difficult to define at times. It’s more of a sort of nebulous shift, right? Process changes are very clear. When we’re working with widgets, I can replace this widget with that one or, you know, replace the phone call here with an email. That’s very clearly defined. Those cultural shifts are a little bit more complex. It doesn’t mean that they’re impossible or that we can’t tackle those, but they’re just different.

Shane McNally: [00:05:17] Yeah. Okay. I mean, that makes complete sense, I think. Another question following this up, and we do have about 8 minutes left, so we will answer some questions if anybody in the audience has some more as well. But is this something that is like you can only do if you’re a leader or a manager in your company, or do you think that going about these strategies and trying to create change for the better of the company can be anybody in the organization?

Sarah Hathaway: [00:05:45] I think that it can be anyone within the organization. Change starts somewhere, right? Now, I think we also have to acknowledge that at the leadership level, there oftentimes is a greater opportunity for influence. There’s greater authority, ability to make decisions that you may not be able to make at another level of the organization. But everyone can influence change. It’s about sort of setting the standard being the example at times. Creating, again, creating that buy-in, building allyship in that change, and really just starting the momentum and recognizing that even those really small changes are a catalyst toward greater change.

Sarah Hathaway: [00:06:35] Sometimes when we look at having these big, lofty goals and things that we want to shift, especially when we’re talking about a cultural shift or a team shift or program design shift, these are big things. And so sometimes it can feel like, well, gosh, we’re not making any progress, or our movement is very slow, or maybe we only got this one little piece of what we wanted. But that generally if you start to kind of look from A to Z, look over a period of time, you start to see that maybe that one small change created an opportunity for another change and another change. So, never underestimate the power of momentum in making change.

Shane McNally: [00:07:20] Reducing the amount of toxicity in the workplace can help to improve the overall well-being of you, your colleagues, and the organization as a whole. If you or your employees are feeling significant amounts of stress and workplace disruption, you’re not alone. R3 Continuum can help. Connect with us and learn about our services at www.r3c.com or email us directly at info@r3c.com.

 

Show Underwriter

R3 Continuum (R3c) is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

R3 Continuum is the underwriter of Workplace MVP, a show which celebrates the everyday heroes–Workplace Most Valuable Professionals–in human resources, risk management, security, business continuity, and the C-suite who resolutely labor for the well-being of employees in their care, readying the workplace for and planning responses to disruption.

Connect with R3 Continuum:  Website | LinkedIn | Facebook | Twitter

Tagged With: Catalyst, catalyst for change, Empowering Yourself, R3 Continuum, R3 Continuum Playbook, Sarah Hathaway, Workplace MVP

The R3 Continuum Playbook: How Can Your Organization Cultivate a Psychologically Safe Workplace?

July 6, 2022 by John Ray

Psychologically safe
Minneapolis St. Paul Studio
The R3 Continuum Playbook: How Can Your Organization Cultivate a Psychologically Safe Workplace?
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Psychologically safe

The R3 Continuum Playbook: How Can Your Organization Cultivate a Psychologically Safe Workplace?

Dr. George Vergolias, R3 Continuum Medical Director, provides insight for leaders to help them determine what a psychologically safe workplace looks like for their organization. Dr. Vergolias describes crucial factors to consider when navigating the process of bringing more psychological safety to the work environment.

The full webinar can be found here.

The R3 Continuum Playbook is presented by R3 Continuum and is produced by the Minneapolis-St.Paul Studio of Business RadioX®. R3 Continuum is the underwriter of Workplace MVP, the show which celebrates heroes in the workplace.

TRANSCRIPT

Intro: [00:00:00] Broadcasting from the Business RadioX Studios, here is your R3 Continuum Playbook. Brought to you by Workplace MVP’s sponsor R3 Continuum, a global leader in workplace behavioral health, crisis, and security solutions.

Shane McNally: [00:00:15] Hi, there. My name is Shane McNally, Digital Marketing Project Lead at R3 Continuum. On this episode of The R3 Continuum Playbook, we’ll be featuring a segment from a recent webinar presented by R3 Continuum Medical Director, Dr. George Vergolias. This webinar was titled How Can Your Organization Cultivate a Psychologically Safe Workplace?

Shane McNally: [00:00:33] Dr. Vergolias has over 20 years of experience as a forensic psychologist and certified threat manager and has assessed over 1000 cases related to threat of violence or self-harm, sexual assault, stalking, and communicated threats. In this short segment from his webinar, Dr. Vergolias offers his expert insight into psychological safety and what makes a psychologically safe workplace, and how leaders can create that sort of environment for their employees.

George Vergolias: [00:01:02] Now, I want to pivot and talk a little bit about solutions and ways to think about how do we foster psychologically safe workplaces. So, first I want to define that, right? I really believe the Center for Creative Leadership is really a good – they have a really good, useful definition that’s approachable and it hits home and it can translate to practical applications. Right?

George Vergolias: [00:01:32] So, what they define is a shared belief held by members of a team that others on the team will not embarrass, reject or punish you for speaking up. Now, what’s key here is, this doesn’t mean that you get to say whatever you want. It doesn’t mean that any individual’s viewpoint is automatically accepted. Right? And it doesn’t mean we’re nice all the time. I think just sometimes there’s a false narrative that psychological safety means no one will ever say anything that will upset you, right? No.

George Vergolias: [00:02:10] Let me say it this way. No one has a right to not be offended on the one hand. There’s going to be interactions in our lives, personal and in the workplace, that might annoy us or offend us or rub us wrong. What this means is that we are embracing that conflict and we feel that we have a platform, an engagement level, a dialogue by which we can work through those disagreements and conflicts in a productive way so that the group moves forward so that the group is better off for it as a result of that process. And that process isn’t always fine. Conflict is sometimes difficult. That’s why many of us avoid it.

George Vergolias: [00:02:52] So, it’s important to keep in mind that pragmatic definition, because what I feel is there is a real risk of organizations having kind of a hyperbolic reaction in either of the extremes. One extreme is we have to absolutely accept everything everybody says, and we can’t say anything that might be challenging or even remotely perceived as offensive. Right? That’s fraught with its own problems.

George Vergolias: [00:03:24] And the other is where we’re totally tone deaf to the realities, that there are issues that need to be navigated. There are issues whether they’re diversity, equity and inclusion issues, or other issues that we need to talk through and work through and do the difficult work ahead. So food for thought.

George Vergolias: [00:03:43] What they also identify are four stages of types of safety. And the first is inclusion safety, and that satisfies the basic human need to belong. So in this stage, what we’re looking at is we feel safe to be oneself and you’re accepted for who you are, including your unique attributes and defining characteristics. Right? Again, there are limits to this, right?

George Vergolias: [00:04:08] Typically what we mean here is someone can be free. Whether it’s sexual identity, racial identity, other types of identity, they can feel free to express that in a way that they can live their fullest life and not be falsely judged or negatively impacted by that. Right?

George Vergolias: [00:04:27] There are laws that somewhat protect that. And there’s been a big move through corporate America to try to adopt that. That doesn’t mean that if I – I’m going to use an extreme example here. If I identify with neo-Nazism that I have a right to bring that insignia into the workplace because it’s very threatening to other people. So there are limits that organizations will have to determine where they draw those lines. But that’s what we mean by inclusion safety.

George Vergolias: [00:05:00] Next stage is learner safety. What we mean here is, this satisfies the need to learn and grow. And when we feel this, we feel safe to exchange ideas, take risks, put an opinion out there in a way, ask questions, give and receive feedback in a way that isn’t always comfortable, because, again, that’s not the goal, but in a way that we feel safe to do so. We could take those risks in a way that we feel that it is a growth experience, not a stunting or traumatizing or shaming experience.

George Vergolias: [00:05:35] Third stage is contributor safety. So here, what we’re satisfying or the need satisfies the need to make a difference. We feel like we have agency. We can make a difference. We can have an impact. We have relevance in our role, in our job, in our teams, and in our organizations, right, to the degree that we’re gonna use our skills and abilities to do that.

George Vergolias: [00:05:56] And then lastly, challenger safety. What we mean by challenger safety, this satisfies the need to make things better. How do we challenge the status quo in a way that we can grow as individuals but also as teams and as organizations, right? And how do you take up that challenge in a way that is promotional for whatever the values of the team or the organization have behind them?

George Vergolias: [00:06:21] Now, these sound great. They’re very well thought through. Practically, how do we implement them? That’s the big challenge, I think, facing us. Where do we draw those lines, right? A recent one, where do I as a leader, as if this was up to me, but where do I as a leader draw the line between somebody that has a loved one at home that’s immunosuppressed and wants everyone to still wear masks at the workplace and other people that feel like they’ve done everything they possibly can include getting vaccinated and have asthma and find that wearing masks is difficult, not necessarily life-threatening, but really difficult for them? Where do we draw the line between that, right? These are difficult sometimes issues to answer. And we’re going to have to navigate those as we go forward.

Shane McNally: [00:07:15] Hey, George, just going back one side here. I do have a question. You mentioned it’s difficult to implement this. And I was just curious, you know, if you’re an organization that’s been around for a very long time, you’ve got employees that have been there 20, 30, 40 years, I don’t know, they’ve been there for a very long time and say you’re looking at these steps and you’re like, we don’t really have anything like this. Is this something that they should start implementing now, or do you think that these employees that have been there for so long might, you know, it might be something that’s frowned upon?

George Vergolias: [00:07:48] So, it’s a great question. I do think there is something to be said about the longer that we engage in habits, the longer that we engage in a pattern, whether it’s self-imposed or it just was the status quo that we came up with. There is something to be said about it. Yes, it can be more difficult to change. But what I constantly push back when I hear that and I hear that a lot, Shane, from organizational leaders that I consult with on resilience and workplace turnaround and all kinds of things is that every one of us has made those changes. Every one of us has made those changes, right?

George Vergolias: [00:08:23] There are people – there’s a dear friend of mine right now that’s going – just went through a liver transplant. He wasn’t an alcoholic by any means. And that wasn’t why – he had a blood issue, a blood disorder issue going on, and he needed a new liver. But he certainly enjoyed having a few beers back then. Guess what? He’s done drinking. He’s done drinking for the rest of his life, right? Now, it’s easy to say, “Well, that was life or death.” Trust me, I used to do transplant candidacy evaluations. There are a lot of people that can’t make that change or don’t want to, right?

George Vergolias: [00:08:52] Someone has a heart attack at age 50 or 55 or 60, and they totally redo their diet and their workout regimen. Somebody goes through marital counseling and completely reorients their approach to their spouse after 15 years of a volatile marriage. We, as human animals, change all the time. And so, what I don’t accept, I will accept that it’s difficult, but I won’t accept that it’s impossible.

George Vergolias: [00:09:15] And what the key then is for those leaders to do is to really figure out how do we promote the culture of change. How do we give people every chance to make that change and embrace it? And then those that are going to absolutely hold out against it at some point, maybe they’re no longer a good fit for the organization. And those are tough choices for sure, Shane, definitely. But that’s how I would think about that.

Shane McNally: [00:09:41] Awesome. Thank you.

George Vergolias: [00:09:42] Yeah, yeah, yeah. But I’m glad you asked that because that segues to my next slide. A big part of this also has to do with hope, right? As leaders, if you’re going to say to somebody, “Hey, we’re going to go into that wilderness. And although we know a little bit of that wilderness, we don’t totally know that wilderness and that’s new for you. You’ve been working for 25 years and this is a new thing for you, right? You never talked about this before when you came up in the workforce. I want you to trust me, right?”

George Vergolias: [00:10:11] As a leader, we have to give them a clear message around that and we have to give them motivation and we have to give them a sense of hope. Right? So, again, we drown not by falling in the river, we drown by staying submerged in it. So, as we look, you know, the best companies that adapted well, maybe some that even thrived during the pandemic, had leaders that really rallied the troops and they instilled a sense of hope as well as a sense of direction.

George Vergolias: [00:10:44] Later in the presentation, I’m going to mention that hope – we’ve all heard this statement, hope floats. But I have a little add-on. Hope floats but it doesn’t swim. Right? Hope gets us and rises us emotionally to the top. But then we need action and direction and intention to get somewhere with that energy. And I think that’s where that is an important part of the messaging at a leadership level.

George Vergolias: [00:11:11] And, again, Shane, I think you were getting at – your question was insightful because it was getting at the sentiment and I hear this all the time, “Well, man, that’s hard to do.” Well, yeah, it is hard. These are hard changes. But the pandemic was hard. The reality is, though, if you look back as difficult as the pandemic was at so many levels for us as individuals, as teams, as organizations, we’re here. Every time we said we couldn’t go on, we did it because we’re still here. So, it’s important to realize that as individuals and as organizations, if we want to get somewhere or get something that we never had, we have to start doing something that we never did. And it’s important to start thinking in those terms.

George Vergolias: [00:11:58] So, what does this mean? More practically, it’s a conceptual shift. So, the idea is it’s no longer a top-down. I’m not going to negate hierarchies. Decisions need to be made. Stewardship needs to still occur. And there needs to be direction at the team level and at the organizational level, for sure, without a doubt. But the conceptual shift now is more different. It’s about engagement. And it’s about shifting how we do that over time and engaging a process from end to end so that when we bump into problematic behaviors, hostility, people that are struggling, instead of Stephen Covey’s first response on that train, on that subway, which was what’s up with this jerk dad who isn’t managing his kids, that completely shifted in an instant to this guy’s really struggling and his kids are really struggling. And now, we know we have a deeper insight. And with that deeper insight, we have a whole other response that that calls for. Right?

George Vergolias: [00:13:04] So engagement from end to end and moving from an adversarial and contentious way of approaching our employees or our employee problems to one that is more collaborative and supportive. And, again, I want to be clear. Support doesn’t mean you let people get away with stuff if there’s bullying, sexual harassment, prejudice, other types of even hate verbiage, right? We just saw in Buffalo, right, a heinous mass shooting that clearly was a hate-driven crime. Those are not acceptable. So when we say supportive, we don’t mean a blank check, but we mean providing a culture by which those issues are dealt with directly and in a timely manner while also continuing to build cultures of inclusion.

George Vergolias: [00:13:48] So, education on that process is important, message of support that is balanced with the need to protect our people and our business interests, and then create alignment of those resources beyond just intervention as a singular event. All too often we think of “George is struggling. Let’s go get him an FFD.” Like that’s an event. “Let’s get him a fitness for duty.” And those, by the way, can be very, very useful. Right? Or we think, let’s give him a write-up or let’s send him to mentoring, or let’s give them a verbal warning. Right? There’s a million, not a million, but there are many ways we can think of how we deal with some problematic behavior or performance issue.

George Vergolias: [00:14:28] All too often we think of that as an intervention, a singular thing that we do, and that thing should somehow promote change. But we need to start thinking of is it’s a process and the intervention is one step in a process that might, if we’re lucky, fix the problem right then and there. But often it won’t. And there might be other steps that we need to take, and at some point we have to make the decision. Is this individual worth keeping with the organization or are they a bad fit? So, all of these are just different ways of thinking about how we start promoting psychological safety and thriving.

Shane McNally: [00:15:09] Creating a psychologically safe workplace is something that has become a lot more top of mind in the last few years. No matter the industry you’re in, ensuring that your employees feel heard and are able to receive the support and resources they need is crucial to the overall well-being of your people and organization.

Shane McNally: [00:15:26] With R3 Continuum evidence-based interventions, specialized evaluations, and tailored behavioral health programs, we can help promote your organization’s individual and collective psychological safety, recovery, and thriving. Connect with us and learn more about our services at www.r3c.com or email us directly at info@r3c.com.

 

 

Show Underwriter

R3 Continuum (R3c) is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

R3 Continuum is the underwriter of Workplace MVP, a show which celebrates the everyday heroes–Workplace Most Valuable Professionals–in human resources, risk management, security, business continuity, and the C-suite who resolutely labor for the well-being of employees in their care, readying the workplace for and planning responses to disruption.

Connect with R3 Continuum:  Website | LinkedIn | Facebook | Twitter

Tagged With: Culture, Dr. George Vergolias, inclusion, psychological safety, R3 Continuum, R3 Continuum Playbook, support, Workplace MVP

The R3 Continuum Playbook: The Good, the Bad, and the Cumulative: Is All Stress Equal?

June 16, 2022 by John Ray

Minneapolis St. Paul Studio
Minneapolis St. Paul Studio
The R3 Continuum Playbook: The Good, the Bad, and the Cumulative: Is All Stress Equal?
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The R3 Continuum Playbook: The Good, the Bad, and the Cumulative: Is All Stress Equal?

R3 Continuum’s Vice President of Crisis Response Clinical Service, Jeff Gorter, MSW, LCSW, examined the different kinds of stress, how to recognize and manage stress within yourself, and how to seek help when you need it.

The full webinar can be found here.

The R3 Continuum Playbook is presented by R3 Continuum and is produced by the Minneapolis-St.Paul Studio of Business RadioX®. R3 Continuum is the underwriter of Workplace MVP, the show which celebrates heroes in the workplace.

TRANSCRIPT

Intro: [00:00:01] Broadcasting from the Business RadioX studios, here is your R3 Continuum Playbook. Brought to you by Workplace MVP sponsor, R3 Continuum, a global leader in workplace behavioral health, crisis, and security solutions.

Shane McNally: [00:00:15] Hi everyone. My name is Shane McNally, Digital Marketing Project Lead at R3 Continuum. On this episode of the R3 Continuum Playbook, we’ll be listening to a segment from a recent webinar that was presented by R3 Continuum’s Vice President of Crisis Response Clinical Services, Jeff Gorter. This webinar was titled The Good, The Bad, and the Cumulative: Is All Stress Equal? Jeff discussed what makes some stress good versus bad, and the important differentiators between the two, and what you can do in your day-to-day life to help mitigate all those stressors from becoming negative.

Jeff Gorter: [00:00:49] So if there are four different types of stress, if there are different types of stress, what is fascinating? And what I really want you to take away from this is that, interestingly enough, the body doesn’t differentiate between these different variations. The body doesn’t know—the reaction the body has between distress and new stress is pretty much the same, that adrenaline flush, the increased heart rate, the increased blood flow to the large muscle groups, all of that is the same whether it’s good stress or bad stress.

Jeff Gorter: [00:01:20] The body’s doing what the body does to face this challenge. The key here, research has shown that the mind does, the mind differentiates. And by that, I mean, their research has shown there is physiological cognitive changes that occur in the brain based on what’s called locus of control. And locus of control means, how much agency do I perceive myself to have in this situation? How much ability to influence it, to make choices, to take steps to affect this situation?

Jeff Gorter: [00:02:00] And so, if I have a high-level locus of control, if I believe that I can do something, that leads to literal physiological changes in your body and in your mind. So, it comes down to this, the event is the event, the stress is the stress. That’s not changing. The event is the event, but the interpretation I bring to it, what meaning I attribute to it makes all the difference. So, again, the event happens, and if I say to myself, okay, this was a difficult situation, but where it goes from here is up to me.

Jeff Gorter: [00:02:42] I believe I can make—this is something that is worth the fight and I think I can make a difference in this, or do I say, here it is, yet another horrible thing following a whole bunch of other horrible things, there’s no point in this, I can’t make any difference? What are my efforts going to amount to? There’s a point, an inflection point, it’s called, an inflection point, where we have to make a decision about what meaning we put on this.

Jeff Gorter: [00:03:12] Do we say, okay, yes, this was painful, but I am filled with hope that we can get through this, or do I say, this was painful, and I bet more is coming? And I have a sense of despair, a sense that it’s never going to get better. Do I have a sense of satisfaction that, okay, my efforts can make a difference and the choices I make right now are worth making, or do I say, I throw up my hands, I’m just a soccer ball on the field of life, and I just get kicked around, and it doesn’t really matter what I do or don’t do?

Jeff Gorter: [00:03:49] And again, you see, the meaning is what makes the difference. It’s not that the event is somehow different. It’s the event is the event, but that moment where I make a decision about, how do I interpret this, what does this mean about myself, or my family, or my company, or my country, that when I attribute a more positive meaning, the sense that I believe I can make a difference, it takes me in one direction.

Jeff Gorter: [00:04:20] If I feel there’s no point, I can never get through this, it’ll never get better, that takes me in a different direction. And neither one is a foregone conclusion. It all comes down to the interpretation that we have on it. And what is so fascinating, I think, is that it comes down to the power of belief, because research has shown it’s not as if—see, I didn’t want this to be a stress management presentation that says, here are the top 10 things you need to do to manage your stress.

Jeff Gorter: [00:04:57] We’ve all seen those. There’s lots of those out there. And I am going to give you some ways, some suggestions on how to manage the stress, so I’m not being pejorative in that, but what research has shown is that it’s not the coping skills that individuals have or don’t have that’s important. What counts are the coping skills they believe they have or not. There are 1,000 different ways to manage stress to the degree that you believe you can. It’s not as if there are some 10 FDA-approved stress management things, and these are the only ones you should do. No.

Jeff Gorter: [00:05:39] Each of us has our own unique set of life experiences, of resources, of talents, and ways that we can respond to stress if we believe we can. As simple as that sounds, that is incredibly profound, and that’s what makes the difference. So, there are some things that we can do that can help enhance that. So, it begins with, I can’t change what I don’t know, I need to be mindful, I need to pay attention to what my body is saying.

Jeff Gorter: [00:06:19] So, again, that physical reaction, am I tightening up? Am I walking around with my fists unconsciously clenched, because I’m ready for that fight response, or am I feeling like I could jump out of my skin and run out of the room every moment, because I’m in that flight mode? What is my body telling me? I need to pay attention to that in order to regain some control. And what is my mind saying? What’s my internal dialogue, as it were? What am I saying? Am I saying, okay, this is rough, but I think we can do it, or am I saying this is overwhelming and there’s no way I can make a difference, and why even try? Again, that internal dialogue, the meaning, what meaning am I applying to this?

Jeff Gorter: [00:07:07] Because that will influence my trajectory either up or down from here. So, I need to pay attention to what my body is saying, I need to pay attention to what my mind is saying, and I need to pay attention to what’s going on around me. Again, we are talking about this in a workplace setting, and so rarely are we alone. I am part of a work group. I am part of a team. I am part of a company or I’m part of a community.

Jeff Gorter: [00:07:36] And so, I don’t have to view it as if I’m doing it alone. I can begin to tap into the resources and the common strength that we have as a team, as a work team, a work group, or as a company. And I can begin to look at, how are we pulling together? I can notice those small moments when we’re rising above it and I can celebrate the victories step by step. Not that we make it all go away in one fell swoop, but that we take it step by step, and I am part of a group that is moving towards that. That can reduce the sense that it’s all up to me all the time. It isn’t.

Jeff Gorter: [00:08:20] And then, finally, getting back to the basics. Again, stress management techniques are not rocket science. It’s things that we can do if we stop and take care of the basics, like making sure that we are getting regular food, staying hydrated, trying to maintain sleep schedules as best we can, because stress is physically exhausting. It drains you of energy. And if I don’t take care of the basics, managing those kinds of things, including exercise, I’m going to become exhausted, and that just hampers my ability to manage it or to make better decisions about it.

Jeff Gorter: [00:09:05] And for a lot of people, we’ve all said this, well, I tried this, I tried exercising, it didn’t work, I tried meditation, it didn’t help, I tried prayer, for those who follow a faith perspective, I tried it and it just didn’t work. Well, what we typically mean by that is I tried it once and it didn’t work, so I moved on to something else, which means that I put myself on a constantly rotating trial and error process as if there is one big magic answer.

Jeff Gorter: [00:09:40] There is no one specific answer. What I need to do, it’s what’s called The Rule of &, which is to say, researchers have again found that if I want to make something effective, if I want to have it be a true part of my stress management system, the Rule of & says that if I do something seven times, I have gained familiarity. So, let’s say I’m talking about, let’s say, exercise. I want to go for a walk. I commit to say I want to go for a walk several times a week.

Jeff Gorter: [00:10:23] Now, I need to go for a walk seven times to gain familiarity with how that feels and how that fits into my life and my schedule. I need to do it another seven times to have mastery, where I’m beginning to get into a groove, and I feel like this is beginning to—I feel like I have a greater understanding of how to incorporate this into my stress management. I need to do it another seven times for it to become part of my routine, to become something that I go to reflexively without thinking, as opposed to it being something that I have to make a conscious effort to do.

Jeff Gorter: [00:11:06] And so, whatever the stress management activity that you’re going to do, mindfulness, prayer, journaling, walking, doing a craft, engaging in something else, whatever it is, I have to get past the idea that, well, I tried it once and it didn’t work. What you have to do is commit to doing it basically 21 times. The Rule of 7 says that I need to do it seven to get familiar, another seven to get mastery, another seven to incorporate it as part of my routine, but if I can commit to doing that, I’m going to have much more benefit from those activities.

Jeff Gorter: [00:11:48] And they can be small activities, little things, but if I commit to doing it 21 times, it becomes part of my repertoire and how I handle it. So, again, whatever it is, whether it’s exercise, meditation, prayer, journaling, whatever, I need to do it in a regular basis to really have any benefit. And then, finally, something that is, again, part of COVID is for those of us who are working remotely, for those of us who perhaps didn’t work remotely before, but now find myself in a long range plan, where that’s going to be the case, controlling what you can control, minimizing the disruptions.

Jeff Gorter: [00:12:32] We’ve all kind of become accustomed to, and we all sort of laugh and have a knowing nod and a knowing grin when a dog starts barking in the background or a cute toddler wanders through in the back. And so, that’s become a regular part, but I don’t think we realize that those are also things that add to our stress. So, being able to control what you can control to try and minimize those disruptions, because that just adds to that sense of cumulative stress, and doing those things we can to exert a level of control. Now that we are two years into it, we know we can do that in a way that doesn’t make it distracting and frustrating, and add more to my stress pile.

Shane McNally: [00:13:23] The past few years, I think we’ve seen a shift in how stress has impacted each other. Whether you’re working fully remote, fully in office or with a hybrid situation. Stress can affect us all in different ways. If you or your employees are feeling significant impacts with stress, you’re not alone. R3 Continuum can help. Connect with us and learn about our services at www.r3c.com or email us directly at info@r3c.com.

 

 

Show Underwriter

R3 Continuum (R3c) is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

R3 Continuum is the underwriter of Workplace MVP, a show which celebrates the everyday heroes–Workplace Most Valuable Professionals–in human resources, risk management, security, business continuity, and the C-suite who resolutely labor for the well-being of employees in their care, readying the workplace for and planning responses to disruption.

Connect with R3 Continuum:  Website | LinkedIn | Facebook | Twitter

Tagged With: burnout, good stress, Jeff Gorter, R3 Continuum, R3 Continuum Playbook, stress, types of stress, Workplace MVP

The R3 Continuum Playbook SPECIAL: A Behavioral Threat Assessment of the Buffalo Mass Shooting

May 24, 2022 by John Ray

Buffalo mass shooting
Minneapolis St. Paul Studio
The R3 Continuum Playbook SPECIAL: A Behavioral Threat Assessment of the Buffalo Mass Shooting
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The R3 Continuum Playbook SPECIAL: A Behavioral Threat Assessment of the Buffalo Mass Shooting

On this special episode of the R3 Continuum Playbook, Dr. George Vergolias, Medical Director at R3 Continuum, looks at the Buffalo mass shooting from a behavioral threat assessment perspective. Dr. Vergolias joined host Shane McNally to review the personality of the assailant, the difference between affective and predatory violence, its similarities to other violent events, the potential impact on employees, how companies can support them, and much more.

The R3 Continuum Playbook is presented by R3 Continuum and is produced by the Minneapolis-St.Paul Studio of Business RadioX®. R3 Continuum is the underwriter of Workplace MVP, the show which celebrates heroes in the workplace.

TRANSCRIPT

Intro: [00:00:00] Broadcasting from the Business RadioX studios, here is your R3 Continuum Playbook. Brought to you by Workplace MVP sponsor, R3 Continuum, a global leader in workplace behavioral health crisis and security solutions.

Shane McNally: [00:00:15] Hi, everyone, and welcome to this special live episode of the R3 Continuum Playbook. My name is Shane McNally, Digital Marketing Lead with R3 Continuum. And on today’s episode, we’ll be talking with R3 Continuum Medical Director, Dr. George Vergolias, about the recent mass shooting that occurred in Buffalo, New York. We’ll also be discussing the impact and trauma that this event caused throughout the country, what employers can do to mitigate potential violence in the workplace, what employers can do to support their employees and community after a traumatic event like this takes place, and more.

Shane McNally: [00:00:46] Dr. Vergolias oversees and leads the R3 Continuum’s clinical risk, threat of violence, and workplace violence programs, and has directly assessed over 1,000 cases related to threat of violence, or self-harm, sexual assault, stalking, and communicated threats. He brings over 20 years of experience as a forensic psychologist and certified threat manager to help leaders, organizations, employees, and communities heal and thrive before, during, and after a disruption. Dr. Vergolias, thank you for being with us today.

Dr. George Vergolias: [00:01:19] My pleasure. It’s certainly not my pleasure to talk about what we’re going to talk about, but certainly, it’s nice to be able to leverage my expertise in a way that hopefully will be helpful.

Shane McNally: [00:01:30] Absolutely. And so, I think with that, we just kind of jump right into it. And can you kind of give us a brief talk through of the Buffalo shooting, the style of violence, and what occurred?

Dr. George Vergolias: [00:01:44] Yes, certainly. And I will preface this with a disclaimer and say that, now, what’s interesting in this case is we’re a week out and we know a lot, and we know a lot, because one, the assailant, Payton Gendron, has been apprehended. He had a 180 or so-page manifesto. He was posting online. This is an assailant that, really, he was secretive in terms of the general public, but in select audiences, he really wanted his voice to be heard.

Dr. George Vergolias: [00:02:21] And eventually, at the end of a gun, he wanted to be heard, his message. So, we know a lot about him, and sometimes, we don’t know a lot about the assailants this soon after, so we can make some assumptions and we can say some things that are informed at this point. So, what happened is on May 14th, just about a week ago, Payton Gendron, an 18-year-old White male from Conklin, New York, walked into a Tops grocery store roughly about 200 miles from where he lived, and he opened fire.

Dr. George Vergolias: [00:02:58] He actually began firing in the parking lot, and he proceeded then to walk into the grocery store and continued shooting people. It’s clear from the evidence that this was a racially motivated attack. I’m comfortable saying it was a hate crime, although to say that affirmatively is a legal process, but he’s being brought up certainly on charges of it being a hate crime.

Dr. George Vergolias: [00:03:25] So, what’s interesting here is there’s evidence that going all the way back to late 2021, he was already planning this attack. He was going on websites like 4chan, and more recently, on Discord, and not only engaging in rhetoric that kind of met his ideological view of the great replacement or the major replacement theory of the White race being slowly wiped out, which is one of a number of theories that White nationalists and White nationalism subscribes to in believing that Whites, in general, are being somehow edged out or weeded out of the population, not just in the US, but globally.

Dr. George Vergolias: [00:04:15] So, he was doing this online. He was engaging in online threats. He was engaging in planning. He, for a number of months, was selling off belongings, so he can have the money to buy tactical gear, and weapons, and ammunition, and so on. On March 8th, he went to—he drove the 200 or so miles to the Tops grocery store, and he basically cased the joint. He walked through up and down the aisles.

Dr. George Vergolias: [00:04:44] He walked in and out a number of times. Eventually, he was confronted by a security guard that had basically said to him, “I’ve seen you go in and out a few times. What are you doing?” And basically, Payton said that he was collecting consensus—or rather census data, which could have been reasonable, right? And it was taken at face value. And then, he went home, and later that night, he chatted, and he basically said it was a close call, he almost got caught.

Dr. George Vergolias: [00:05:16] What he was doing, it was, he’s looking at the patterns of people coming in and out. He was looking at the areas of the store that were busier and at what time of the day. He was no doubt looking at the security people and their movements, as well as looking at how they might respond. This is all very planned, what we call pre-attack planned behavior, and it is a pattern that we see a lot with predatory individuals. What he also did is he came in with several firearms in his person, certainly, in his car.

Dr. George Vergolias: [00:05:56] He was suited up in tactical armor, including a tactical helmet. At one point, what they call Army-style or assault-style tactical gear. Several weapons he had, a Mossberg 500 shotgun. He had a hunting rifle that was given to him by his father when he was 16. And he had recently bought a Bushmaster XM-15 rifle in January from a local gun distributor. That weapon was purchased legally, and in between December 8th and January 19th, he actually visited roughly about 15 different gun stores in the greater, larger northern New York state area.

Dr. George Vergolias: [00:06:42] He hid those weapons in his bedroom, and he wrote online that he was worried that his parents would find him, and he would get found out, and his plans would fall apart. That didn’t happen. Unfortunately, that did not happen. When he came on site and started shooting, there was a security guard and ex-law enforcement officer named Aaron Salter, who returned fire, shot Payton, and run, but due to the tactical armor he had on, he wasn’t able to subdue him or bring him down. Payton returned fire and killed Mr. Salter. I could go on about the details, but then he proceeded to work his way through.

Dr. George Vergolias: [00:07:22] His plan, at least as written online, was to then go to other locations that day and continue his killing spree. Fortunately, police responded very quickly. I believe at one point, he turned the gun on himself, he didn’t fire, but he kind of pointed it in his own neck, and the law enforcement officers talked him out of self-harm, and they took him into custody. So, there’s a lot of details I didn’t cover. I wanted to give a little more flavor. And what I was highlighting with those facts are things that are very pertinent to the kind of violence that we’re seeing here. Would it be good for me to describe that now, Shane? I know you had several aspects to your question.

Shane McNally: [00:08:09] Yeah, if you would like. I think one question that we could go off of right now that just popped up from what you were saying is when he was going in and out of that store, now, correct me if I’m wrong, he was actually full-on planning and mapping out everything that he was going to do, right?

Dr. George Vergolias: [00:08:25] Absolutely. Absolutely. So, one thing that we see with this type of violence, and there are two types—well, before I go into that, because that’s an explanation, but to answer your question, absolutely. This wasn’t a random, hey, let me just go check out this grocery store. He drove 200 miles in early March to specifically case and do surveillance on this store, partly to solidify it as a target.

Dr. George Vergolias: [00:08:53] Sometimes, psychologically, we call this a hardening of targets. Another way we describe hardening of targets is if you are a target and you put certain security measures in place that toughens them or hardens them. After 9/11, even going as far back as after the Oklahoma City bombing by McVeigh, many federal buildings put large cement pylons in front, so you couldn’t get a truck right up to the door.

Dr. George Vergolias: [00:09:20] That is a security hardening of target. But there’s a psychological principle where you also do something that I refer to as a hardening of the targets. You are no longer thinking of the targets as humans, as subjects, with lives, and goals, and dreams, and loved ones. You’re hardening them in your mind. You’re objectifying them. And when you walk through a site as an attacker, and you’re committed to the plan at this stage, you’re starting to just think of this almost like a cognitive exercise.

Dr. George Vergolias: [00:09:52] You’re not thinking of these people as people. You’re thinking of them just as objects, as targets. And so, that’s part of the process of casing. It is partly, how do I get away with it? How do I inflict maximum damage? But it’s also that process, in your head kind, of steeling yourself, not steal, as in the metal, steel. You’re hardening yourself and hardening your mind psychologically to commit the act.

Shane McNally: [00:10:19] Wow. Yeah, it’s just crazy to think that somebody could do that and even go so far as to, like you said, harden themselves to do that in the planning.

Dr. George Vergolias: [00:10:29] Let me just piggyback on that real quick. What’s interesting is assailants that are in this predatory mode, and I’ll talk about that just next, but they will go to other lengths. Like if you look at Dylan Klebold and Eric Harris. Eric Harris, these are the Columbine assailants, in the weeks leading up to the Columbine attack, Eric Harris specifically went off his antidepressant medication for two reasons. He didn’t want to feel emotionally subdued or mellowed. He wanted to feel the full rage that he was feeling as he went into that attack. He wanted the full, you almost can say it, he wanted to be emotionally amped, right? He wanted to be jacked up emotionally. He purposely did it. That wasn’t accidental.

Dr. George Vergolias: [00:11:16] When you see these guys, and almost all guys, by the way, I think last data that I looked at from a couple of years ago, pre-pandemic, something like 3 or 4% of mass shootings have been committed by women, so this is almost predominantly a male game right now. And people will say, why do they get all this tactical armor? Well, one is maybe self-protection. But let’s be honest, in most of these attacks, I mean, if you look at the synagogue attack from two years ago, if you look at the Christchurch mosque attack from a few years back, none of these people had weapons.

Dr. George Vergolias: [00:11:53] Why do they wear black? Why do they wear camouflage in the middle of the day? That doesn’t obscure you, that doesn’t hide you, it makes you stand out. They are psychologically gearing up. They’re psychologically putting on the uniform to be a commando, to be a soldier of their cause. That’s another aspect of them psychologically getting geared up and almost building up momentum to go out. The closest normative example for any of us that ever played football, and you’re in the locker room, you got your pads on, you got your helmet on, and you’re smashing helmets with your buddy, and you’re smashing their shoulder pads, what are you doing?

Dr. George Vergolias: [00:12:31] You’re getting amped up for the game before you go out of the locker room and take the field. That’s fairly normative, right? We all see that. We all understand that. These attackers have similar individual rituals that they do to amp themselves up in preparation to go out out of the field of play, as they say it. So, yeah, so these are really good questions, but that’s what we see. It’s a very interesting psychological phenomenon.

Shane McNally: [00:12:56] Wow. And I know you mentioned you want to talk a little bit about the kind of act of violence that this really looked into, but kind of maybe wrap it in with this, my next question of like, does this shooting remind you of other events in history?

Dr. George Vergolias: [00:13:10] Yeah, it absolutely does. So, before I go there, though, let me talk about affective versus predatory violence, and then I’ll talk about the reminders—or what it reminds me of, and then the linkage is between them, if that’s useful.

Shane McNally: [00:13:24] Yeah, absolutely. That sounds great.

Dr. George Vergolias: [00:13:25] So, a little bit of history lesson here, but psychological history lesson that hopefully is interesting. We know now that there are basically two biological or biophysiological modes of violence in the brain. They have different anatomical aspects of the brain that are in operation. They have different neurotransmitters. They operate with different neuronal pathways. And the way this was found out is about 70 years ago or so.

Dr. George Vergolias: [00:13:55] I believe it was German or Austrian scientists, were doing research on cats, and they open their brains while they were obviously alive, and in case we have cat lovers out there, once you anesthetize the skull, the brain doesn’t have sensors, pain sensors, and they would put electrodes on the brain. And what they found out—and then they expose them to different environment stimuli to see how they reacted.

Dr. George Vergolias: [00:14:22] And they weren’t necessarily trying to study violence, per se, but what they found out is that there were two kind of violent reactions that had two different patterns in the brain. One, they deemed affective violence or emotional violence, and the other, they called predatory violence. Sometimes, it’s also referred to as targeted. I don’t like that term. I like predatory, because it kind of shows you the mode. Affective violence is violence that most of us have seen, or if we’re ever going to be a victim of violence, most of us are going to be a victim of affective, reactive violence.

Dr. George Vergolias: [00:14:57] It’s emotional. It has to do with hyperarousal, meaning you’re jacked up, you’re excited, you’re scared, you’re fearful, you’re shamed, you’re annoyed, you’re rageful, but there’s an emotion going on. It tends to be reactive and immediate. It tends to be in response to a perceived threat, somebody is threatening you or you feel threatened and you feel you need to react back at them. It is a fight or flight reaction. I need to fight the threat away, or I need to run away, or better yet, I need to posture in order to drive the threat away.

Dr. George Vergolias: [00:15:32] How is posturing? Well, a quick example of affective posturing, we’ve all seen this. Certainly, boys have all seen this. Growing up in grade school, two kids get in a fight at recess, what often happens is they’re cracking their knuckles, right? They’re puffing their chest. They’re swaying side to side. They’re putting their chin out. And they’re taunting the other person to hit them. “Come on, hit me, man. No, you hit me. No, you hit me. No, you hit me. Do you want to fight? Let’s go.”

Dr. George Vergolias: [00:15:58] And this may go on for minutes before a fight even breaks out. And sometimes, the fight doesn’t even break out. Looking at those two, the untrained eye would say, “Oh, well, those two kids really want to fight”, and the truth is, no, they don’t. They don’t want to fight. What they want is they want the other person to walk away, and they save face. They save kind of ego. If you look at prison attacks and you could pull up the Discovery Channel or A&E, and watch prison documentaries, you will see true predatory attacks.

Dr. George Vergolias: [00:16:29] There’s no warning, there’s no posturing, there’s no verbal threats. Two inmates are sitting there looking like they’re best friends, and the next thing you know, one inmate explosively just starts attacking the other with no warning. It’s a very—and it’s almost unemotional. It’s almost cognitive in the way it’s done. So, affective on the one side. It’s also time-limited, meaning if you think of a fight or flight reaction, our bodies can’t stay in that mode for very long.

Dr. George Vergolias: [00:17:00] Adrenaline is pumping to your major muscles. You have cortisol pumping. You have different things going on that is all designed to get away from an attack or subdue an attacker. And this has evolutionary value, right? If you needed 10 minutes to figure out how to get away from a lion, you didn’t live, right? It was an immediate reaction. You had to mobilize to deal with that. So, it’s time-limited. I’m going to add one more thing that’s kind of interesting.

Dr. George Vergolias: [00:17:30] With affective violence, you will have a displacement of the target. Now, what does that mean? That means that if I’m in an affectively violent mode and someone attacks me, I’m going to attack anyone that comes into my circle. So, imagine, for example, that I have a cat tied to a corner of a room on maybe a six-foot leash, and I slowly walk a Rottweiler or a Doberman Pinscher up to that cat, what’s that cat going to be doing? Right?

Dr. George Vergolias: [00:18:00] Obviously, hissing. Its back’s arched. Its claws are extended. It’s showing its teeth. Even if that cat is looking at the dog, would any of us be willing to walk over and pick the cat up? And the answer should be no, right? Why? Because that cat’s attacking anything that comes into its circle, anything that comes into its sphere. One of the reasons that police officers, their most dangerous response in the field is domestic violence, not just because the abuser is in an amped-up state, which is almost not always, but usually, a man, but often, the victim is in a violent state, because she is defending herself.

Dr. George Vergolias: [00:18:40] She is in a fight or flight arousal herself. And so, the whole environment is supercharged with emotion. And with that emotion comes fight or flight reactivity. Okay. That’s affective violence. Bar fights, fights at the Thanksgiving table, hopefully, we don’t have many of those, but some of us have seen that, right? Tailgate fights, fights at school, all that kind of thing. That’s usually affective violence.

Dr. George Vergolias: [00:19:06] Now, let’s juxtapose that with predatory. Predatory violence is you have minimal arousal. First, let me give you an example. Let’s take that cat, and now, put that cat two days later in the backyard, and there’s a bird feeder maybe 30 feet away, and a bird lands on that bird feeder, and now, the cat sees the bird. Now, the cat isn’t on top of the bird yet. The cat’s 30 feet away. Now, what’s the cat doing? It’s super focused, right?

Dr. George Vergolias: [00:19:31] It’s staring at the cat. It’s got a laser focus to its eyes. Its claws are pulled back, because it’s not ready to attack. It wants to move very stealthily, very quietly, and only at the last minute, when it gets close, might it then attack and get aggressive, but it’s in a very cognitive focused mode. The human correlate of that is an Army sniper. I remember seeing an interview of a sniper from the Serbian-Croatian war, obviously, a number of years ago. And this sniper, every night, would crawl, and he was sniping across what they called Sniper Alley.

Dr. George Vergolias: [00:20:08] It was a division line of literally, roughly about one street that divided the forces, and he would crawl up a rubble-strewn staircase, and he would have to crawl across the room with rocks and rubble on it, and get into position, and then he would look throughout the night for people, frankly, to snipe. And they asked him, “When you get to the top of that staircase, how long does it take you to crawl into position, that 20 feet or so? And people would say an hour, 2 hours. It took him often 5 to 6 hours to crawl 20 feet. That’s how careful, and slow, and methodical he was.

Dr. George Vergolias: [00:20:49] Think of that, though, for a minute. Think how cognitive you have to be to do that. There’s no emotion. There’s no reactivity, right? That is an example. Your Army sniper is a more socially sanctioned example of predatory attacks. So, when we see shooters like Payton Gendron, and everything I opened the podcast with and all his behaviors, this is a predatory attack, right? Minimal arousal, meaning he’s not emotional, he’s not jacked up at the time.

Dr. George Vergolias: [00:21:21] It doesn’t mean that he’s not yelling things. There’s a certain bravado that they will show, but he’s not really feeling fear, anger, rage, panic. It’s purposeful and planned, violent. There’s no imminent perceived threat. What we mean by that is nobody in the Tops grocery store posed an existential threat to Payton Gendron. Nobody did. Now, in his mind, they did, because they represented a minority, a Black community that was taking over the White population by the proliferation of birth rates and all that, if you read his manifesto.

Dr. George Vergolias: [00:21:59] But they didn’t actually pose a threat to him. There was also no displacement of the target. And what we mean by that is if you ever look at closed cam footage of these shooters, and there’s a little bit of this circulating with the Pulse nightclub shooting with Omar Mateen, you could see a little bit of this online with the Columbine shooters, you will notice that they’re not frantic as they walk through and shoot people. They’re very cold, and methodical, and calculated.

Dr. George Vergolias: [00:22:34] Often, I talked about rituals of affective violence, you puff your chest up, because the signal is if it’s in you and me, Shane, it’s Shane, you don’t want any piece of me. I’m going to puff my chest. I’m going to crack my knuckles. I’m going to sway back and forth. I’m going to look tough. I’m going to look like a peacock, right? I’m going to extend my physical prowess, because I want you to walk away.

Dr. George Vergolias: [00:22:55] I don’t really want to fight you, but I can’t admit that, because I’m a man, so I need you to walk away. The problem is you’re doing the same thing, and often, one of us crosses a line and it gets physical. In the predatory style, you don’t see the public displays, because it would give up your intention, right? If every mass shooter showed massive public displays of their intent, we would catch all of these guys.

Dr. George Vergolias: [00:23:18] What they tend to do is they tend to show these displays in very focused communities or groups that they think mirror their ideology. That’s why he went on 4chan. That’s why he went on Discord. That’s why moments or hours before he went on the shooting, he invited a very select group of 15 people that we’re still investigating to visit him on the Discord Channel and look at his postings, and I think there were even links to the live feed that he showed when he went and committed the shooting.

Dr. George Vergolias: [00:23:53] So, all of these are private rituals, and the goal is to fuel their own narcissism, and reduce their paranoia, and kind of gear them up psychologically for the attack. In Columbine, Harris and Klebold, they made basement tapes for weeks and months ahead of time, where they talked about the attacks and their intentions, and what they hope to get out of it, and what their intended outcome is going to be.

Dr. George Vergolias: [00:24:18] So, why do I go into all this? It’s really important to understand these features, so you can understand what kind of violence are you trying to prevent? I can’t tell you after this shooting and after every shooting how many, and we’re going to hear this over the next few weeks, people that knew Payton Gendron come out and say, “Oh, I never saw this coming. He was such a quiet, mild-mannered kid.

Dr. George Vergolias: [00:24:46] Now, he had some problems, no doubt, but I never saw him get all erratic. I never saw him explode in rage. I never saw him show high levels of emotion.” Well, of course, you didn’t. He’s a predatory attacker. It’s a very different kind of MO than what we would see. If you’re a psychopath, you’re going out to the bars every night and getting in bar fights. It’s a very different kind of psychology that goes behind this. I know that was long-winded, but I wanted to do that question justice.

Shane McNally: [00:25:15] Yeah, absolutely, and thank you for that. And I think that leads into the next one really well when you just mentioned kind of the psychology of it, but there’s a lot of talk, obviously, there’s a lot of media, and we’ll get into that in a second, around this shooting and everything, but there’s also a lot of talk about the attacker himself and being evaluated by mental health professionals the year prior to the attack. So, there’s this like idea out there that mental health treatment can or should play a role in preventing these types of attacks. And events like this, obviously, like the idea is that they show a crack in the system. Can you kind of like expand and speak a little bit more on that?

Dr. George Vergolias: [00:25:52] Yeah, I can. So, we don’t know everything about that. What we know is roughly about a year, maybe a year-and-a-half, I don’t have the exact time frame, I believe he wrote a paper or he wrote something down, where he talked about or he made statements about committing a murder suicide at school. The school did what they needed to do. They flagged it and they sent him for a mental health evaluation. I don’t know where that occurred. I actually work locally here in North Carolina in hospitals, and I do these evaluations. Typically, when the school flags it, they’re like, we think this kid might be dangerous to themselves or others. They send them into the emergency department. They’re evaluated.

Dr. George Vergolias: [00:26:34] And at that moment, it’s important to know that the evaluating clinician, typically, a doctor, could be a social worker, but typically, it’s a doctor of psychology or a psychiatrist, they have to adhere to an imminent risk standard, which means, are you imminently at risk of killing yourself or others? Not, are you kind of a bad person or might you do something a week from now, a month from now, a year from now? But are you so dangerous in the next 24 to 48, to 72 hours that I need to take away your rights and commit you to the hospital? There’s a few avenues to make that happen, but that’s the ultimate, is I’m literally going to commit you against your will.

Dr. George Vergolias: [00:27:14] In order for that statute, that bar to be met in most jurisdictions across the country, there has to be a lot of data that shows that you’re thinking of hurting yourself, you have strong ideation of doing it, you have a plan, you have intent, and you lack certain impulse control to hold yourself back, and you lack certain protective factors. That’s a lot of checkboxes. What happened, as best we know, from what I can gather from second party sources, is that he went in. Again, by the way, most of these guys are fairly manipulative.

Dr. George Vergolias: [00:27:52] Payton was bright. He actually, I think, won first prize in middle school at a chemistry contest. I think he was on the honor roll for most of his high school career until he dropped out. This was not a stupid kid. He went in basically, and said, “Oh, I was just trying to get out of school. I was bored and I knew that would get me out of school.” And the other checkboxes just weren’t there, and they released him. And that was a year ago, right? You can’t lock a kid up for a year, so—you can in some cases, but you have to be very severely mentally ill, which he wasn’t.

Dr. George Vergolias: [00:28:26] So, I think there’s this misconception that a mental health evaluation is going to solve all these problems. There was a really wonderful op-ed piece by Mark Follman, F-O-L-L-M-A-N, who’s written for The New York Times. He’s written for Mother Jones. And most of his writing as a journalist has focused in the last five or so years on understanding mass shooting and mass attacks. And he’s worked with a lot of very well-known researchers on threat assessment and forensic psychologists.

Dr. George Vergolias: [00:28:58] I’ve seen him talk. I’ve met him at conferences. Really great journalist. He just published an op-ed piece. I believe it was in The New York Times or The Washington Post. I can’t remember immediately off the top of my head. I’ve been digesting so much information on this. But he talks about how these individuals do have mental health issues, no doubt, but this is not a mental health problem at its core.

Dr. George Vergolias: [00:29:22] The overwhelming majority of people with mental illness are not violent. Mental illness doesn’t, otherwise, take a nonviolent person, and suddenly, make them violent. There are rare, and I mean very rare exceptions, where you might have somebody with severe mental illness, paranoid delusions, psychosis, where they believe people are after them and they feel they need to defend themselves.

Dr. George Vergolias: [00:29:47] There’s almost no cases in which those individuals go on a shooting spree. There’s a few. There’s a few. I think it represents something like 3 to 4% of all mass shooting seem to be motivated by the nature of the psychotic, paranoid delusions that the person was having. The overwhelming majority of these cases, these people, they didn’t have a great sense of right and wrong, meaning their morality was a little bit skewed like a psychopath’s is, but they knew right and wrong.

Dr. George Vergolias: [00:30:19] They knew what they were doing and they were making decisions to do these based on an ideology that they were subscribing to. So, that’s one of the factors, I think, that’s important to realize, is that mental health, we do need to improve our mental health system, no doubt. And I think we need to rethink some of the laws we have in order to try to keep people safe, but a lot of these shootings would not necessarily be prevented simply because somebody was hospitalized against their will. And in this case, that was well over a year ago. That probably wouldn’t have had a massive impact here.

Shane McNally: [00:30:55] Yeah, those are some excellent points to bring up around that, so I appreciate you taking that question there, too. And so, like I mentioned at the beginning of that question, of going back to it a little bit here, you did mention earlier that there was a massive amount of media presence around this shooting, and understandably so, with news outlets and everything like that, and can you tell us about the impact that having so much media presence has with this level of violence?

Dr. George Vergolias: [00:31:25] Yeah, absolutely. So, there’s this thing in the field that we call the contagion effect. There’s also the copycat effect. The copycat effect is simply—and actually, we saw this, and I’m actually going to dovetail this with an answer to a question you asked earlier that I got away from, where you ask simply, does the shooting remind me of other things? And it absolutely does, and just in recent memory, right?

Dr. George Vergolias: [00:31:50] So, we know, for example, on, I think it was October 27, 2018, in Pittsburgh, the Tree of Life synagogue, Robert Gregory Bowers, 46-year-old male, went in and shot 11 people in the synagogue. And his thing was very similar to the whole White replacement theory, and he was blaming Jewish people for being responsible for—being the immigrant invaders and being responsible for promulgating the immigrant invaders. We all have heard of March 2019, the Christchurch New Zealand shooting.

Dr. George Vergolias: [00:32:30] 51 people shot by Brenton Harrison Tarrant, 28-year-old White male from Australia, and he clearly was responding in a very similar way to what he perceived was the great replacement. He actually called his manifesto The Great Replacement, and it was the same ideation that Payton Gendron was replying to. In fact, in August of 2019, Patrick Wood Crusius at the Walmart shooting in El Paso shot 20 people. Same thing. His manifesto, he called The Inconvenient Truth, but it was the same thing he was railing against, is that this attack is the responsible for Hispanics, in this case, invading Texas, and he felt like people needed to come after or he needed to go after that contingent of society to defend the White race.

Dr. George Vergolias: [00:33:26] So, there’s clearly a plan here, and what’s interesting is Patrick Crusius, the shooting at the Walmart, he got his inspiration from Harrison Tarrant of the Christchurch shooting. And we know there are indications from the manifesto that Payton Gendron also got his influence, or motivation, or inspiration from prior shootings as well. So, what we see is there’s a certain copycat effect of people see earlier shootings, where people have similar or closely aligned ideologies, and they use that to fuel their own ideation, and they almost see it as their hero, and they further commit an act. What we also know that—that’s the copycat effect.

Dr. George Vergolias: [00:34:12] What we also know is there is something called the contagion effect. And what we’ve known, and we’ve known this for 30 years, and that is when there is a mass televised or massively publicized shooting of a mass shooting or a widely publicized story of a mass shooting, there is a significant increase, usually, it’s been measured at 10 to 13X increase of another unrelated mass attack occurring within about two weeks of that publicized event. Now, that used to be regional if you go back 30 years ago, basically, if you go back before social media and mobile phones.

Dr. George Vergolias: [00:34:57] It used to be—I live in Raleigh, North Carolina. Shane, I know you’re in Minneapolis. If there was widely publicized in the newspaper, there would be a certain geographic barrier to the publication of that where that risk would increase. Now that we are truly a globalized news kind of feeder source, that regional barrier just doesn’t exist. It doesn’t really matter, right? You could have a shooting in New Zealand, and it’s covered all over the news globally, and it’s on CNN and Fox News every night, and it motivates some guy in Albuquerque, right? But what’s behind this psychologically?

Dr. George Vergolias: [00:35:40] In a weird way, it’s a really understandable dynamic, aside from the heinousness of the violence. What’s behind it is someone sitting at home right now as we’re talking, and they got a lot of hate, a lot of anger, whatever their ideology is, it could be right wing, which a lot of it right now is right wing, it could be left wing, right? It could be radical, violent Islamist. A lot of directions, but they’re thinking somebody should do something, somebody should do something.

Dr. George Vergolias: [00:36:13] And then, they watch a shooting like this, and maybe they start saying in their head, God, this Payton guy was kind of a loser, if he could carry this out, certainly, I can, right? I could pull this off if he can. Why wouldn’t I? Maybe I should step up and take arms for the cause, fill in the blank of whatever the cause is, right? Because it could be on different levels of the political spectrum.

Dr. George Vergolias: [00:36:36] And then, it emboldens them to start—it’s almost like the light bulb goes off and it emboldens them to move forward with a plan. The other thing is there’s people that have already been incubating in that for months or years, and what they needed in a way psychologically is that model, that last inspirational push over the edge to move into planning or to take things to the next level and go into planning mode. Now, when I said earlier, this is normative psychologically, you’re like, what?

Dr. George Vergolias: [00:37:07] Well, here’s my explanation, and I’m going to give you my personal story, almost every year, I sit down sometimes with my wife, she’ll watch it, other times, she doesn’t, but almost every year, when the Iron Man, the Kona Iron Man is on TV, I watch it from beginning to end. And I love watching the athletes that finish in X number of hours, but I also love watching the people that are doing it all day long and they make it in with 5 minutes to go before they shut the race down, right? And there’s also that one guy, I forget his name, whose son has cerebral palsy, and he finishes the whole race every year, or used to. I don’t know how old he is now, but it’s very inspirational, and he does it with his son.

Dr. George Vergolias: [00:37:48] He like pulls the son on a small raft, and then he rides the son on the bike, and then he pushes the son on a stroller through the marathon, and it’s the most inspirational thing in the world. And what do I do in the next morning? I wake up early, and I go and buy groceries, and I buy spinach, and I buy protein drinks, and I buy all kinds of stuff, and for about two days, I work out, and then I go back to eating nachos, right?

Dr. George Vergolias: [00:38:11] But for a short period of time, I’m looking at these images, and saying, damn, I can do that, I should do that. It’s the same psychological principle with the contagion effect, we’re just seeing it directed in a really heinous, violent avenue. So, yes, these events do have precursors and they do piggyback off one another in the mindset of certain numbers of assailants. But let me say one more thing, because it’s important to know.

Dr. George Vergolias: [00:38:42] Positive interactions could have the opposite effect as well. I remember listening to a famous security expert threat manager, Joel Dvoskin. He was doing a post-mortem autopsy, a psychological autopsy, as we call it, on the Columbine assailants. And Eric Harris was set, he applied to the Marines, and about three weeks before the shooting, he got his rejection letter. And he got rejected, I think he had an ear or a foot issue.

Dr. George Vergolias: [00:39:13] I don’t remember the exact issue, but there was some issue medically, and they just said, we can’t accept you. And somebody asked him, if Eric Harris would have gotten into the Marines, do you think he would have backed away from the shooting? And Joel Dvoskin said, and I agree with him, absolutely. Absolutely. That gave him something to look forward to. That was his whole life. It gave him motivation towards something better and more prosocial. There’s no way he would have gone through that shooting, and I’m inclined to agree.

Dr. George Vergolias: [00:39:40] So, what’s interesting is there are people on this trajectory that haven’t committed yet but are inching towards committing, and something positive happens. They find a girlfriend. They get that job that they didn’t think they’d get. An old mentor calls them. I mean, a million little things, and it just turns them off a trajectory, and it’s just enough to nudge them off the pathway. Now, some kid get nudged back on the pathway, but sometimes, it’s just enough to nudge them off the pathway. So, there are some really interesting dynamics that play as people are navigating through this process of trying to decide, do I take this to the next step and continue on that path?

Shane McNally: [00:40:24] Well, yeah, and like you said, we’ve seen this everywhere in the news and everything like that, and additionally, this one was a little, I think, different, because it was also live-streamed. He had a live stream up as well. And I think kind of going into how this can actually impact people that were there, but also, people across the country that have seen some of these videos or are just upset and traumatized, honestly, about the whole thing, and understandably so. How did live-streaming this online really have an effect on people that may have seen it? Is it likely to increase fear and trauma to people that weren’t there, but did see this shooting play out?

Dr. George Vergolias: [00:41:07] Yeah, I think there’s a few ways in which it could significantly impact people. By no means am I going to say that it’s going to cause trauma. That’s prescriptive and different people react differently to that. What I will say is for those people that have been subjected to violence, those people that have been involved in a shooting, lived through a shooting, have had loved ones involved in a shooting, it almost brings a—can, I should say, bring back the experience very viscerally.

Dr. George Vergolias: [00:41:39] So, there’s that subgroup. That’s still a pretty small subgroup of the population. But even those people that may have not been subjected to it, but saw it, it’s disturbing. These are disturbing things. I have been allowed, given my background as a threat manager and a forensic psychologist, I have had aspects—or I’m sorry, access to seeing aspects of closed cam footage shooting or even direct shooter footage when they had a body cam or they had a GoPro, and it’s disturbing. These are disturbing things to see without a doubt. So, certainly, there’s the risk of it being traumatizing.

Dr. George Vergolias: [00:42:16] There’s a flip side to it, and that is for those individuals that are on a trajectory and maybe just a little more upstream from where Payton was at the process, it could also be emboldening to them, right? It could be an image for them of almost reinforcing their own sense of belief of going through something like this. Fortunately, and this is where social media has come a long way, this thing was taken down, I think, within minutes, and scrubbed, which is good.

Dr. George Vergolias: [00:42:50] But yeah, I mean, these are traumatic things. I think if I recall right, the first, there actually were other captured shootings that occurred. There was a shooting from the late ’80s where there was a gentleman whose son had been molested, and the molester had fled the state and was being extradited back into the state, flown in to a certain airport, I forget the name off the top of my head here, and the assailant was at a payphone. I mean, you’re nodding. I guess you’re nodding, right?

Shane McNally: [00:43:31] Yeah, I know exactly what you’re talking about.

Dr. George Vergolias: [00:43:32] And he just said, “Why? Why did you do this to my son?”, and opened fire. That was on TV, right? Ruby shooting Lee Harvey Oswald was on TV. The difference here is that was passively captured. The first time, I think, we saw it by the assailant, to my knowledge, was I think it was Vester Flanagan, the Virginia news anchor, who shot a cameraman and he shot a female anchor, because he lost his job at OWN-something or other in Virginia.

Dr. George Vergolias: [00:44:10] Again, usually, I know these off the top of my head. And he live-streamed and videotaped approaching them during an external video shoot, and he shot the cameraman, and he shot the female anchor. We saw this a few other times. I fear that we’re going to continue to see this a little more often. It is, if you get out of the moral aspect of this, and this is part of a podcast that where if someone takes this next statement out of context, I’m going to look like a monster, so I’ll preface it, if you get out of the moral overlay, and you approach this from a perspective of, boy, how do you really want your message to be heard? How do you want to get out your message to the world?

Dr. George Vergolias: [00:44:55] If you really think you’re a soldier of X cause, X, Y, Z cause, boy, taking a gun, and strapping a camera to you, and shooting a bunch of people in service of a cause, being a martyr, being a soldier of the cause, great way to get your message out, right? In other words, that’s the problem, is it can have real important meaning—not important, visceral impact from the perspective of getting your voice out. Now, it’s a voice of hate. It’s a voice of violence. It’s not a voice—I think anyone in a pro-social democratic society wants to support, but it is a way to get your voice out, yeah.

Shane McNally: [00:45:39] Yeah, absolutely. And like you mentioned, I mean, this can impact people all over the place, and I think that it’s important to kind of take it into like the workplace context. So, say, if you’re an employer and you have employees that have seen this or maybe this hate crime has really—they’re scared now to go kind of out and about. They weren’t there, they weren’t at this Tops, they just feel they weren’t directly impacted, but they do feel some major emotional connection to this. What should employers be doing to kind of help out their employees after this?

Dr. George Vergolias: [00:46:17] There’s a few things that I would keep in mind. One is be careful not to prescribe trauma. In other words, just because people are upset doesn’t mean they’re traumatized, right? There’s an old saying that every time you said you couldn’t go on, you did, right? What’s interesting about the research on trauma is the overwhelming majority of people that have been traumatized don’t actually experience ongoing traumatic symptoms.

Dr. George Vergolias: [00:46:42] In other words, they absorb it. They absorb the punch, is how I describe it, psychologically. It may take a few weeks, but they settle back into their life. They pull up their natural resilience. They pull up their loved ones, their friends, their hobbies, their coworkers, their faith-based groups, whatever it is, and they basically just kind of get back to their life. It doesn’t mean it didn’t impact them. Some walk away with a deep sense of meaning as a result of what they went through, but they kind of get back.

Dr. George Vergolias: [00:47:10] There are other people that for any number of reasons, and no judgment and it’s not a sign of weakness, they can’t quite get over it, and they might need treatment. They might need medications. They might need therapy. All good. We want to get them that if we can. So, as employers, I think it’s really important to not necessarily assume, oh, everyone is fine, or assume everyone’s totally traumatized. It’s important to have resources for that whole gamut and allow people to tap into their natural resources and their natural resilience.

Dr. George Vergolias: [00:47:41] So, that’s the first step. The other thing is to be mindful of these are high-impact events, but they’re extremely low risk in terms of statistical likelihood, right? So, they’re low-frequency, high-impact, no doubt, right? Most of us, many of us have been involved in very bad severe weather, maybe even some of us in a tornado, but every time it rains or thunders, we don’t immediately freak out about a tornado occurring, right?

Dr. George Vergolias: [00:48:14] So, it’s important to educate ourselves on the likelihood of any one of us being involved in a mass shooting as a victim is really, really, really low. What you can do, though, is be mindful of where you are, have awareness. To this day—well, it’s funny. After Sandy Hook, one of the biggest fights my wife and I ever had, but she agreed with me, to her benefit, so I’ll give her props, my kids must have been—boy, there must have been like seven and nine, maybe even six and eight.

Dr. George Vergolias: [00:48:51] And after Sandy Hook, I sat them down and I had a talk with them about mass shooting. I explained how predators think in these attacks. I explained how they look for a kill zone. I explained run, hide, fight. I literally explained, if you have to run away, run away holding your book bag in front of you, reverse it on your chest. And now, some people are going to be laughing at this. None of that’s going to stop an AR-15.

Dr. George Vergolias: [00:49:20] And my wife was mad at first until I convinced her, we’re either going to have a hard discussion now—by the way, I’m also a forensic psychologist. I’m also a child psychologist. I kind of know how to have these discussions. I’m not saying this is for every parent and I’m not saying everyone has a tolerance for this, so I’m not prescribing it, right? But I said, we’re either going to have this hard discussion now, and it’s a low risk, a very low risk, but we might have to have a hard discussion over a funeral casket, and I’m not having that discussion.

Dr. George Vergolias: [00:49:51] And if I do have that discussion, I’m going to have it knowing I tried everything I can to educate my kids on resilience and being aware. Really interesting, fast-forward two years, my daughter had a school shooting, a significant scare. Turned out it was a false claim, but they locked everything down. And there was allegedly somebody on site that might have had a gun. What was interesting is they were barricaded in her room, and it’s hard to visualize on a podcast, but imagine that there’s the door to the classroom, and as soon as you open the door, she was directly in line of that doorway.

Dr. George Vergolias: [00:50:30] And there was a kid in the totally adjacent corner that got up to go get his book bag, now, whether you agree with my daughter’s morality, you could you could debate, but when he did that, she knew, based on what I taught her, that as soon as that gunman comes in, he’s likely to start firing, and he’s likely to spray to one side or the other, and usually, they spray, and they pull out, and they go to the next room, because that’s what they’re doing.

Dr. George Vergolias: [00:50:54] They’re moving on. They’re moving on. Almost like an urban assault. You clear a room, you move on. You clear a room, you move on. And I know that in large classrooms, like Columbine, and this is tough to talk about, but it’s rare that everyone in the classroom is shot unless the assailants come back and they look for victims to pick off. I won’t go way down into that detail. But she knew all this.

Dr. George Vergolias: [00:51:19] So, when that kid got up, she scurried across the room and she took his spot knowing that she was in a better position based on what I taught her. Now, I’m not saying anyone listening to this go out and teach their kids this, what I’m saying, though, is as employers, decide, what do you want to impart to your employees just about physical security awareness, awareness of your space? Right?

Dr. George Vergolias: [00:51:44] If somebody does come in with a gun, where are you going to hide? What can you use as a barricade? If it does come down to a last ditch effort, what can you use as a weapon to fight? Right? Understand the concepts of run, hide, fight, and understand that it’s not a sequence. You don’t always have the luxury of going from running to hiding, to fighting. There are moments where it’s like you turn a corner, and it’s like, damn, there’s a gunman and he’s two feet from me, right?

Dr. George Vergolias: [00:52:11] If you psychologically try to, at least, at least, to some degree, get in the mental space for this, you’re going to be just a little more prepared than somebody that is completely ignorant of understanding these concepts. Now, I’m not saying all employers just start a dialogue. I really believe it’s important to get experts that know how to do this, and whether they coach you on having that dialogue, whether they do the dialogue with you or maybe they do the dialogue themselves as the experts, it’s important to have dialogues and discussions around these things so that people are forewarned with information, and that way, they can be somewhat forearmed to be ready if and when these things start to occur.

Shane McNally: [00:52:56] That’s a great point. And I want to ask, too, as a follow-up, whether you are an employer or a leader in a corporate setting, where you’re going into the office every day or you manage like, for example, a grocery store, is it equally important for both sides to teach their employees and provide resources to be proactive and understand that ahead of time?

Dr. George Vergolias: [00:53:21] I think it is. I think what we see from the data, and unfortunately, we’ve got a lot of it, is from an industry perspective or a location perspective, these are equal opportunity attacks. We see them in manufacturing plants. We see them in churches. We see them in grade schools. We see them in daycares. We see them in grocery stores. We see them in a number of different types of environments.

Dr. George Vergolias: [00:53:48] And whether it is an unassociated attacker, Gendron was not associated with Topps. He picked it, there was a racial profiling, was what he did, and he chose it for that reason, just like the mosque attack in New Zealand, just like the Walmart attack, or it’s an ex-employee that’s disgruntled, and that is an associated, that’s a more personal attack, the company aggrieved me in some way, even if you feel like, well, we’re super low risk, we’re not a minority group, right wing groups aren’t going to attack us, right?

Dr. George Vergolias: [00:54:22] Okay. You’re some White church in the South, right? I’m being cliche here on purpose. Yeah. My guess is maybe White nationalist groups may not want to target you, if we’re using the right wing extremism, jihadist groups might. The point is, you can always have that disgruntled ex-parishioner, that disgruntled ex-worker that, for a number of reasons, decides at some point that they need to be heard and they’re going to be heard at the end of a gun. So, I think, yes, to your point, all employers need to be thinking, not panicking. Again, I want to give voice of caution and voice of cool heads here, but at least being forewarned and forearmed with information is really important in this day and age.

Shane McNally: [00:55:15] Yeah. And you mentioned, too, that experts are able to help out. Can you kind of just give a little bit of some insight into like what you mean by experts or what resources people should be utilizing?

Dr. George Vergolias: [00:55:26] Yeah. So, I’m going to talk, specifically, I’m a certified threat manager, I’m a forensic psychologist, so I have consulted with companies where I have trained the trainer, or I have trained HR or managers to have these discussions or to train their people on situational awareness. Other times, I’ve co-presented with them, and other times, we’ve just come in as experts and we’ve done the training ourselves.

Dr. George Vergolias: [00:55:50] There are other times we’ve facilitated roundtables, where people might get a training, and then they could come in for several weeks, and just have open discussion about their worries, or concerns, or even scenarios, right? Just have an open dialogue about these things. There are different ways that you can manage this in different organizations. Many organizations have their own security departments, and they might have their own trained people that understand threat management and threat assessment, and they don’t need outside experts, but a lot of them don’t have that, right? A lot of employers don’t have that access. And so, they do need that available.

Shane McNally: [00:56:25] Yeah, absolutely.

Dr. George Vergolias: [00:56:26] And by the way, Shane, let me just add real quick, I also do this at the individual level, right? This doesn’t have to be at the employer level. To this day, every time—my kids hate it, to this day, every time I go to a movie theater, and before the lights go down and before the previews start, I will say to them, “Alright. Where are the exits? If a guy comes in from-” and again, I always say a guy, because it tends to always be. “If a guy comes in from here, where are you going? If a guy comes in from there, where are you going?”

Dr. George Vergolias: [00:56:54] And it’s to the point that as soon as they start their sentence, “Yeah, Dad, we know. If a guy comes in from the left, we’re going over this seat and we’re going down to the exit down there. We’re going to keep a low profile and we’re going to duck behind the-“, and it’s almost a game now, but again, it’s ingrained in their head now. It’s ingrained in their head, and I just try to do that at the individual level as well.

Shane McNally: [00:57:14] I will also say, I can attest to that. Since working at R3, I have actually started to do that same thing, and I am not a certified threat manager or anything like that, but just kind of hearing those stories and and ways to do that, I will literally, like especially going to a movie theater or things like that, I do the exact same thing. So, yeah, it’s come to me, too. So, looking at like—we’ve talked about kind of preparing, and before, how you can help mitigate this as an employer. Looking at after the fact, if an event occurs, so say this shooting happens at your organization, what resources or what should leaders be doing to help this recovery process after the fact?

Dr. George Vergolias: [00:58:02] Few things off the top of my head that come to mind. One is, I think it’s important to give them access to counseling support resources. Now, what I mean by counseling is not necessarily formal therapy, right? Some people may need that, right? But if you remember what I said earlier, the majority of people adjust to trauma. They’re affected for a few weeks, but then they kind of get their life back, right?

Dr. George Vergolias: [00:58:27] They adjust, just like we adjust to grief, the loss of a loved one. Most of us, we absorb the blow and we get our life back slowly. We still are impacted, but we get our life back at a relatively functional level. Make resources available. One of the best resources is disruptive event management consulting and counseling, where clinical professionals come in, and they help people, totally voluntary for the individuals receiving it, but they help them process, talk through, make sense of, digest, if you will, the events and the impact on them.

Dr. George Vergolias: [00:59:04] A subset of those people, of those recipients, of those employees, they might need referral for more ongoing therapy. Nothing wrong there. That happens. But a lot of them, that initial impact or the impact of that intervention, I should say, can be very, very powerful, and you usually want to impact that within 24 to 48 hours. You don’t want to wait 10 days, two weeks, because what happens is what we know, even from a traumatic angle of the impact on the brain and your body, things start seeping in, and you start developing fear patterns and thought patterns, usually, already within 6 hours after an event, you can short-circuit those and reverse them if you have certain types of interventions within 12, 24, 36 hours.

Dr. George Vergolias: [00:59:49] You start going further out, there’s a risk that we start developing maladaptive habits and patterns. So, that’s why that kind of intervention, you want it very quickly and the goal is to build up their resilience, right? So, that’s one level. The other level and part of that service should also be management consulting. How does management handle the messaging? Right? If certain people are killed, do you share that openly in a message? Do you not share that? Do you give bereavement time to everybody to attend funerals? Do you not?

Dr. George Vergolias: [01:00:28] We literally have had questions where there’s blood at the work site. Do you clean it up before people come back and risk people feeling like you’re whitewashing over the event, or do you leave it and risk retraumatizing people when they come back? These are delicate questions—and these are delicate questions. Sorry about that, guys. There was a tornado warning, of all things, we were joking about on my phone.

Dr. George Vergolias: [01:00:57] And these are delicate questions that managers have to think about, and they have no experience, right? Because very rarely have you been through this before. Most employment locations, happens one time if—well, not most. Most, it never happens to. If it happens to any of them, the overwhelming majority of them have not had these large scale traumatic events occur at all. So, managers, it’s new to them, whereas folks like us, like R3, folks like threat managers like myself, this is what we do. This is the kind of crisis management, threat management work that we do.

Shane McNally: [01:01:35] Yeah, absolutely. And I think we’ve gone through, we’ve discussed the shooting in Buffalo. We’ve kind of gone through what employers and organizations should be doing beforehand, and following that event, and what resources are available out there, so thank you, Dr. Vergolias, for going from A to B on that. If the guests would like to hear more from you, or to get a hold of you, or anything like that, how would they be able to do that?

Dr. George Vergolias: [01:02:03] So, probably, the two best ways is my email at R3 is george.vergolias, V as in Victor-E-R-G-O-L-I-A-S as in Sam, @R-the number 3-the letter C as in Charlie-.com, or you can go to LinkedIn, and I won’t give you my whole actual address. If you type in George Vergolias, I’m the only one that pops up. Fortunately, I have a very uncommon name, so you should be able—a medical director at R3 and you should see me pretty readily.

Shane McNally: [01:02:38] Fantastic. Well, thank you very much for being with us today, Dr. Vergolias, and thank you, everybody, for listening.

Shane McNally: [01:02:45] R3 Continuum offers a plethora of services that can help organizations with disruptive event management, violence mitigation, disruption response and recovery, threats of violence, and behavioral health solutions that can help ensure the psychological and physical well-being of organizations and their employees. We make tomorrow better than today by helping people thrive. Connect with us and learn about our services at wwww.r3c.com or email us directly at info@r3c.com.

 

Show Underwriter

R3 Continuum (R3c) is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

R3 Continuum is the underwriter of Workplace MVP, a show which celebrates the everyday heroes–Workplace Most Valuable Professionals–in human resources, risk management, security, business continuity, and the C-suite who resolutely labor for the well-being of employees in their care, readying the workplace for and planning responses to disruption.

Connect with R3 Continuum:  Website | LinkedIn | Facebook | Twitter

Tagged With: affective violence, behavioral threat assessment, Buffalo, Dr. George Vergolias, mass shooting, NY, predatory violence, preventing workplace violence, R3 Continuum Playbook, workplace violence

The R3 Continuum Playbook: The Interplay of Stress and Burnout: What they are, How they Relate, and How to Combat Them

May 10, 2022 by John Ray

Stress and Burnout
Minneapolis St. Paul Studio
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Stress and Burnout

The R3 Continuum Playbook: The Interplay of Stress and Burnout: What they are, How they Relate, and How to Combat Them

Linda Saggau, Chief of Staff and Chief Strategy Officer at R3 Continuum, is the presenter in this webinar excerpt on the intersection of stress and burnout.  While some stress can be positive, negative stress can lead to health impacts: both physical and mental. Stress also directly correlates to burnout. Although they are different, the two often go hand in hand. Linda highlighted the differences between the two, explained the magnitude of burnout and its impact, and more.

The full webinar can be found here.

The R3 Continuum Playbook is presented by R3 Continuum and is produced by the Minneapolis-St.Paul Studio of Business RadioX®. R3 Continuum is the underwriter of Workplace MVP, the show which celebrates heroes in the workplace.

TRANSCRIPT

Shane McNally: [00:00:00] Broadcasting from the Business RadioX studios, here is your R3 Continuum Playbook. Brought to you by Workplace MVP sponsor, R3 Continuum, a global leader in workplace behavioral health, crisis, and security solutions.

Shane McNally: [00:00:13] Hi there. My name is Shane McNally, Digital Marketing Project Lead at R3 Continuum. On this episode of The R3 Continuum Playbook, we’re going to hear a segment from a recent webinar that was done with R3 Continuum Chief of Staff and Chief Strategy Officer, Linda Saggau. This webinar was titled The Interplay of Stress and Burnout: What They Are, How They Relate, and How to Combat Them. It may not be widely understood the differences between stress and burnout as they often go hand in hand, but they can have some significant differences. This webinar highlighted these differences and took a deeper look into the impact and effect that burnout can have on your employees and your organization as a whole.

Shane McNally: [00:00:53] And kind of like on that of doing self-assessments, we’re seeing it in other people, can you kind of go over what like the magnitude of all of burnout is in the workplace?

Linda Saggau: [00:01:04] Yeah, for sure. We put together this little slide for you all. The sources are stated down below. But this is pretty recent. This is research over the last maybe a couple of years. So, now that we understand what burnout is, it’s just important that you understand the magnitude. So, 75% of workers have experienced this. My guess, it’s probably more. The pandemic didn’t help, right? 40% specifically said they experienced it during the pandemic.

Linda Saggau: [00:01:40] So, you think about what our frontline healthcare workers have faced, again, burnout is complete exhaustion due to repeated exposure to emotionally demanding situations. Think about what they’ve been going through, and if you are one of them, thank you for everything you do, everything you’re going through, everything you’ve experienced. If you are experiencing burnout, don’t dismiss it.

Linda Saggau: [00:02:12] Take time to take care of yourself and put together a strategy to ensure that you can get out of it. 67% of workers said that increased over the pandemic. I can’t imagine why. Fortunately, my son was launched off to college, but so many of my coworkers had a new puppy, two children that they were homeschooling, cooking and household chores increased. There weren’t offices to have two people or two partners doing their conference calls.

Linda Saggau: [00:02:49] There were a lot of emotionally demanding situations over the pandemic, and they continue. We still have to be very, very cautious. And then, managers and individual contributors, they saw the pressure increase as well and their burnout increased as well. So, there was a quarter of them pretty equally that reported burnout. And as we look at the convergence of what’s going on, the news is emotionally demanding. Give yourself permission to take a rest from it.

Linda Saggau: [00:03:28] It doesn’t mean that we bury our heads to the needs of other people and the issues going on in the world, but give yourself permission to step away. Give yourself permission to step away from this thing and stop scrolling on Twitter, or Instagram, or LinkedIn, or whatever it is. There’s a moment where you’ve got to put it down. Pay attention to your sleep hygiene. If you can, resist the urge to bring this thing into bed with you. It’s one of the best things you can possibly do.

Shane McNally: [00:03:59] I absolutely—go ahead.

Linda Saggau: [00:04:00] Go ahead. Sorry.

Shane McNally: [00:04:01] I was going to say, I absolutely agree with the news and the Twitter. I was going to bring up Twitter, because sometimes, even I’ll catch like I’ll read something on there, and be like, nope, I can’t go into this, I can’t go down that rabbit hole type of thing, and give myself a break. I think that’s very relevant to me. So, I thought that was funny, you brought that up. So, we see obviously the magnitude, 75% of workers have experienced burnout. Can you kind of talk to us a little bit about the impact that that’s truly having?

Linda Saggau: [00:04:29] Yeah. Well, we’re seeing it in the great resignation, right? Not all of our companies, but we’re seeing it in many organizations. So, almost three times, well, I round up easily, 2.6 times, if you’re burned out, to seek a different job, and what these folks probably don’t understand is that their burnout is going to go with them, because the behaviors and the habits, maybe not taking care of oneself or whatever, are just going to go with them.

Linda Saggau: [00:05:03] So, you might want to consider, if there are good things about your job, and you’re being treated fairly and compensated fairly, you might want to stay there and just see like, okay, what happens if I deploy a self-care or burnout strategy? 63% are more likely to take a sick day and 23% are more likely to visit the emergency room. So, workplace stress and burnout costs a lot, and globally, it costs over 500 billion per year and there’s 550 million workdays lost. So, it is not only a devastating thing for people, but it’s a devastating thing for organizations, and our communities, and our economies.

Linda Saggau: [00:05:54] So, again, I kind of like to—when I talk about this topic, whoo, tempting to boil the ocean, but I want to just remind you that the change actually starts with you, taking care of yourself, noticing your own signs and symptoms, and kind of educating others when it’s appropriate, and helping them understand what they can do to help themselves. And then, they get to share and they get to share, they get to share, because waiting to see change to happen is not going to get at this problem. We just have to look at this as individuals in our communities, our workplaces, our families, and have productive, healthy conversations about it.

Shane McNally: [00:06:47] Yeah, absolutely. And I think it’s really interesting hearing the sharing pattern, it’s that trickle effect. It’s, I’m not a clinician, but here I am listening to you, and now, I’m understanding things and I can go tell my buddy that’s in healthcare that I know is struggling, but he’s just continuing to go. And now, you don’t have to be a clinician, I know you mentioned armchair therapists and all that, but you can lead them to different resources that we’ve kind of discussed throughout this as well. So, I appreciate that comment, too.

Linda Saggau: [00:07:17] Right. And that’s really the core of things like mental health first aid, it’s about sitting down with somebody, and saying, hey, I care about you. And I’ve noticed that it appears that you might not be doing well. How are you? And then, the opportunity is just to gently make suggestions to doors for help that people can walk through. And it’s how we serve others, but also if I ever slid into burnout again and I needed to have an intervention, I would hope that my colleagues, Shane, no pressure, would pull me aside, and say, hey, I’ve noticed, and it’s always done with the greatest care and compassion.

Linda Saggau: [00:08:10] It’s not about judging somebody. And I’ve literally seen people do those gentle interventions at work with their families and do them without judgment, and it’s actually helped people get closer. It’s not driven wedges. It actually helps people get closer, because you’re actually expressing care and concern, and you’re leading people to resources that are viable. You don’t want to send people to any resources that are not viable.

Shane McNally: [00:08:47] I’m sure most of us can relate to feeling stress while working. In fact, it’s very normal. Over time, however, if that stress is growing little by little, it can slowly lead to burnout. It’s important to understand how burnout can impact your organization and what can happen if it’s left unaddressed. R3 Continuum can help. Connect with us and learn about our services at www.r3c.com or email us directly at info@r3c.com.

 

Show Underwriter

R3 Continuum (R3c) is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

R3 Continuum is the underwriter of Workplace MVP, a show which celebrates the everyday heroes–Workplace Most Valuable Professionals–in human resources, risk management, security, business continuity, and the C-suite who resolutely labor for the well-being of employees in their care, readying the workplace for and planning responses to disruption.

Connect with R3 Continuum:  Website | LinkedIn | Facebook | Twitter

Tagged With: burnout, Linda Saggau, pandemic, R3 Continuum Playbook, stress, Workplace MVP

The R3 Continuum Playbook: Imposter Syndrome – How to Understand, Acknowledge, and Overcome It

April 7, 2022 by John Ray

Imposter Syndrome
Minneapolis St. Paul Studio
The R3 Continuum Playbook: Imposter Syndrome - How to Understand, Acknowledge, and Overcome It
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Imposter Syndrome

The R3 Continuum Playbook: Imposter Syndrome – How to Understand, Acknowledge, and Overcome It

Imposter Syndrome is not something new, but it is a current area of interest for those wanting to overcome the self-doubts that most people experience. In this excerpt from an R3 Continuum webinar, Dr. Tyler Arvig, Associate Medical Director, sheds light on exactly what Imposter Syndrome is, how it can impact your life and career if it is not addressed, and some ways to overcome it.

The full webinar, Imposter Syndrome – How to Understand, Acknowledge, and Overcome It, can be found here.

The R3 Continuum Playbook is presented by R3 Continuum and is produced by the Minneapolis-St.Paul Studio of Business RadioX®. R3 Continuum is the underwriter of Workplace MVP, the show which celebrates heroes in the workplace.

TRANSCRIPT

Intro: [00:00:00] Broadcasting from the Business RadioX Studios, here is your R3 Continuum Playbook. Brought to you by Workplace MVP sponsor, R3 Continuum, a global leader in workplace, behavioral health, crisis, and security solutions.

Shane McNally: [00:00:13] Hi there. My name is Shane McNally, Marketing Specialist for R3 Continuum. On this episode of the R3 Continuum Playbook, we’re featuring a segment from a recent webinar that was done with R3 Continuum’s Associate Medical Director, Dr. Tyler Arvig. This webinar was titled Imposter Syndrome: How to Understand, Acknowledge and Overcome It.

Shane McNally: [00:00:33] In this webinar, Dr. Arvig took a deeper dive into something that most of us have likely experienced at some point, but maybe didn’t even realize what it was. Imposter Syndrome. Imposter syndrome is defined as an internal experience of believing that you are not as competent as others perceive you to be. While it’s perfectly normal to feel this way, it can impact your mental well-being, job performance, and your ability to thrive within your career if it’s left unaddressed.

Shane McNally: [00:00:59] In this segment, Dr. Arvig provides expert advice into what you can do if you find yourself struggling with imposter syndrome.

Shane McNally: [00:01:07] What do you do if you are identifying with some of these traits?

Tyler Arvig: [00:01:12] Yeah. Well, first of all, realize that that’s normal. Humans have this wonderful ability to – we have frontal lobes and we can process things more intellectually and dig into things. But sometimes that can also have a downside, which is we overanalyze things. We worry too much about things. So, if you’re noticing these things in yourself, first of all, realize that it’s normal and it’s not pathological. We aren’t talking about pathology or you’re not sick. This isn’t an illness. It’s just your way of seeing yourself and seeing other people.

Tyler Arvig: [00:01:56] So, these are just some tips. They might work for you. They might not. But really just kind of think about these things as we talk about them. The first thing you do is show your feelings. Be transparent. If I’m having doubt in myself and what I’m feeling or my role or whatever, the first thing I can do is just, you know, talk to someone about that. Share that I’m feeling anxious or I’m feeling like I’m not maybe really part of this group or I’m not good enough. There’s something wrong with that. And everyone has those thoughts, but some people are reluctant to share them. But sharing those feelings can go a long way towards undoing what you might have built up in your mind about some of these things.

Tyler Arvig: [00:02:48] The second thing is, you know, assess your abilities. So, with imposter syndrome, what we’re talking about is, I don’t feel like I’m really good at doing what I’m doing. If the CEO – you know the CEO information that’s out there is interesting because you get these people that are heads of giant, multibillion-dollar corporations and, like, I’m not good enough to do this. Like, I’m not really that good. And, like, well, you must be because you got promoted to that level and that doesn’t happen by accident. But if we think of this as doubting our abilities, the second thing we can do is really assess our abilities. Objectively, how did I deal with that? Oh, actually, maybe I did pretty darn well with it. So, maybe some of my doubt in my abilities is misplaced.

Tyler Arvig: [00:03:46] Again, when it comes to confronting what we think of as faulty beliefs or beliefs that maybe don’t have a basis, in fact, the way you do that is by assessing facts, and then going, okay, here’s what I believe. Here’s what I actually did. What do they match up and what don’t they match up?

Tyler Arvig: [00:04:06] The third point here is to start small, which is don’t try and do everything all at once. Start with one thing. If I’m – I have – let’s say, I guess with this presentation, I’m like, oh, this presentation just didn’t go well. I feel like I didn’t know the topic and I was kind of fooling everyone and I didn’t really say anything that was intelligent. I could do a bunch of different things. I could go do a ton more research on the Internet and compare it to the slides I have and then talk to my boss and talk to this person, talk to that person. Or, maybe I just call Shane, be like, hey, Shane, how did that go? Like, did it go okay? Did it – start small. You don’t always need this big giant reaffirmation, but just a little affirmation. Chip away at it over time. And that can sometimes help to get you out of that mindset.

Tyler Arvig: [00:05:10] The fourth thing is question your thoughts. And if you’ve ever been involved in therapy or mental health treatment of any kind, one of the things we often do is when people have thoughts and those thoughts may or may not be based, in fact, the first thing we do is if someone says, “I think that this person doesn’t like me.” Okay. Well, look at that objectively. That thought, question it. Do I have any basis for that thought? What information confirms that thought? What information disconfirms that thought? Like, question it.

Tyler Arvig: [00:05:50] A thought is not a fact. A thought is thought. Right? So, start questioning your thoughts, especially those thoughts that lead to self-doubt or negativity, which, by the way, doesn’t mean you’re not going to do anything that’s wrong or the things might not happen that are negative because you will and they do. But one of the things we often do is one negative thing can happen, 99 positive things can happen. And what we walk away with is the one negative thing. We don’t walk away with all the other stuff that went really well. So, questioning your thoughts is one way of balancing out your mindset when it comes to some of these things.

Tyler Arvig: [00:06:33] Limiting social media is a big one, particularly when it comes to – well, I was going to say particularly when it comes to social, but I would say actually in relation to everything. I joke with my wife that no one posts on social media, yes, I got drunk last night and my marriage is falling apart, and this, and I’m losing my house. No one posts the bad stuff on social media. What you see is, you know, happy people and smiling people and people on vacation and people getting promotions and people doing this and people doing that. And there’s nothing wrong with that. That’s fine.

Tyler Arvig: [00:07:09] But what that can lead to is, you know, when I look at my life, I’m not happy with a lot of things and I look externally at social media and everyone’s happy about things. And then, you start to feel like you’re less than other people, or they have their stuff together and you don’t. Well, that’s not the case. It’s just, again, people post happy things. They don’t post negative things sometimes. But it leads to a comparison that’s not an accurate comparison. You know, if we get a true apples-to-apples comparison, we’re probably all kind of in the same boat. We have some stuff that’s good. We have some stuff that’s bad. And most of the time, we’re somewhere in the middle. But consuming constant social media is one way to really get yourself mentally in the wrong headspace when it comes to these comparisons with others and comparing your own abilities.

Tyler Arvig: [00:08:09] Don’t let it stop you. This might seem kind of obvious, but, you know, Tom Hanks said every – you know, the first week of every movie, he has his doubts and he thinks he is going to get fired. He doesn’t quit the movie in that first week. Right? He keeps working.

Tyler Arvig: [00:08:30] So, as with most things in our lives that are negative or negative thoughts pushing through, most of the time what we’re going to find is that what we think doesn’t come to fruition. And, we only can figure that out if we keep pushing through. If we stop every time we hit a barrier, we’re never going to move beyond that barrier.

Tyler Arvig: [00:08:57] Most things we worry about never happen, which as a quick aside for any trivia buffs, Tom Petty said the best line he ever wrote in a song is, is most things I worry about never happen anyway. It’s just we worry about things. That’s what we do. Most of the time, those things never happen. So, if we let it stop us, then we’ve created a problem for ourselves in our lives. If those CEOs and those sports stars and all those other people stopped in their tracks because they felt, I’m really a phony, I’m not going to make it, they wouldn’t make it. So, don’t do that. And then, I already talked in social media, really, about comparing ourselves to others, but there’s really not much value in it. So, try not to do that as well.

Shane McNally: [00:09:46] What I really find interesting about imposter syndrome is that it’s something that I think most people could probably relate to at some point, both in the work environment and in personal lives as well. Imposter syndrome can have a negative impact on mental well-being of employees if left unaddressed. R3 Continuum can help. Connect with us and learn about our services at r3c.com or email us directly at info@r3c.com.

  

Show Underwriter

R3 Continuum (R3c) is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

R3 Continuum is the underwriter of Workplace MVP, a show which celebrates the everyday heroes–Workplace Most Valuable Professionals–in human resources, risk management, security, business continuity, and the C-suite who resolutely labor for the well-being of employees in their care, readying the workplace for and planning responses to disruption.

Connect with R3 Continuum:  Website | LinkedIn | Facebook | Twitter

Tagged With: Dr. Tyler Arvig, imposter syndrome, R3 Continuum, R3 Continuum Playbook, Workplace MVP

The R3 Continuum Playbook: The Aftermath of Disruption: How to Create an Emotionally Healthy Workplace

March 31, 2022 by John Ray

Emotionally Healthy Workplace
Minneapolis St. Paul Studio
The R3 Continuum Playbook: The Aftermath of Disruption: How to Create an Emotionally Healthy Workplace
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Emotionally Healthy Workplace

The R3 Continuum Playbook: The Aftermath of Disruption: How to Create an Emotionally Healthy Workplace

How can you maintain an emotionally healthy workplace which promotes positivity, hardiness, and healing? At the same time, how can you do so without diminishing productivity? In a recent webinar, Jeff Gorter, VP of Clinical Crisis Response at R3 Continuum, answered these questions and much more, including the best long-term strategies to support employees after a disruption.

The full webinar, Ask the Expert: The Aftermath of Disruption: How to Create an Emotionally Healthy Workplace, can be found here. The R3 Continuum Playbook is presented by R3 Continuum and is produced by the Minneapolis-St.Paul Studio of Business RadioX®. R3 Continuum is the underwriter of Workplace MVP, the show which celebrates heroes in the workplace.

TRANSCRIPT

Intro: [00:00:00] Broadcasting from the Business RadioX Studios, here is your R3 Continuum Playbook. Brought to you by Workplace MVP sponsor, R3 Continuum, a global leader in workplace behavioral health, crisis, and security solutions.

Shane McNally: [00:00:14] Hi there. My name is Shane McNally, Marketing Specialist for R3 Continuum. On this episode of the R3 Continuum Playbook, we’re featuring a segment from a recent webinar that was done with R3 Continuum’s Vice-President of Crisis Response Clinical Services, Jeff Gorter.

Shane McNally: [00:00:29] The webinar was titled The Aftermath of Disruption: How to Create an Emotionally Healthy Workplace. This was an ask the expert webinar, where Jeff was answering questions that the attendees submitted when they registered for the webinar. We discussed how to provide support to employees in the aftermath of a workplace disruption, how asset framing can change a company’s narrative, how to avoid negative group thinking, and how to create emotionally healthy support system within your workplace.

Shane McNally: [00:00:56] In this segment from the webinar, Jeff discusses long term strategies that organizations and leaders can implement into their work environment to help create an emotionally healthy workplace.

Jeff Gorter: [00:01:07] Some further best practices, some further long term strategies that organizations are incorporating is recognizing that safety concerns right now are paramount in this current phase, in this transition phase. And by safety, I mean both psychological and physical safety. Again, we may feel quite confident about where we stand, not only in our traditional safety operations, but also our safety measures we’ve taken to address COVID.

Jeff Gorter: [00:01:38] But that doesn’t necessarily mean automatically that people feel psychologically safe about that. They may still have questions. They may still wonder. And particularly if we are not communicating transparently to the workforce about what steps we’ve taken to address their safety needs, their safety concerns, you’re going to be constantly playing catch up.

Jeff Gorter: [00:02:02] And so, organizations communicating transparently about here’s what we are doing to address your safety concerns in a larger picture, all of that builds in the culture of health, all of that influences and facilitates that culture of health. That also engenders the trust and engagement of the organization. That reinforces the sense of strength, of hardiness, of perseverance before the next crisis occurs.

Jeff Gorter: [00:02:34] Knowing that we learned some things from the last crisis that we are stronger because of that. Remember that post-traumatic growth and post-traumatic depreciation, and those who recovered the quickest from the depreciation were those who grew the strongest because of that. The struggles we went through directly influences our growth.

Jeff Gorter: [00:02:57] And so, those organizations that are able to highlight here’s what we learned, here’s how we grew, here’s how we are taking additional steps for your psychological and physical safety, builds a culture of health that can withstand the next crisis that’s going to come. And we know there will be. We know there will be other crises. And so, that helps build the hardiness.

Jeff Gorter: [00:03:23] Prioritizing that culture of well-being by incorporating that asset framing approach and that appreciative inquiry, make that part of our standard business operations, make that part of our standard operating procedures. Being able to approach things from that asset perspective, that positive perspective, and asking questions that continue to build on influences that care.

Jeff Gorter: [00:03:53] And continually assessing, opening a regular dialogue with your employees regarding their needs and involving them in those improvement efforts, that kind of engagement gives them a voice. And having a voice is empowering. Think about it, having a voice, being able to have a sense of agency, of influence following two years in which I felt completely out of control, in which I felt like I had no agency, in which I wasn’t able to effectively change or influence things. It was kind of just getting by.

Jeff Gorter: [00:04:29] And so, being able to engage them in what are your needs, and how can we help them, and what suggestions do you have, that kind of improvement dialogue back and forth reinforces a sense of agency and a sense of control, which leads to an empowered and engaged workforce.

Shane McNally: [00:04:51] Creating and maintaining an emotionally healthy workplace can be difficult, but it’s incredibly important. Looking for more information on how to provide psychological and physical well-being to your employees? R3 Continuum can help. Learn more about our R3 Continuum services and contact us at www.r3c.com or email us directly at info@r3c.com.

 

 

Show Underwriter

R3 Continuum (R3c) is a global leader in workplace behavioral health and security solutions. R3c helps ensure the psychological and physical safety of organizations and their people in today’s ever-changing and often unpredictable world. Through their continuum of tailored solutions, including evaluations, crisis response, executive optimization, protective services, and more, they help organizations maintain and cultivate a workplace of wellbeing so that their people can thrive. Learn more about R3c at www.r3c.com.

R3 Continuum is the underwriter of Workplace MVP, a show which celebrates the everyday heroes–Workplace Most Valuable Professionals–in human resources, risk management, security, business continuity, and the C-suite who resolutely labor for the well-being of employees in their care, readying the workplace for and planning responses to disruption.

Connect with R3 Continuum:  Website | LinkedIn | Facebook | Twitter

Tagged With: Disruption, emotionally healthy workplace, Jeff Gorter, R3 Continuum, R3 Continuum Playbook, Workplace MVP

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