Relationship Education Matters for You, Too  Preventing Burnout through Self Care

Relationship Education Matters for You, Too Preventing Burnout through Self Care

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OPERATOR: Good day and welcome
to the National Resource Center for Healthy Marriage and Family Relationship Education
Matters for You, Too: Preventing Burnout
through Self Care Webinar. Today’s conference
is being recorded. I would now like to turn the conference
over to Jennifer Shapiro. Please go ahead. JENNIFER: Hi, everyone and
welcome to today’s webinar. We are excited that
you are able to join us. Before we get started I wanted to just talk a little
bit about the webinar room and what you’re looking at. So if you can’t hear me, this is just a reminder visually to turn on your
computer speakers so that you can
hear the presentation. And then throughout the webinar we are going to ask
you polling questions, we are also going to prompt
you to enter any questions that you may have in the Q&A
box in your lower right corner. Just so that you know when you enter
information into that Q&A box it is visible to everyone,
so just being mindful of that. Then up in the upper
right corner of your screen there is a list of resources
that you can download. And the way that you
download those resources is by clicking on
the drop down menu and then you can
download all of the resources. Or you can select each resource and then hit the
download file button below. The resource list in the
downloadable resources pod includes a list of
resources available through the National Resource Center for
Healthy Marriage and Families about this topic
as well as resources that our speakers
are going to recommend. In addition you can find the
speaker bios for today’s webinar in the
downloadable resource box. And then later on in the webinar we will talk about
the link available to you in the web links pod. For today’s webinar we are going
to talk a little bit about understanding vicarious
trauma and fostering individual and organizational resilience followed by a
question and answer session. For our presenters
today we have Robyn Cenizal who is the Project Director for
the National Resource Center for Healthy
Marriage and Families, a federally funded
initiative that promotes the integration of
healthy relationship skills into social
service delivery systems as part of a holistic approach
to strengthening families. In addition to ten
years of federal level work in the family
strengthening healthy marriage and responsible
fatherhood fields, she also has over 26 years
of local government experience, specializing in strategic
public/private partnerships to mitigate community distress
including broad expertise with family
strengthening, child welfare, workforce development,
violence prevention, offender reentry
and poverty reduction. She is a certified
family life educator and has authored
numerous publications on promising
practices associated with serving low income and
culturally diverse populations. We’ll also hear
from Lisa Tieszen who is a Senior
Partner with Resilience Work. She widely consults to
projects including the State Victim Assistance
Academy Resource Center, Collective Healing and
Vicarious Trauma Toolkit and all projects funded by the Federal Office
for Victims of Crime. She has spent over 30 years
in health care organizations developing and
directing projects, responding to patients
and staff affected by trauma. It was while on a
child abuse team at Boston Children’s Hospital
that she along with colleagues began to identify the
co-occurrence of child abuse and domestic violence. There in 1984 she
helped to launch the first domestic
violence advocacy project in a pediatric
health care setting. Lisa actively engages
with organizations and teams through training
and consultation to strengthen the resilience and
enhance their overall health with an emphasis on
trauma-informed principles. She consults widely to domestic
and sexual violence programs, as well as legal services
groups and works clinically with survivors of
childhood and adult trauma in her private
psychotherapy practice in Brooklyn, Massachusetts. Finally we will
hear from Karen Johnson who is the Senior Director
of Trauma Informed Services at the National
Council for Behavioral Health. She provides consultation, training and technical
assistance to organizations, systems and communities to
heighten awareness of the impact and prevalence of trauma and to advance the adoption
of trauma informed approaches. Karen is passionate about the National
Council’s work with schools, striving to
become trauma sensitive and is the lead on
the agency’s partnership with Kaiser Permanente to create a change package for advancing
trauma informed approaches within the primary care setting. Karen’s work prior
to the National Council includes over 19
years of clinical and administrative experience in child welfare and
community based mental health at SaintA in
Milwaukee, Wisconsin. She is also the
parent of an adult child with severe and
chronic mental illness. With her joint professional
and lived experiences Karen brings a distinct
perspective to mental health, addictions and recovery
work across organizations, systems and communities. And with that I am going to
turn it over to Robyn Cenizal. ROBYN: Thanks, Jennifer.
And welcome, we appreciate all of you taking
time out of your busy day to join us for this webinar. I think you’ll find
it very informative. And I’m going to tell
you just a little bit about the National
Resource Center real quick. We focus basically on
four core skill areas. We focus on communication
and conflict resolution. Those are interpersonal
skills that transfer not only within
couple relationships, the parent-child
relationship, the community, workplace relationships. And we also focus
on critical skills like parenting and
financial education. And we focus on those because those are
two of the top stressors regardless of
socioeconomic status. So you’ll find in the
Resource Center website a lot of cool stuff. We have a media
gallery with lots of videos, podcasts and so forth. We have archived our webinars
and our previous newsletters for you to take advantage of. We have a calendar of events, which highlight events that
are happening around the country that may be of interest to you, both virtual and
physical events. And our resource library has over 3000
research based resources. All of those resources focusing
on different stakeholder groups, different populations, as well
as our virtual training center. Our virtual training
center includes seven courses. And the courses can
be taken by anyone. They’re all free.
Everything is free. And when you
complete the course, if you pass a quiz
with 80 percent accuracy you can get a
certificate of completion, which can be used for CEUs. So if you happen to be in a
position where you need CEUs it can help you with that. Additionally some of those
courses are actually appropriate for the families that you
serve or for your own family. So you might want to look
at it from that lens as well. We do put out a
monthly newsletter. We try not to
blow up your inbox, but we do put out
a monthly newsletter and we’ll send out
webinar announcements. The newsletter
highlights various tips, resources and upcoming events. And we usually link it to
some monthly celebration, whether it be, you know,
summer time or whatever. And so it’s pretty interesting. I hope you’ll take
advantage of that. If you’ve not signed up,
you can sign up on the website. We’re also on LinkedIn, so please connect with
us if you’re on LinkedIn. Or follow us on Twitter.
We would appreciate that. We’re trying to stay connected
and reach a broader audience. So we hope that
you’ll connect with us. Stakeholder specific and
culturally responsive resources we think are very important. We have a collection
of toolkits that focus on various culturally
diverse populations, helping us better understand so that we can be more
responsive to those cultures. So as you see here we have an American Indian
and Alaska Native resource. We also have a Latino
and African American. We most recently completed
one for Asian families and it highlights
26 different countries from which Asian families have
immigrated from to the U.S. We also have resources for
working with military families, Muslim families,
Orthodox Jewish families as well as an array of other culturally
responsive resources. So I hope you’ll
take advantage of those. Fact sheets,
research to practice briefs, tip sheets and guides. So something for
everyone in our library. We also launched a
special collection, healthy dating leads
to healthy marriage. And this, as you can
see, is topically organized. We have located this
healthy dating leads to healthy marriage
resource in a brand new section on our website called
Strengthen Your Relationship, which is focused on
you and your family and others who might benefit. So as we talk about
today’s topic of self-care I hope after the webinar
you’ll click on that web link and go and see what
resources are out there that might be beneficial to you. And so with that I’m going to turn you
over for a polling question. I’ll be back later to facilitate
questions and answers. So be sure to type in
any questions that you have in the Q&A box so you don’t lose them
throughout the presentation. Lisa, I’ll let you
respond to the poll question and then share
your presentation. LISA: Excellent.
Thank you so much. I am so happy to be here
talking with all of you today about both the negative and
positive impacts of the work that we do with trauma survivors and really
focusing on key resources and ways that you
can both help yourself and our organizations
can be helping us. I’m so glad and
appreciate you all responding to the
polling question and acknowledging many of you how often you are exposed
to traumatic stories at work. We find ourselves as
we continue in the field that we are exposed and
the more that we are exposed, the more likely we
are to develop vicarious or secondary trauma. And that’s
really our focus today, both that impact
of being exposed, whether you are
directly working with clients or whether you are
reading traumatic material, whether you’re hearing
stories over the phone. All of the ways that we are
exposed we want to consider. And I want to just acknowledge that people across
your organizations, even if they may
not be clinicians, may not be advocates
they too can be exposed just as those of
us who have responded are in the work that we do. So the first quote that I want
to have you take a look at is why we are here today and why
we’re talking about this issue. Dr. Rachel Naomi Remen says, “the expectation that we
can be immersed in suffering and loss daily and not be
touched by it is as unrealistic as expecting to be
able to walk through water without getting wet.” And I know just as I
have, you all get wet as well. Whether it’s once a week,
whether it’s once a month, whether it’s ten times day, you are exposed to
the traumatic events of your clients
or your patients. And the next two slides are
going to talk more specifically about defining these issues. And what we’re
talking about today is work-related
exposure to trauma. We see it as an inevitable
occupational challenge or hazard and that we see a
range of impacts. And our model that we developed with a vicarious trauma toolkit
really tries to highlight both the negative and
the positive impacts. So I want to jump
right here to this, because we believe
that while our exposure leaves us vulnerable to
experiencing vicarious trauma that we can
through a number of ways mitigate that negative impact. So what I want to point
out is vicarious trauma we’re using that term in
the toolkit to the exposure to trauma at work. I certainly want to also say
that we can be exposed to trauma to traumatic events
in our personal lives and that that can create vicarious or
secondary trauma as well. So the two impacts that we see and want to highlight
is change in world view, and this is
considered to be the result of our cumulative
exposure to traumatic stimuli. And because we have empathy
and we engage with victims or survivors of trauma as part
of our work that that skill that we’re really
working to hone in on makes us more vulnerable
because we’ve worked hard to connect with the
people we’re working with, we work hard to create safety
and express understanding. That makes us good clinicians,
good advocates, good allies. It can shift how we
begin to view the world. We may begin not to
trust in others as much. We may begin to
lose hope or faith. And we want to acknowledge that. And I also want to say
that it may not just be at work that the exposure has happened. And those of us who
are feeling less safe, feeling unfairly treated that we have another
layer of that exposure that has grown up with us. We also have a
spectrum of effective and behavioral
responses to this exposure. And that’s where we see
vicarious traumatization, secondary traumatic stress. We call it many things. But the negative impact can
play out in a range of ways. It can tire us. It can leave us depleted, which I will speak
more to in a moment. But it’s not
simply the reactions that we have cumulatively
or acutely that are negative. They also can be positive. And since we began talking about
these issues over 30 years ago we have focused on the negative, but we’ve also had terms that
reflect the positive impact. And some of those
terms post-traumatic growth, compassion satisfaction,
vicarious transformation describe the satisfaction
that we find in the work that we do as trauma survivors. Vicarious
resilience is a newer term and that has come out of work
with torture survivors actually and speaks to how we can
grow in our own resilience through our exposure
to clients or patients. The neutral is a hypothesis
we actually are posing within our project that we
may have a neutral response. And you all see it as well. Some days you may be overwhelmed
by the stories that you hear, other times you may feel fine. You may not feel impacted. And, in fact, those may be days
that you hear fewer stories, but it also may be the day that
you have gotten better sleep, that you feel
better in the work, you feel stronger, you’ve
gotten some good supervision. So again we wanted to
highlight the range of ways we can be impacted by
trauma exposure at work. I want to say a
word about burnout because it’s
something we often use to refer this work exposure
to trauma, the negative impact. And yet it doesn’t take
traumatic exposure to burnout. We can burnout
in any profession. Vicarious trauma,
secondary traumatic stress. Those are issues that we
face if we have a steady diet of working with
trauma survivors. Burnout is really
when we have become extremely depleted in our work, it speaks to an increased
mental distance from our job, feelings of
negativism or cynicism, reduced efficacy in our work. And any of us, in any
field, can experience burnout. And what I want to
say that’s different, consider a day for a moment
where you have been exposed, you are feeling
though pretty good; you’ve connected with the
people you’re working with, you see some progress,
you’re feeling successful. But then you get tripped up and you’re having a
nightmare about someone or you’re feeling the real pain
of what someone’s gone through. That is not burnout. Burnout is when we
can’t pick up the phone to respond to
people day after day, when we are having
trouble showing up at work. And so it is distinct. And I just want
to keep that in mind as we think
about using that term. We are impacted
negatively and positively in our personal and
professional lives. And I wanted to focus in on the negative impact
professionally for a moment. I see it in four realms: performance, morale, interpersonal relationships
at work and behaviorally. Take a look at this, you
may see yourselves here. Decreased motivation, either avoidance or
obsessiveness over details, overworking, detaching, calling out or
being late, overworking. And we did want to ask
you to pause for a minute and consider more specifically
at work how you feel the impact, but I also think
because we are physical, psychological,
spiritual, relational beings that it’s helpful
to do this cross over, both personally
and professionally. Are you feeling depleted? Have you felt depleted? Have you had difficulty
engaging with people? Have you kept your door shut, because you really can’t, you just want to
get down to work, and you want to avoid any
more contact than you need to? Are you having
difficulty concentrating? Think for a few minutes about the impact for you
of work exposure to trauma. And we’re going to
take another poll. How has trauma exposure at work negatively affected
you or your performance? Please consider
you or a colleague. Maybe you’ve seen it in a
colleague more than yourself. Could you name one or two ways that you have seen this
appear in your workplace? How has trauma exposure at
work negatively affected you or your
colleague’s work performance? Feeling withdrawn. Leaving, crying sometimes. Too exhausted. Makes me want to quit. Feeling withdrawn,
leave crying sometimes. Depletes ability
to trust others. Migraines. Nightmares. Absence from work. Loss of focus. Hard to communicate. Discouragement. Substance abuse. Neck tension. Disappointment. Think about leaning
towards retirement. Not engaging. Migraines. Not wanting to come to work. Thank you for jumping in
and considering this together. I think it’s really important, and if I were with you I would have each of you
take a look at these comments and check off where
you identify as well. There are others I could
have at some points in my work also named just
as you have named. So thanks for your willingness
to name what you have, either experienced or
what you have seen at work. And so in this
moment you’ve sat, you’ve thought about some
of those negative impacts. But they don’t
happen all the time. Do they? They come and go. If you’re feeling the ways
that were noted in the poll all the time we wouldn’t do it. So why do we do it?
Why do we stay? And already people are
jumping in. Thank you. Yes, there’s a
very pragmatic – bills. We have to pay our
bills, we need the money. But we also make a difference.
We care about our clients. We care deeply about the work.
It’s too important to quit. I love those I’m working
for. We care about our clients. Thank you for
responding. You love your job. You can make a difference. I can feel I make a difference. Passion about the work. Family to support. Seeing the positive outcomes. They need us. Thank you so much. What I often find as we do such
polls or consider these issues I find certainly, and
even though we don’t get paid, what we deserve, I will
say that outright right now, I want to acknowledge
that of course insurance and our regular paychecks
really matter, obviously. But it’s more than that. That’s not what drives
people out of the work. And I have to just
acknowledge and appreciate how committed people
are who do this work, how committed
you are in your job. And that’s what the rest of
this webinar is really about. How do we stay in this work? How do we build our resilience? I want to say a few more
things about the negative end, before I jump into the positive. But there’s so much that we get and we want to keep holding
on and nurturing the positive. And what I
appreciate about this webinar is the consideration
both about individual impact, but organizational
impact and responsiveness, because the response cannot
just be on our shoulders. And one of the things we do
as I talk with organizations is I ask them to consider these three areas
of negative impact, because the impact of work
exposure to trauma is real, it’s an occupational
challenge and hazard, and it affects us in our
productivity, individually, it affects us in
terms of staff turnover and it impacts poor
organizational health. It impacts the
organizational health overall. And I bet this
resonates with all of you. And so what is an
organization to do? That’s what I’m going
to talk a bit about now. I was fortunate enough to
be part of the development of the vicarious trauma toolkit. You see the URL down
below the screen shot of the toolkit image on the web. Please go to it
after this webinar. But I want to say
I was really pleased to work with many collaborators
out of this project, funded by the Office for Victims
of Crime five years ago. And what we did in the course
of developing this toolkit was to do a significant effort in terms of
gathering information, resources, literature, websites, policies, procedures, practices from
across the country. Let me say a few
things specifically. For the first time the
Office for Victims of Crime when they released the
RFR for this toolkit project they were acknowledging
that work trauma exposure was impacting
organizations and individuals. They were acknowledging
and supporting a project that would look at the negative
impact on us as workers and that was quite big. They also said in the RFR
in putting out the proposal this isn’t just about the worker
taking care of themselves, it’s about
organizations responding. So what we did, and
our team was based at Northeastern
University in Boston, and we worked with collaborators
across the country developing this toolkit, we focused on serving, we put out a survey some
of you may have responded. We surveyed 84,000 people,
10,000 percent return rate, and through that
we gathered input, including resources from
people across the country in four distinct
professional groups: victim services,
law enforcement, emergency medical
services and fire services. We vetted the items that came in and we also did extensive lit and website searches ourselves to really bring you the best possible
resources that we could and we hope you will
find that they will help you. This is a screen shot of
the Victim Services portal. And, in fact, there are portals of the
each of the four disciplines for which we
developed the toolkit. In addition to
bringing resources in from across the country
and through our searches. We also developed a number of
tools ourselves as a project. And the Vicarious Trauma
Organizational Readiness Guide, or the VT-ORG, is a tool that we
specifically designed to help assess an
agency’s current capacity in its vicarious
trauma response. It helps to prioritize needs, identify
resources and literature, and really guide. So it helps to assess
in five different areas and it also helps you to begin to get a sense of
how you should proceed in assessing your agency
and accessing the toolkit. This is a screen shot of the first of
eight pages of the VT-ORG. There are five sections. They are based
on five identified organizational pillars of
health that are named here. And I want to say we looked at a number of organizational
assessment tools, we did research as we
developed this assessment tool. And we looked at a
number of perspectives in terms of
organizational psychology to understand
these five pillars. I want to say right
here as we talk about a vicarious trauma
informed organization we’re talking really about a trauma
informed organization because being vicarious trauma
informed is really a subset, if you will, or a part
of being trauma informed. And I’m going to speak to
each of these five pillars and name some of the
resources we’ve identified. Leadership and mission in
our view must lead the way with clarity and communication
to staff about vicarious trauma as well as about the
mission of the organization. They need to be dealing
directly with acknowledging and addressing the
issues of work trauma exposure. Having an Executive
Director, for example, acknowledge what’s going
on within an organization both strengths and gaps, directly to the staff
really helps boost morale. So having organizational
leadership that is transparent, keeping people updated,
leaving staff together, not isolated or
wondering about what’s going on really matters
in an organization. We looked at
management and supervision, maintaining availability. You know what, what I’m
going to do, excuse me, is just move us along to these
next pillar slides as I speak. I’ve spoken a bit
to this issue already about the importance
of leadership and mission and the leaders leading
out within an organization. They need to
integrate strategies into workplace values, operations and practices, to address vicarious trauma
in a real way on the ground. The buck starts with leaders, they need to be aware,
they need to be active. And the research demonstrates
the importance of recognizing that the job can have a
negative impact on people, just as I described earlier, and that the organization
will act from that knowledge to mitigate that impact. It’s really important
that leaders don’t simply say what you should be
doing as a staff person. They need to lead the way. It’s one of those
don’t just talk the talk, but walk the walk. And you know what
I mean, I believe. When we talk about
management and supervision we’re talking about
acknowledging the challenges and the negative
impact of the work, integrating that recognition
into relationships with staff as well as with
policies and practices. We can’t be
depending simply on someone with a supportive
supervisory relationship. We need it also
written down and practiced so that it’s
consistent across the agency. We need to make sure that staff
are responded to and sought out following critical
or acute incidents, but also in an ongoing way. It can’t simply be with
those big traumatic events, it needs to be
steady and ongoing. Sometimes people can… I’m going to pause a sec. We have lots of research on
the importance of supervision and supervisory support. It’s pretty important also that as we’ve seen
in a few articles, especially Slattery and Goodman, which is the
first citation here, that we need
quality supervision. We need a place
where staff can go where they feel respected, where they have a voice, where they’re heard and given
the guidance that they need. And also that
discussion of vicarious trauma is integrated in an
ongoing way in supervision, in performance evaluation
and certainly as people are entering and leaving jobs that we need to be
integrating more readily discussion about the
negative impact of the work. The third pillar is employment, empowerment and
work environment. You all know how
contagious a healthy, positive work environment can be in maintaining high quality
staff and fostering team work. What you also know is how
contagious the negative can be. Negativity can
really pull down morale. And so reminding people
that it’s not just the negative that spreads like wildfire
but that working together, buoying people, taking a look at
what good is happening, promoting and
maintaining that positivity can really make a difference. One of the ways
is really creating formal and informal
opportunities for connection. You know those. And, in fact, I can’t
remember at the moment if I have a
polling question here, but think about
when was the last time you gathered as a staff? Was it to celebrate an event? Was it to
celebrate someone’s success? Think about also the
ways you could more formally celebrate
together or join together. Diversifying job tasks I
also want to mention quickly. When we have a solid diet of exposure to
trauma to our clients it leaves us at greater
risk for experiencing vicarious or secondary traumatic stress. Diversifying what we do
can make a huge difference having control
over that as well. It makes a huge difference. Fourth, out of five, training
and professional development are really, really important in terms of being healthy trauma and vicarious trauma informed. Consider where you
have continuing ed., where you have networking
and development opportunities. When you point
people to training and are really
orienting them well they will feel more confident
and competent in their role. This can be vicarious
trauma specific training. It can also be other training that enriches one’s
professional life, one’s job, but also brings
somebody into contact with others out in the field. And as I wrap up, and again write down any
questions that have come to mind as I’ve been speaking, because we will address
these as we close today, but staff health and wellness
is the fifth of our pillars. It’s one area that we
also pursued in our research and as many of you
know health and wellness and the links between our health and well-being
and our productivity are being made clearer
and clearer every day. We know that when we come
to work well rested, well fed, able to ground ourselves,
we can do a better job. And jobs are taking this absolutely more
and more seriously for making sure people
are taking their time off, taking their breaks. Think about whether you’ve
ever taken a fresh air break. Smokers get breaks. What about those of
us who don’t smoke? Do you get outside and
get a moment of breath and a moment of fresh air? Often organizations
are offering yoga, they’re offering meditation, they’re offering a bit of leeway for taking time away from work. They offering us
support to get to the Y or get to other
health opportunities. Staff health and wellness
both on the job and off the job is really important to consider. And I think it’s
really getting people to take their vacation time, taking their leave time, not coming to work
sick and back too soon are all things
that we can support and move forward on
within our organizations. There is plenty
more that I can say. This is really my mission
to keep people in the work and to help support them
and build their resilience, which is also
why I’m really happy to pass this onto Karen now, who will talk much more
about building resilience. Thank you so much. Before I pass it to Karen,
this is where my resources are. Sorry everyone. The tools, all of the
tools that I’ve listed below are from our
Vicarious Trauma Toolkit, which the URL is
placed right up at the top. One of the tools that
I’d like to highlight is the VT101
PowerPoint that we developed for each of the disciplines
served by the toolkit. It includes notes. You can take it, you can
take itto your job and use it. Tweak it as you see fit. We want it out
there in the world. You also see
supervisory guidelines. And there are a
number of resources that I think you
will find really helpful. Many of you may have
read “Trauma Stewardship.” It is a book that a
social worker wrote a number of years ago now, but it has been really
helpful to those in the field. And the other
two articles listed are about
organizational practices. Tend Academy has a
number of workbooks for teams and organizations for
sale on their website. And they do a lot
of good work as well. Thank you all so much for
being part of this webinar and I will pass it on for the
second half to Karen Johnson. KAREN: Thank you so
much. Thank you Lisa. I want to also
thank Jennifer and Robyn for inviting me
to the webinar today and to Lisa for sharing such
rich and valuable information about this
really important topic. I think this next piece
is sharing more information on individual and
organizational resilience and how we foster that. You know, caregivers
and health care providers work in settings
that are ever changing. Where funding
streams are changing and market trends are changing,
often under resourced. There’s
significant time pressures. There’s lots of regulatory
and organizational demands to get tasks done, administrative type tasks that
may make it difficult for us to perhaps spend time
with clients as we might like. And, of course,
on top of all that we’re caring for
individuals who, and partnering alongside, walking beside individuals
who have histories of trauma. And as staff members we also bring our own histories
of trauma to the work. So there’s a lot going
on in our organizations, both in an individual
and organizational level that make it difficult
and create a challenge for us to remain compassionate
and to be resilient, so that we can serve
our clients in the ways that we so want to do and that we can also achieve
satisfaction in the job itself. So this slide
lays out two dynamics that we’re striving to achieve. Compassion
satisfaction on the right, the ability to experience
pleasure from doing the work. Many of you talked about that in
one of Lisa’s polling questions that you are here
to care for others, you love your job, you know you can
make a difference and you want to
make a difference. So we are
absolutely always striving to achieve
compassion satisfaction. On the left we have
compassion resilience. What is the definition of that? The ability to
maintain our physical, emotional and mental well-being while responding compassionately
to people who are suffering. We can think of this
type of compassion resilience as a reservoir of well-being that we can draw upon on those
days when it’s really difficult, when we have
difficult situations that we’re addressing. It also helps us be
present and effective on those days when
everything is going okay. I would say that for
those that are on this webinar the very fact that you are
working in a caregiving setting and you are working to improve
the well-beings of others shows that you have some level of compassion
resilience already. If you didn’t have that you would not have answered
the questions as you did about why you stay, in
that polling question, you would have
already left this field. So we know that
building compassion resilience is an active process and it takes place both
at the organizational level and at the individual level. So that’s what I
want to focus on, how we move towards
achieving compassion resilience and compassion satisfaction. Now as Jennifer noted in my bio, I am Senior Director of
Trauma Informed Services at the National Council, so I am passionate about
trauma informed approaches. And I want to ask all
of you on the call today these questions to see if
where we are at with those that are with us around your
engagement and exposure I guess or involvement related to
trauma informed approaches. So the three
questions are, please pick one, our organization
has received training on trauma informed practices and is working to
integrate these practices into an organizational culture, we’ve received training on
trauma informed approaches but have not implemented
into the organizational culture and we have not
received training or been exposed to
trauma informed practices within the
organizational culture. So if you could
just take a moment to pick one of those questions
that would be wonderful. Thank you. And Jennifer I’ll let you tell
me when the poll is closed. There we go. So it’s been closed and
what we see here, the results. Are you going to read
them Jennifer? Feel free. JENNIFER: Sure. So it
looks like 35.9 folks present, attendees that
responded, said that they do receive training
on trauma informed practices and they are
working to integrate trauma informed practices into
their organizational culture. 41 percent, however, mentioned that they
have not received training or been exposed to
trauma informed practices within the
organizational culture. And then 23 percent stated
that they received training on trauma informed approaches, but have not implemented into
their organizational culture. KAREN: Thank you so very much. It shows a fairly even
spread, for the most part. There’s a large
number in each group. And that is our
experience that this movement, this approach is
gaining traction and is resonating
across service sectors, but there are many of us yet who are just at the
very, very beginning stages. So the reason I just
wanted to get an idea of how many folks out there are addressing
trauma informed approaches is because I do believe
that these principles of trauma informed care are very
relevant as a foundation when we’re talking
about building individual and organizational resilience. I’m going to go
through them very briefly. The first one being safety. We understand that if we’re going to
build a healthy organization that understands both how people are impacted by trauma and we’re going to
create environments that are safe and secure and are responsive to the
needs of both individuals served by the
organization and staff that serve within
the organization, we have to embrace safety. You can’t heal from
trauma if you don’t feel safe. You can’t heal from adverse
events if you don’t feel safe. And you can’t do the work in this compassionate present
focused trauma informed way if you are not within
a safe work environment. We also talk about
trust and transparency, understanding that folks
who have experienced trauma have been rendered powerless. That’s the working definition
of trauma out of SAMHSA is an event, a series of
events that have circumstances that is overwhelming
or life threatening and impacts you
across numerous domains. And so people who
have experienced trauma are slow to trust. And so it’s important for
us to always work towards creating trust
within the environment, follow through with what
we say we’re going to do, don’t make
promises we can’t keep, be as transparent
as possible, etc. And again these principles
are both for the benefit always of the
people we’re serving and the people
we’re serving next to. Voice and choice,
you’re familiar with that. Making sure that we are always, that everyone
involved in the organization understands the
choices available to them and can express their
voice and their voice is heard. Collaboration and
mutuality I believe is next. And that’s where we are leveling
the power differentials to the best of our ability. We’re making sure
that we’re focusing on our shared
humanity whenever we can. That the work that’s being
done, especially, for example, with a client they are the
ones driving the team process. We also talk about
respecting gender, cultural and
historical differences when we’re striving
to be trauma informed. And we embrace peer support, making sure that we’re
bringing in the peer voice to provide
safety and partnership with those who are on
their healing journey. So these principles
of trauma informed care are really at the
foundation of any organization that’s striving to
become more healthy, striving to
become more resilient. So I would encourage you
to the SAMHSA references at the bottom of the slide
to explore their information on trauma informed care and
trauma informed approaches. For those of you that
have not yet looked into this, it is a very promising approach. There is very in-depth work that can be done over
a long period of time and it’s not something
that we go to one training and check a box. But again it’s very
relevant for this topic today. So when we’re talking
about building resilience, again I want to bring today the focus of both
individual and organizational, and Lisa also did this, today I want to
bring this resource called the
Compassion Resilience Toolkit. It is out of the
State of Wisconsin. And is in the public
domain and the URL is there. And it offers a rich collection
of resources for staff and for leaders, there is one for health care
and there’s one for schools, around how to, what you need to understand
about building organizational and individual resilience. There are four main
buckets of the toolkit. One is about expectations. The second one is
about boundaries. The third one is
about staff culture. And fourth is self-care. Now the last bucket there, the individual self-care I think is one that in
our helping profession, social workers and otherwise, we’ve been talking
about for a long time. I can tell you that back when
I got my social work degree it was this push to make sure
you’re taking care of yourself. I think maybe more new or
more recent is this focus on how we do that. But we do it within the
context of an organization and an
organization has responsibility with everyone involved
to address expectations, boundaries and staff culture. So here’s a polling question. I’d love to hear
your thoughts on this. How might expectations
affect compassion fatigue, that sense of weariness
that we get with our jobs, where we just feel
like we can’t go on? Any reflections
from anyone on the line? I’d love for you to reflect if you can how
expectations might affect, affect or contribute
to compassion fatigue? So someone said I’m
feeling very tired. Yes, certainly
there is an expectation to be the be-all to everyone, to be able to
solve every problem. Stress and anxieties are definitely
present in the workplace. So having expectations
about the amount of support you should get, but
that you can’t get. Losing hope in my
ability to help those perhaps because expectations might
be unrealistic or unclear. Like you have to be the savior. Yes. Perhaps you are expected
to have the magic wand. When they are not
realistic both can contribute to compassion fatigue. Have to fix the client. People are pushed too much. When you ignore your
feelings and keep working. So we know that
always has an effect when we are not able
to identify our feelings and when we can’t
share them with others, when it’s not okay
to have conversations with our supervisor
about how we’re feeling, etc. So thank you so much for
all the ideas you shared. They’re right on target with what I just want
to talk about here briefly is that unclear, hidden
or unrealistic expectations drive compassion fatigue. As service providers we
most often hold ourselves to high expectations,
which can be very helpful. They can help us drive
to perform in the ways that we want to perform. But as noted in
the polling question, we’re often expected to
be available to others, to be healers, to have all this
expertise and knowledge across all these
skill sets and topics, to provide successful
care that is cost effective. All without experiencing
any of our own personal stress. So as noted there
that becomes problematic. Expectations that are unclear, unrealistic and fill our
heads with how things should be and feel causes us
to constantly feel like we’re not achieving that
we’re supposed to be achieving. So if our internal dialogue says I should spend
more time with clients, the end to that
sentence or the result of that is a negative
thought about ourselves. Yeah, I’m not spending
enough time with clients, so I need to try harder, I need to figure out
how to be more efficient. Anyway, this dynamic
can result in guilt, frustration and anxiety. So well meaning, but
unchecked expectations can form the foundation
of compassion fatigue, as we’ve already said. So in our organizations we
really strive to figure out, and we do work, when we’re working to
become a resilient organization we take the time
to have conversations that set clear expectations
for everyone at all levels that are
consistently adhered to. So an expectation, for example, about am I supposed to
respond to an email I receive on the weekend from my boss? Or can I wait
until Monday morning? Am I supposed to
turn my phone off for the weekend and evenings? Or do I need to
leave it on? I’m not sure. I know my colleague does. Over here they do,
over here they don’t. I don’t know what
I’m supposed to do. So that’s one small example, but a very common one of how
we have unclear expectations that can drive this
ongoing feeling of weariness. So assessing and
clarifying expectations is an important part of the work of becoming a
resilient organization. Next piece I want to
talk about boundaries. And a very simple definition: boundaries are what’s
okay and what’s not okay. They support our well-being and the
well-being of those we serve and those we care
about, those we serve next to. So we need to be
clear about our boundaries, we need to communicate
them in a proactive manner. We need to be able to
discuss these with others, with our
supervisors and our colleagues who can help us
clarify our boundaries and clarify the boundaries
across the organization. So some of the questions
that we might need to identify or answer is I have the
right to, for example, privacy, to having information
before making a decision. That’s one
boundary clarification. Second might be I need to
protect my time and energy. So it’s okay to set a
time limit, to say no. And a third expectation might
revolve around the category of people may not humiliate
me in front of others, go through my personal things, require me to do something
that was said in a very … again an expectation that
I knew nothing about, etc., I have the right to
ask for clarification, to problem solve that, to
brainstorm for solutions, etc. This slide shows
different types of boundaries. Permeable, rigid, flexible. You know, the one limited, non-existence means
that a boundary may be set, but there’s very little
reinforcement of the boundary. Rigid is when those boundaries
are reinforced at all costs. So that doesn’t
allow us to be open to new ideas or perspectives. And flexible
boundaries are firm and clear, yet allow us to be open to new
ideas and resources when needed. So this zone of helpfulness is
a strategy for an organization and a team coming
together to set boundaries. It comes out of the
nursing profession, if any of you on the
phone are from primary care. And it helps, in this example, nurses to
understand those behaviors within that zone of helpfulness
that they need to demonstrate, no matter what is
going on with a client, either
physically or behaviorally. So on the left side we have the
under involved staff member. So that’s a lack of
involvement in the mission of the organization and
the work of the organization. Some examples of under
involvement would be someone who says not my
client, that’s not my job, I can’t do
anything with that today. I’m not able to help you now. Over involvement may be again
answering personal messages from a client
after office hours, etc. That piece in the middle,
that zone of helpfulness is when we have identified
behaviors and boundaries that are critical and important
to the mission and well-being of the organization. The Compassion
Resilience Toolkit has a really nice
exercise and set of tools for how to work
amongst your team to set compassionate
boundaries and figure out where our behaviors
land in our organization to be in that
zone of helpfulness. Here’s an example of setting
a boundary with a colleague that complains too much. And so we can practice
this and learn this over time. So for a colleague who
is bringing negative energy around whatever
the issue may be, you as their
colleague could say back, I’m working on showing up with
good energy for my clients, I find that talking too
much about what I can’t control makes it hard for
me, let’s switch topics. So the third bucket I was
talking about in that slide, if you remember,
is staff culture. Values, beliefs,
customs, practices, behaviors. So what does your organization
want to be able to say about the culture of the
staff in your organization as it relates to values? Values is a way of
being or believing that we hold most important. So what are those values that your organization
holds most important? I’ll give you an example. Brene Brown, I’m going to
talk about her in a minute, but in her book,
in her organization their values for their
organization are to be brave, serve the work
and take good care. And so those values
are at the foundation of everything they do. Belief is what do you
all agree on are the tenets and the principles
that drive your work? For example, one
possible belief is clients are
experts in their own lives and we follow
where they take us. That is a belief that
could be at the foundation of your organization,
of your staff culture. Customs, I think Lisa
talked a little bit about this. How do you
celebrate professional and individual
events, birthdays, graduations, project successes? How do you honor
individual cultures? Are the practices, moving
to the left, practice is: do you have common practices that are just a part
of your organization that bring people together, that honor the principles
of trauma informed approaches? So huddles, staff circles in which you have a daily
practice of getting together to find out how you
can support each other. Again, celebrations that
you do across your team, across your organizations. And the last one
would be behaviors. How do you treat each other? It’s interesting in all my work around trauma
informed approaches there’s a whole
lot of activities that have to be
addressed, like your lobby and are you asking
screening questions for trauma? Many, many activities
across numerous domains. And when we get
to the core of it, the core of
becoming trauma informed it’s about how we
behave with each other. So are we
empathic with each other? Are we
compassionate with each other? So focusing on empathy within the context
of your organization and your team is very important. Empathy here defined as
the ability to understand and share the
feelings of another. I feel with you, I am with you. As opposed to sympathy
which means I feel for you or thank goodness you’re over
there and that’s really bad, but I’m glad I’m
not with you over here. So there are various skill
sets that go with empathy, such as seeing the
world as others see it or taking another’s perspective, being non-judgmental, understanding an
individual’s feelings and being able to
communicate about your understanding
of those feelings. So there’s a lot of
emotional intelligence involved in being empathic. Let me just say that
learning empathy is a practice. It happens with lots of work
and we’re going to mess up. Everybody experiences
empathy in a different way. So what is
empathic for one individual might not be
empathic for another. So we learn to apologize
when we miss the mark. We learn to round back and
say I missed it this time, can we try again
that kind of thing. But when an organization
and staff embrace empathy that is a
behavior that contributes to a resilient organization. So now moving to that
last bucket on that chart, on that slide, and that’s
the importance of self-care. This would not be
a surprise to you, I’m sure. We talk about exercise, we talk about
eating in a healthy way. We talk about taking
care of our bodily needs, such as our sleep, hygiene, engaging in mind and body
exercises that renew the soul, such as yoga or meditation and
having healthy relationships. The Compassion
Resilience Toolkit has a lot of nice information
related to individual self-care. This compassion
model of wellness, which you see on the slide, is the model that they bring
to their work in the toolkit and in the
compassion model of resilience there are four sectors
that they point that contribute to our wellness in two
areas under each sector. All of these are interconnected to support our
overall well-being. Here is listing
the eight sectors. Two under the heart. Two under mind,
spirit and strength. There are many tools within the
Compassion Resilience Toolkit that provide the
ability to assess where you’re at in these
eight areas of functioning and for lots of ideas of course about how you can move
forward to become healthier. I think if it’s okay I’m going to move beyond this
question just for time’s sake. And let me just say I
hope that many of you are doing lots of things
to take care of yourself in all of those
domains that we referenced. It is incredibly important. And when we don’t do that we do run the risk of developing
burnout as Lisa talked about. And when that happens
that puts us in a space where we really can’t do
the job in an ethical way that we want to do it. So it is incredibly important
for us to practice self-care. Two more things. Two more points
I want to add here is that it’s really
important to ask for help. It’s hard to do. And I think we all
think we can take care of it. When you shared
your expectations I think it reflected
for me that you, like me, many of you may be
struggling to ask for help. But it is a practice that we also need to
bring to our organizations. And I do know that
leaders, the research tells us that leaders trust staff more
readily when they ask for help. So if they have a staff
member who asks for help, asks for clarification, tells a supervisor when they’re
overwhelmed, that, in fact, increases that supervisor’s
ability to trust that individual and to give them, to rely on them in the future or work on their
professional development, etc. So asking for help
really contributes to trust between individuals
and within the team culture. And then, of course,
taking a break for our spirit. What do you do that
make you feel most alive, most like yourself? What are you doing
when you feel most alive, with whom are you surrounded by? So what brings you joy? To figure out how
you do this individually and whenever possible to
bring that into the workforce, the workplace is
very, very important. Another resource
that I just want to share before I close out
here is Brene Brown’s work. You’ve heard me reference
her once in this discussion, but she’s a social
science researcher who has become more and
more in the public domain or more in the mainstream
because of her recent Netflix, “The Call to Courage”
show that aired in April. She has studied for
20 years vulnerability, shame, compassion, courage. All of her books
are very, very helpful. But this book came
out, “Dare to Lead,” came out in October 2018. And it really
talks about the fact, and helps us understand
that we are all leaders. Leaders is not about
titles or the corner office, being a leader is about
being willing to step up, to put yourself out there
and to lean into courage. It’s got wonderful tools, wonderful
reflections on what this means. There are three big takeaways. One is you can’t get the courage without rumbling
with vulnerability. So there’s a lot of
talk about being brave and rumbling with vulnerability. Living into our values, learning how to
trust, learning to rise. The second
takeaway is self-awareness and self-love matter. Who we are is how we lead. So the greatest barrier to
courageous leadership is not fear, it’s
how we respond to our fear, how we armor up, how we self-protect instead
of learning to be vulnerable and create an environment in
which others can be vulnerable with each other in a safe way in which we can
align with our values and then lean forward to
do all the really difficult and challenging
work that we need to do. The third takeaway from the book
is that courage is contagious. So if leadership is doing
it and encouraging brave work, tough conversations, it disseminates
throughout the organization. And here are just the
references that I talked about. So that’s what I
have to share today. Thank you so much. This is critical work. This taking care of ourselves
and our organizations, understanding how
we’re impacted by the work is at the core of making sure
that we can serve the clients in the way that we want to and we can stay
in this profession and perform in the way that
we want to and stay energized. So it’s been a privilege
to share this with you today. Thanks so much. ROBYN: Thanks,
Karen. That was great. And thank you Lisa as well. What great information folks. I mean, this is just
a really good reminder of how important it is
to take care of ourselves. And I would just also add that
one of the important reasons we need to take care of
ourselves is to model self-care for the families
that we’re working with. We know that many of the
families that we’re working with are dealing with
all kinds of struggles, and if they’re
not using self-care then it’s not
helpful to them either. So it’s a great
opportunity to model that. So thank you both. And I’m a huge Brene Brown fan. For any of you who have not
looked at her work, it’s great. And she’s got of a
lot of clips on YouTube. So a perfect podcast to
listen to if you’re commuting or just want
something positive to listen to and don’t have time to
sit down and read a book. Multi-tasking as we
all know we are guilty of. So any way you can get the good
information in is a good way to get the good information in. So let me transition
us to some questions. We have some great
questions already up. The first question I’m
going to direct to you, Karen. How do I set boundaries around
my work and personal time with a supervisor who
works around the clock including evenings and weekends? KAREN: Very good question
and a very common question. So it’s a difficult
question to answer, especially if it is within
the context of an organization that hasn’t necessarily started
to look at some of these things, it doesn’t
necessarily understand the impact of all the
things we’ve talked about and work performance and
staff turnover and retention. So I think sometimes we
know that supervisors will say, yeah, I email you on the weekend
but you don’t have to do that. It’s okay. You take care of yourself
and then don’t model it. Similar to what was just said leaders need to
model this for staff. So it really does go
to leaders to model this. I think possibly
opening up the conversation with a supervisor
with some questions about help me understand
or tell me more about. Well, in the book Brene Brown
talks about rumble questions, you know, having
difficult conversations, leading into conversations
that are uncomfortable to have. But perhaps if it’s possible
to talk with that supervisor around this pain point, this dynamic and
if it’s possible then to explore
how it affects you, how confusing it is for
you, how it’s not sustainable. It really isn’t sustainable. Not that you’re
threatening to leave. I wouldn’t suggest
that you’re going to say change this or else. Maybe you’re at that
point, but likely not. But over time it
is not sustainable. And it does impact how you serve and are present for
the people, your clients. So I guess my thought is
to open up the conversation with your
supervisors if you can. There are certainly
lots of short articles all over the
place about how burnout is one of the biggest
problems in our workforce today across all professions, as Lisa noted that isn’t
just helping professions. And it is really at
the core of our workforce not being able to
achieve the goals that we would
really want to achieve. So having that conversation. And then when there
are specific examples that you can call out
and say, so, for example, this is where I’m confused and this is what
I need help with. Is it okay for me
to blah, blah, blah when I see you doing this? I think those are some
ideas that I might have. ROBYN: Great. Lisa, did
you want to add anything? LISA: You know the
only thing that I would add and I think this is a
really tough issue for people is as Karen was suggesting
talking with the supervisor, and I bet this is more
broadly a team or unit issue, and see if it’s
possible to talk a bit about the impact on the work culture
when everyone is feeling this and how to help each
other set some limits. I mean, it may be so
engrained in the manager, the supervisor that
she or he isn’t aware of what they’re doing quite,
it’s just how they operate, and how to help support
each other across the team to set some healthy limits. And yet I do think
it’s a really hard one and would start one on one with the
possibility of working towards some more team conversations, because I bet
it’s affecting morale. KAREN: Thank you, Lisa, and I would just add related
to those team conversations this specific resource, there are others I’m sure, but the Compassion Resilience
Toolkit does offer suggestions on how to have staff circles and how to broach these
difficult conversations. Brene Brown’s work obviously
also gets at hard conversations, really a lot of
the work in there is about how do we
create environments in which we can talk
about this difficult stuff. ROBYN: And I would add
I tend to be that person, because I’m a
morning person, right, so it’s not unlike me
to send out emails at 4am. But I do always tell my staff that I don’t expect
them to respond then just to respond during
their traditional time, but that that’s when
it’s convenient for me. But I think that
the key sometimes is that they need
to believe you, right? So my staff know
that I mean that. And sometimes
staff or leadership say, oh, you don’t need to. But what
leadership is really doing is basically counting down,
waiting for you to respond. LISA: I find too,
this is Lisa, again, that I do those
early emails too. And it’s making me
think of the future that most of us have that
we can send the email later. It’s a problem if I think, oh, I’ll send it later
and I might forget it. I don’t want to
dwell on this too much. But we could in fact
shift maybe not our behavior if really we go to
bed at a decent hour, we’re managing ourselves,
taking care of ourselves, but we send those at
8am, for instance. It doesn’t freak
people out in the same way. KAREN: I will say that there
is a delay option on Outlook as I’ve been known to
write the email on a Saturday and not let it go out of my
box until 8:30 Monday morning. Now that’s a great strategy for exactly what
we’re talking about, but then I have to
look at my own behaviors. That’s a work around Karen, but are you honoring the deal
when you’re like faking it, like you send it on Monday
morning? So that’s a question. LISA: That’s what I was
throwing in too, right, that I go to bed at 8:30 in order to be up
at 5:30, whatever. I’m with you. I’m with you. ROBYN: So Lisa let me ask
you a direct question here. What resources are available
for organizational leadership to begin implementing
specific policies and practices that address vicarious trauma? LISA: Well, I would say
definitely the toolkit. I mean, one of the
tools that I was highlighting is the organization,
the VT-ORG as we call it, the assessment tool, because it can help
you really get a sense of where are we
doing really well and where are we struggling? And so if there hasn’t
been adequate supervision across the
organization, for instance, what can we do, and there are a
number of articles as well as a tip sheet that
we developed in the project that lay out some more effective
supervisory practices. The assessment tool
will help guide people in taking a look at
where they’re doing well, so you can spend some
time speaking about that within team meetings. So I guess the two
articles that I mentioned that are reviews of
organizational practices, there are some other
books out there as well, that help people look at the
issues that we’ve raised today and get people
started on their path. But I guess an
assessment of some sort, whether it’s our VT-ORG, whether it’s using the ProQOL, the Professional
Quality of Life survey. So if, for instance, the
leader isn’t completely sure that this is an
organizational issue, but think it’s rather an
individual staff person’s issue I think giving an
individual assessment tool around compassion fatigue, compassion satisfaction
burnout can be really helpful to really underscoring, no, this is a relevant
issue for our whole staff, let’s now assess the staff
and then move forward. And someone could
go into the toolkit, look for, for instance, supervisory or
management practices and get some of those tools. ROBYN: Karen, did you
want to add anything? KAREN: I would echo the ProQOL. That’s a very
useful tool for assessment of these workforce concerns. And I think as far as
leadership resources, you know, reflective supervision is
a resource that’s out there. It comes out of the
early childhood movement. It’s a fairly involved
implementation process to bring reflective supervision
to your organization. But there are tenets
and components of that that you can take from, if you can’t take
on the whole thing that can inform how
you provide supervision. And that can be an
important leadership tool. ROBYN: One more question.
Go ahead, finish your thought. KAREN: I was going to throw
in, sorry, the National … I always do this, there
has been work, for instance, we’re talking about supervision, the National
Child Advocacy Center and their accreditation
group has laid out some very good guidelines for
practices that are relevant, not just in child
advocacy centers, but across professional
lines around policies regarding staff care, development supervision that
would take us to another level. That’s it. ROBYN: Okay, so
following up on that I want to give each of
you a couple of minutes to give me two or
three concrete things that you feel like a supervisor
can do on a regular basis to monitor, encourage and
support staff in self-care. So we’ll go with you
first and then go to Lisa. KAREN: Okay. So as a supervisor make sure
you’re doing your very best to learn or to get to know
your staff on a human level. Who are they as people? So when you’re crafting
your supervision schedules moving beyond always do
the administrative tasks or the client tasks,
caseload tasks to sorting out, you know, what do
you have in common, what are your
shared experiences? And that doesn’t have to
be in a supervision session, but just in general
as a leader making sure that you are
getting to know folks. Walking around the office
and checking in with people, what do you need? If that’s a new practice, you may want to make
sure that people aren’t like, oh, my God, why are
they walking around? But as it becomes more common,
how are you doing today? What can I help with? I loved what I saw in
your email yesterday. That was the coolest idea. Thank you so
much for sharing it. And then, of course,
working with your staff, a third one,
working with your staff to ensure that their
caseloads and their workload if they’re not
doing direct service, but their
workload is reasonable. And you’re always
striving to talk about that and adjust as needed. LISA: Those are great. I’m going to echo a little
bit of what Karen is saying, but valuing staff,
acknowledging the positive. We too often hear
what we’ve done wrong. We don’t hear enough
of what we’ve done right. So saying something positive or writing
something positive every day. Or every week, at least. Modeling self-care behaviors. Taking a break for lunch. Taking a walk outside
and inviting others in. Having a steady
supervisory practice. Not letting go of supervision because of
things being so hectic. But I think that
steadiness, availability, even if you’re super accessible and you think that
makes all the difference, it does make the
difference to be accessible, to be walking around the office, for instance, as
Karen’s suggesting, but knowing that
your supervisees know you will be in your office when you said you would be
for that supervisory session no matter how often it is,
really matters for people. And I guess I’ll
just slip in there that it is a really mutually
respectful and open relationship in which the supervisor cares
about the whole of the person without being too intrusive. So that’s it. ROBYN: Awesome. Thank you both. So we are reaching the
end of today’s presentation and so I’m going to turn
it back over to Jennifer to talk a little bit about the survey and
certificate process for you. But please join me in thanking
both of our presenters. Such great information. And please do take
advantage of the resource lists in the downloadable box, as well as check that link out to the Strengthen Your
Relationship web page. And our contact
information is here. Please, if you’re not
following us, please do so. And please visit the website and take advantage of all the
free research based resources that are out
there for all of you. Thank you again.
Jennifer to you. JENNIFER: Thank you everyone
for joining the webinar today. When you close out your browser you will
automatically be directed to our post webinar survey. It should only take
about two minutes to complete. But we do ask that you
please complete that survey. The information that
you provide helps inform us as to how we can improve
these webinars in the future. Additionally if
you are interested in receiving a
certificate of completion, which can be used towards CEUs, then when you complete
the post webinar survey it will prompt you and
direct you to an online form where you can
enter your information. It will populate
the certificate for you and then you can
save it to your computer or print it directly. And otherwise thank you so much
for joining our webinar today. Hope you have a great day.

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