Developing Better Stronger Healthier

Beyond Just Wishful Thinking or Another New Program!

By: John R. Robertson. 

ICISF Approved Instructor and Member 

Have you ever noticed how many times, programs and training frequently end with the ‘now what?” question? Basically, we get training in this area and then are informed that there is more training we should get in that area of the 1st training. 

When it comes to Developing Better Stronger Healthier, Beyond Just Wishful Thinking or another new Program, you know that it requires leadership support and buy-in. The bottom line is there needs to be some ROI or at least a process to implement which can be seen, tracked, and measured. Obviously, lots of us love to do events, conferences, or perhaps it is being the one speaking, or training. Either way, the key question is always, “what about the change? What about the difference?”

Basically, if it was selling autos, we would say it feels like we are constantly being upsold! 

In a tragic irony, the process is actually quite normal, in fact to use part of the expression ‘it is normal people doing normal things in an abnormal educational context’

There are 3 things that I consistently notice with this programmatic approach to building peer support and wellness in the workplace. 

• The event is never the real crisis 
• How leadership handles the change/crisis/storm tilts the workplace and workforce towards healthy or unhealthy. It will never leave it neutral.
• Lastly, the wrong person doing an intervention, providing support, can frequently be worse than the event? Whether he or she is an internal peer or external MH person is secondary as the ripple from this wrong person will challenge ‘getting back to a new norm’ in ways that most leadership and peers had not thought of.

Bottom line there is no psychological health and safety, peer support, resilience [never mind thriving] if there is no social safety. This can happen with the trainer doing the training as well– they get the content but do not ‘get it’! 

I was called into a situation where this very thing happened. The difference was that there were two people, one as the EAP MH and the other as the team member. It was a first responder culture, so they already had their own ethos when it came to being “FINE” or “GOOD”.

The brief overview of this tragic situation was a young emergency personnel had ended his shift and got to the parking lot and dropped. While their colleagues worked on the person, there was nothing that worked. The short version was this 30 something-year-old had an aneurysm and died. He had a two-month-old baby at home. Added to that, one of their colleagues had been killed in a home mechanics shop tragedy 2 days earlier. 

I received a phone call from the EAP to ask if I would be willing to go on site and address some of the fall-out. It was rippling into other areas, including the support staff, and things had escalated. 

I arrived on scene, was escorted into the area where the first responders work. I was greeted at the door by the most senior rank officer and greeted with the words, [corrected for G-rating] “what the heck do you think you are doing here? We do not need anyone else from the stupid EAP or internal experts.”

I call it the hot water-tea bag principle as values always leak out in hot water [like a tea bag]. Tragically leadership and organizations spend thousands on training, courses, and other great things however what will leak out in hot water is not getting resolved. If there is a desire to grow a workplace where people want to work, and the kind peer support leadership people trust and respect then it is an inside out approach to allow it to thrive.

To be better, stronger, healthier!

4 assets must be in play, with their respective facets requires a rethink of the traditional reactive, whack-a-mole approach of supporting persons into a developmental, or intentional, approach.

1. First Asset is a strong core. This asset has five facets. First, leadership must have the physical health to be able to follow it through. Leadership must have the emotional well being to be able to address these concerns. The third facet is trust, trust for one another, trust for the leadership, trust for the organization, trust for the plan. Another facet is ensuring that the right people are in the right places and for the right reasons. And the final facet is a true ownership and buy-in to the values
2. Second Asset is aligned motivation. This is the foundation to ensure that the plan works, not a series of checklists of to-dos, it has four facets. The first facet is the motivation – it must be pure, not about compliance, but about health, and well-being. It must be values-anchored, so it is about alignment, engagement, and respect. The next facet is the leadership must have a trust building communication style. The style that allows leaders to deal with difficult people to deal with conflict to invite, engage, and ensure compliance when it is needed. Another facet is collective accountability. This means expressions like not my job, I’m too busy, are not heard
3. Third Asset is a targeted strategy. This is the fertile soil where growth happens. If this targeted strategy is not established, the new norm seldom results in being positive or healthy. The facets include a leadership who understands that normal people have normal reactions to abnormal situations. Leadership must understand that this is a reaction to a crisis or change and not a performance issue. Second facet is that leadership must provide tactical support. Another facet is leadership must work with other leadership and the team afterwards to address, heal, or follow through on some of the gaps that happened. And the final facet is leadership must model well-being. They must be willing to normalize their reactions to abnormal events. If these facets are not in place the 4th Asset will not happen
4. The final Asset is defining a refinable new norm. One of the realities is beliefs, values, and a variety of other elements have been impacted through crisis/change. People may question their roles, people may be questioning the leadership, or what the real values are of the organization. People may be looking at leaving, new personnel required, or maybe some of the roles need to change for the organization to grow forward. The four facets involved in DRNN is first the new norm needs to be defined. This means leadership needs to meet to define and clarify what the new norm looks like; meet with others to clarify some of the things that have changed, what needs to be clarified to move forward in health. The second facet is there needs to be a launch plan. People need to be reminded that this plan is refinable but there has to be a sense of a plan. The third facet is the new plan must be faith focused, not fear focused. It has to have a positive orientation in its ethos around what leadership and the organization stands for. The final facet is leadership needs to be able to rally buy-in

Transforming the traditional crisis response, beyond just a CISM intervention, an EAP call, with   some organizational personnel, so your organization, leadership and personnel thrive afterwards.

However, let me be crystal clear – this is not another layer of responsibilities, or even more “to do’s” on a leader’s already overcrowded plate. 

I know that leadership holds the reins for many things, in fact they can result in steering a workplace completely off the trail and into a ditch. I am not pretending that this does not happen. However, look at the ever-increasing demands that are being added to leaders’ plates when it comes to the wellbeing of people. 

Ask almost any leader ‘did you get into leadership to focus on these concerns for the wellbeing and workforce wellness, pressures for culture, recruitment/retention, and the obvious productivity?”

Workplace wellness is not a 1 size fits all, but it requires these 4 assets [and their facets] to come though crisis/change and thrive. it can never be a program, or training, that one does and it all works.

It requires a consistent effort in a steady direction to be 

Better Stronger Healthier – Beyond Just Wishful Thinking or another new Program! 

It requires the willingness to Run Toward the Roar to thrive!

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Self-Care is Community Care: The Vital Role of Resilience in Critical Incident Stress Management Teams

By: Nicole E. Ferry, MPA

In the world of public safety, the men and women who dedicate their lives to protect and serve our communities often face unimaginable challenges. They stand on the front lines, confronting the darkest aspects of humanity while striving to maintain order and safety. The toll of such a demanding profession can be immense, making resilience a crucial aspect of their journey. In this article, we will explore the profound connection between self-care and community care, emphasizing the importance of resilience for those involved in Critical Incident Stress Management (CISM).

The Backbone of Our Communities

Law enforcement officers, firefighters, paramedics, and other first responders are the backbone of our communities. They rush towards danger when others flee, offering solace and support when chaos strikes. Their commitment to public safety often means encountering traumatic events, witnessing human suffering, and making split-second, life-altering decisions.

This continuous exposure to critical incidents can take a heavy toll on their mental and emotional well-being. As a society, we owe it to these brave individuals to not only recognize their sacrifices but also provide them with the tools and support they need to thrive in their roles.

The Heart of Resilience

At the heart of resilience lies the understanding that self-care is not a selfish act but rather a fundamental building block of community care. Resilience is not the absence of stress or trauma; it is the ability to bounce back from adversity and grow stronger through experience. For those involved in Critical Incident Stress Management, cultivating resilience is both a personal and professional imperative.

Resilience starts with self-awareness. It means acknowledging the emotional toll that the job can take and recognizing the importance of addressing it. In the world of CISM, where professionals are dedicated to helping others cope with trauma, self-care often takes a backseat. However, it is crucial to remember that one cannot pour from an empty cup.

The Ripple Effect of Self-Care

The ripple effect of self-care within the world of CISM is profound. When those who provide support and care for others prioritize their own well-being, they become better equipped to serve their communities effectively. Resilience is not only about weathering the storm but also about guiding others through it. By taking care of themselves, CISM professionals set a powerful example for their colleagues and the community at large.

When CISM Team members prioritize their mental, emotional, and physical health, they become more empathetic listeners, better communicators, and more effective counselors. This, in turn, enhances the quality of support they can provide to first responders and those affected by critical incidents. In essence, self-care becomes a cornerstone of community care.

Strategies for Building Resilience

Building resilience is a journey that requires dedication and a multifaceted approach. Here are some strategies that CISM Teams and first responders can incorporate into their lives:

Mindfulness and Meditation: These practices can help individuals manage stress, increase self-awareness, and improve their emotional well-being.

Physical Health: Regular exercise, a balanced diet, and sufficient sleep are essential for maintaining physical health, which is closely linked to mental well-being.

Peer Support: CISM has peer support as its bedrock. Teams need to connect with colleagues who understand the unique challenges of the profession. Sharing experiences and seeking support from peers can be immensely beneficial.

Professional Help: There should be no stigma attached to seeking professional help when needed. Therapists, counselors, and mental health professionals can provide valuable guidance and support.

Work-Life Balance: Strive to maintain a healthy work-life balance to prevent burnout. Taking time to engage in hobbies and spend quality time with loved ones is essential.

Training and Education: Continuously update your knowledge and skills in the field of CISM. Staying informed about the latest techniques and best practices can enhance your ability to provide effective support.

The Healing Power of Connection

In the world of Critical Incident Stress Management, where the pain and suffering of others often become the focal point, it can be easy to lose sight of one’s own needs. However, it is crucial to remember that self-care is not a solitary endeavor. It is a journey that is deeply interconnected with the well-being of the entire community.

When CISM Team members prioritize their own resilience and well-being, they not only become better equipped to provide support but also inspire those they serve to do the same. The healing power of connection extends beyond the immediate aftermath of a critical incident; it reverberates through the community, fostering a culture of care and compassion.

Conclusion

In the world of public safety, Critical Incident Stress Management professionals play a vital role in helping individuals and communities cope with trauma and adversity. However, their effectiveness in this role is closely tied to their own resilience and well-being. Self-care is not a selfish act but rather an essential component of community care.

By recognizing the profound connection between self-care and community care, those involved in CISM teams can build resilience that not only sustains them through the challenges they face but also empowers them to better serve their communities. Resilience is not about bouncing back; it’s about bouncing forward, stronger, and more prepared to make a positive impact on the world. In the world of CISM, self-care is not an option; it’s a responsibility—an essential act of love for oneself and one’s community.

Biography

Nicole E. Ferry, MPA, ICISF member, is a seasoned public safety leader with 26 years in law enforcement, specializing in areas like mental health, suicide prevention, and human trafficking. As a Special Agent in Charge (Ret.), she has been dedicated to promoting well-being and resilience within the field. Nicole is a graduate of the FBI National Academy and holds a Master’s in Public Administration with a focus on Homeland Security. She’s also a certified yoga instructor and RISE Evidenced Based Stress Reduction Facilitator. Based in Massachusetts, she enjoys outdoor activities and travels with her family.

Taking Our Own Self-Care Advice Is Hard

 The Poster Child

By: Fuzzy Lake, MDiv, CPC, CGW, CCISN, CRTS

I began my volunteer career in the early 1990’s as a volunteer chaplain at our local hospital in the hometown where I lived in South-Central Indiana. Shortly thereafter, I added a volunteer chaplain position to our local Indiana State Police Post to that resume, and then off and on, some of the other emergency services in our county. I ran a small business with 12 employees and pastored a church while I did that.

I went into ministry later in life, after a tumultuous childhood and 10-year stint trying to be a functioning alcoholic, I met a Higher Power, whom I choose to call God, and got sober in 1984. I struggled for several years until I met my sponsor, and he helped me learn all the things about being a husband, man, and father that I was never taught. With that coming together, I felt the call to deepen that relationship with my Higher Power and go into Ministry.

As is the case with most recovering and non-recovering alcoholics, we are all in. This ministry for me was no different. I was all in. After a while, I became the community “go to guy” to call when you had a crisis. Even before I knew what crisis intervention was.

I flew to Maryland in 1991 to take my first course in CISM. It was a group class. After the class, I landed in Indianapolis, Indiana, where I checked my messages on my phone. I found I had a message from the Indiana State Police Post Command, asking if I knew anything about CISM. There was a volunteer fire dept. asking for a CISD and wanted it done right away. I found someone to help and did a CISD the next day.

Later that year I took the Assisting Individuals in Crisis class. This is the one that would change my life as a pastor and chaplain forever. Before I would spend hours with couples and individuals doing pastoral counseling with them. Once I found out that most of them just needed crisis intervention, I began to do things differently.  By doing crisis intervention rather than either chaplain or pastoral care, I could see more people in less time.

Yes, that is what I said. More people in less time. And that is what I did. Remember I said ‘all-in”.

With the help of a friend, we started our county CISM team, which now covers 5 counties in Indiana and has 53 members, including a specially trained CISM Dog.

Fast forward 23 years. I was called to the local hospital for a fetal demise. We still called them stillborn’ s at the time. I spent a couple hours with family. Mom was in ICU because of complications in the delivery. She could not see the baby. Just the rest of the family. I walked with the nurse to the basement morgue and delivered the baby to the cooler. The next morning the same nurse called me and asked me if I would come back to the hospital and help her take the baby out of the cooler and let his mom see him in ICU. She was awake and alert. I had reservations; however, the baby was still there, and he looked the same as he did the night before. After wrapping him in a warm Afghan, we took him upstairs for his mom to see him. She held him for about an hour and then we took him back to the morgue.

When I walked out of the hospital that day, I was done with ministry. I had reached the bottom of the candle, and I was so gone that I could not even find my truck that was parked in the usual chaplain’s parking place. I had to have someone help me find it.

I got back to my office and called my wife. I knew I needed help. I also knew that I had PTSD from childhood. I looked up some people who did EMDR and found a therapist that did that in our area.

I met with him twice so that he could get information. And then he said something that I want to share with all my friends who are just like me. Those people who are “All-In”. He said, “Fuzzy, I believe you have some PTSD from childhood. But it is nothing compared to the trauma you have suffered in your ministry.”

Nothing compared to the trauma I had suffered in my ministry!! Wow. Those were hard words to hear. I keep great records. He asked me if I could list all the celebrations of life’s that I had done for children and people who had completed suicide. There were 18 suicides and 49 children under the age of 18. That did not count for he 100’s of others that I did in the then 23 years of ministry.

That’s when I changed the way I did things. To keep my sobriety and my sanity, I had to not only learn how to say “No”, but I also had to learn how to say “Hell No”. For those people who would not take no for an answer.

Then I also learned how to do “me” time. Even though I knew what to do, I rarely practiced it. I taught it and did not do it. While I still sometimes am tempted to be all things to all people, I know that I cannot, and I will not.

All of this to say I know there are lots of people reading this that have been there or are there now. I hope you take this as a wake-up call. Don’t get to the place I was at. It was a very dark place. If ever there was a time when I was close to drinking again, it was there.

Remember, rarely, if ever, can you un-see, un-hear, or un-smell a trauma. And when you hear someone else’s trauma, you take that on also.

FOR IMMEDIATE RELEASE

February 15, 2024

Media Contact:

Jenna Johnson | 843-371-8216 | [email protected]

CSU’s Dewey Center for Chaplaincy partners with ICISF

Group photo: (L-R) Dr. Michael Wilder, CSU provost and vice president for academic affairs; Dr. David Baggs, CSU vice president for development; Keith Faulkner, CSU president; Luke Blackmon, vice president for business affairs; Rev. Rob Dewey; Dr. Ron Harvell, director of the Dewey Center for Chaplaincy; Dr. Ben Phillips, dean of the College of Christian Studies; Thomas Nicholson, leader of the Fellowship of Christian Athletes at CSU; Dr. Michael Bryant, vice president for strategic planning, faith integration, and Christian leadership; and Sundi Romano, office manager for the Dewey Center.

CHARLESTON, SC – The Dewey Center for Chaplaincy at Charleston Southern University recently entered into a strategic partnership with the International Critical Incident Stress Foundation, Inc., of Ellicott City, Maryland.

Dr. Ron Harvell, director of the Dewey Center, said, “Together, we will provide accessible training for those serving, or preparing to serve, in environments where crisis intervention skills are deeply needed, to promote one another’s missions, and disseminate information.”

The Dewey Center for Chaplaincy’s mission is to increase chaplaincy ministry skills using education and training to provide the world with more confident, courageous, and compassionate servant leaders.  Through CSU’s College of Christian Studies, CSU provides the only accredited Bachelor of Arts degree in chaplaincy ministry in the United States. Students may major or minor in chaplaincy ministry or take classes as electives. These courses include Introduction to Crisis Ministry, Foundations in Chaplaincy Ministry, Christian Counseling, and Internships.

The Center’s training programs have awarded training certificates to over 800 students in the past four years.  Current training programs include Mental Health First Aid, Suicide Prevention, Human Flourishing, Pastoral Care Intervention, and PTSD training for Global Leaders.

The Center was launched in 2020 after Rev. Rob Dewey and his wife, Kathy, committed $2 million to establish the Center through annual gifts and listing CSU as a beneficiary of their estate. Dewey said this strategic partnership is monumental, considering the fact that ICISF trains upwards of 40,000 first responders, nurses, and pastors each year. He added, “I came in contact with the International Critical Incident Stress Foundation, Inc. in 1996 as a consumer. I went to one of their in-person conferences and said, ‘Man, this is what I have been trying to do on the streets of Charleston, North Charleston, Goose Creek, but I didn’t have a formula to go with it.’”

Richard Barton, ICISF Chief Executive Officer, said, “Our strategic partnership with the Dewey Center for Chaplaincy is a wonderful addition. I believe that we will be able to carry out some very meaningful work to support each other. We look forward to working with their organization in the future.”  In addition to cross promotional opportunities, the two organizations will explore curriculum and course content development as well as looking into the ICISF-approved Instructor Candidate Program.

The first event in collaboration with the Dewey Center and ICISF partnership will be the Spiritual Care in Crises Conference at Charleston Southern University April 2-6.  Some of the lead trainers include:

• George Everly: ICISF; Johns Hopkins – disaster mental health, resilience, crisis intervention, terrorism, psychological first aid
• Victor Welzant: ICISF; Crisis Intervention, Critical Incident Stress Management, Suicide, Disaster Behavioral Health and the impact and treatment of trauma
• Tyler Vanderweele: Harvard; integrating empirical social sciences and humanities on topics central to human flourishing such as purpose, virtue, marriage and family, religion, work, etc.
• Rev Rob Dewey: Director of Low Country Chaplaincy, Co-author of Pastoral Care Intervention courses; Critical Incidents in Places of Worship- Providing Effective Crisis Support

Courses offered:

• Assisting Individuals in Crisis and Group Crisis Intervention
• Emotional and Spiritual Care in Disasters
• Global PTSD Training for Ministry Leaders
• Human Spirit and Faith Tactics in CISM
• Pastoral Crisis Intervention
• Pastoral Crisis Intervention Approved Instructor Candidate Program
• Spiritual and Psychological First Aid

To register for this upcoming conference, click here.

The ICISF offers these and a variety of education and training programs, both in person and virtually. Primary courses for someone new to Critical Incident Stress Management (CISM) are their Core Courses (Assisting Individuals in Crisis & Group Crisis Intervention) which provide the foundation for crisis intervention. From there, individuals can participate in Advanced Core Courses to further their crisis intervention skills; profession specific courses, such as CISM in the College and University Setting, Grief Following Trauma and Spiritual and Psychological First Aid; CISM Refreshers, which offer practice scenarios; and Learning with Leaders, which are short presentations where subject matter experts share their expertise.

In addition to providing training opportunities, ICISF also provides CISM certification, CISM support and many more resources, such as the Crisis Journal, Crisis Resource Library, CISM Bookstore, CISM Live Series, CISM News (monthly blog), and the ICISF Podcast Series. Learn more about ICISF’s strategic partnerships, offerings, and resources at ICISF.org.

Photo: Luke Blackmon, CSU vice president for business affairs, the Rev. Rob Dewey, and Dr. Ron Harvell sign the agreement with ICISF.

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About Charleston Southern University:  Founded in 1964 in the heart of the Charleston metro area, Charleston Southern University is a private, Christian liberal arts university. With an enrollment of more than 3,500 students, CSU offers more than 80 academically rigorous and faith-integrated undergraduate, graduate, and doctoral programs. Charleston Southern has been recognized by U.S. News & World Report nationally for Best Online Bachelor’s Programs and – Best Online Bachelor’s Programs for Veterans. Students can learn online or in a traditional classroom setting, all while discovering their pathway to purpose.

About ICISF:  The mission of the ICISF is to be the leader in providing education, training, consultation, and support services in comprehensive crisis intervention and disaster behavioral health services to emergency responders, and other professions, organizations and communities worldwide.