WORKING MINDS: Suicide Prevention in the Workplace

Working Minds: Suicide Prevention in the Workplace

Who is at Risk?

Which occupation is at most risk for suicide?  Military? Dentists? Psychiatrists?  Police officers?  This question is confounded by a number of issues that complicate the answer.  Some occupations are heavily male. We know men take their lives four times more often than women, so are higher suicide rates in those occupations a function of the occupation itself or the fact that men are higher risk?  A similar argument is made for unskilled and temporary jobs when we know the stress of poverty and unemployment also plays a role in suicide risk.

Nevertheless, we know that some occupations, by the nature of the work, may place individuals at higher or lower risk for suicide. For instance, when an occupation has special knowledge of or access to a lethal means of suicide (e.g., medicine among doctors and nurses), there is often an increase in risk.  Certain occupations tend to have higher levels of stress and isolation such as the farming industry might have elevated risks.  Some industries have what is called the “healthy worker effect.”  That is, the workplaces tend to select psychologically hardy people because of comprehensive screening that takes place before employment. Thus, these occupations may be protected from suicide risk to some degree. Finally, it is possible that certain types of people who are at an increased risk of suicide might be attracted to certain types of work.  For example, people who are prone to alcohol abuse, a known risk for suicide, are often attracted to workplaces where alcohol is available.

One noteworthy finding is that men and women working in non-traditional occupations seem to have a higher risk of suicide. In other words, women working in male-dominated professions and men working in female-dominated professions may experience increased internal occupational stress and social isolation that increases their risk. For example, we see very high rates of suicide among female physicians for this reason.

High performers consistently achieve high levels of accomplishment and are regarded as leaders and innovators.  One such high performer noted that being in this position is like being up on a high tight rope without a safety net.  It feels as though everyone around is watching in fear or perhaps anticipation of when the high performer will slip and fall.  For these reasons, there is often no turning back for the high performer, even when the legs begin to buckle.  While it is mostly exhilarating to try to wage such a precarious balancing act, one glimpse down can cause terror.  The truth is all humans have their faults and weaknesses, and for the high performer, it is only a matter of time for his or hers is exposed.  Sometimes it comes in the form of a mental collapse from exhaustion, and the high performer feels an acute sense of failure. When the curtain is drawn and the wizard’s real self is revealed, the high performer worries about how to maintain his or her credibility.  Sometimes the perception of judgment is far more critical from the high performer’s perspective than from those around him or her.  During these times the sense of belongingness and purposefulness may be impacted, causing the high performer distress and suicidal thoughts and behaviors. When this happens, these top leaders may be very reluctant to seek help because the fall they anticipate would be so great.

Why Suicide Prevention in the Workplace Makes Sense

One thing we know is true: few of us get through this life without periods of acute distress or a break with some form of mental illness. We also know that the burden of suicide is carried by the working aged population. For example, suicide is the second leading cause of death for people aged 25-34 and as other suicide rates are dropping (e.g., youth suicide rates), the rates among working aged men and women are rising. In order to combat this growing concern, we need to engage a wider circle in the suicide prevention movement. Workplaces are a logical choice given that so many people of working age are employed. Workplaces give people a sense of purpose and community – both psychological buffers to distress. They also usually have built in mechanisms for disseminating information about health risks and linking employees to resources, like Employee Assistance Programs. Co-workers usually have more face-time than neighbors or even family members, and may be able to pick up on changes in appearance, behavior or mood more quickly.

Five Simple Steps Workplaces Can Take to Prevent Suicide

While suicide prevention may seem like an intense endeavor for workplaces to take on, there are many prevention strategies that do not take much effort but yield tremendous results:

1.     Promote the National Suicide Prevention Lifeline (1-800-273-8255). This toll-free hotline is free and accessible 24/7. Answered by certified crisis call centers, all calls are routed locally. For free materials visit their website:

2.     Train Workplace Staff to Become Suicide Prevention Gatekeepers. In just over a lunch hour, employees at all level of a workplace can be taught how to identify warning signs and risk factors and help link distressed co-workers to appropriate care.

3.     Offer Educational Programs on Mental Illness. Increase awareness about the signs and symptoms of depression, bipolar disorder, alcohol dependence and other mental illnesses that can lead to suicide. By offering stories of recovery and successful treatment, workplaces can let employees know that it’s okay to ask for help.

4.     Reward Mental Wellness. Just as workplaces offer incentive programs for nutrition and fitness, we can also create motivation and opportunities to obtain optimal mental health. For example, employees can earn points when they take workshops on how to reduce stress or improve sleep.

5.     Change the Conversation through Social Marketing. A multi-media campaign can let people know they are not alone if they are thinking about suicide, and that many resources exist to help.

As our workplaces shift from the industrial age to the information age to the conceptual age, we come to increasingly rely on our mental muscle to get us through our work day. Like any other muscle, our mental muscle can get injured or fatigued, and we can experience high levels of distress, sometimes leading to a suicide crisis. Workplaces can prepare for this in many ways and develop a comprehensive approach to reduce suicide risk and promote mental resiliency.

Written by Sally Spencer-Thomas 

Guest Blog: Unemployed, Depressed and Searching for Hope Part II

Moving On After Professional Disaster Hits
Editor’s note: This is the first of a two part series.

By Dr. Christina McCale, author, “Waiting for Change”

In the subsequent months after the publication of my book,“Waiting for Change” I have had innumerable people contact me: some thanking me for the book. Others commenting how they could relate to my situation. Others describing their own stories of job loss and the terror that ensues after that catastrophe has been set upon them.

But invariably, as I talk with, thank and continue to share with these incredible human beings, the question comes up: So how do you move on?

I wish I had a good answer. But in this posting, I’ll provide a bit of “framework” for thinking about the grieving process after your loved one has lost their professional identity.

Most times, when I’m asked this question, I compare the experience of the last two years to the grieving process Kubler-Ross describes: you’re going to go through different phases. There really isn’t a logical“pattern” for getting from point A (the day you lose your job) to point B (the day you realize you’ve gotten past the pain). Not everyone is going to go through all the same phases in the same way or in the same order – because grief is a personal thing.

As I was told by a kind soul, so long ago, upon the death of my own family members: “I promise you there will come a day – a whole 24 hour time period – when you will forget that they’re gone; that the pain has slipped away. But it may take a whole year of birthdays and holidays and missed vacations to get through all the ‘what might have beens’ before you can move on.”

While I know intellectually that there has been some comment and criticism of the Kubler-Ross model (denial, anger, bargaining, depression and acceptance), and I am hardly an expert therapist or knowledgeable about psychology, to me, it does at least seem to provide somewhat of a framework to begin to make some sense of what has just occurred – and perhaps a perspective that can help the loved ones who will now be called on to buoy the unemployed person through the next phase of their life.

A Complicating Factor

What might complicate matters, though, is that as a society we don’t see job loss as a “death” per se – although many have described work as an innate part of our identities and in many cases a cornerstone of one’s social life. The notion of unemployment– or rather the inability to move on and find a new job – carries a stigma with it that dates back to our colonial America.

The Puritan work ethic, a belief that our dedication to doing a job well is a way of honoring God, is a part of our very social fabric. Our very language is peppered with the language that reinforces the importance of getting the job done and doing it well:

“Make hay while the sun shines.”

“Go the extra mile.”

“Your work should speak for itself.”

“Actions speak louder than words.”

“Don’t waste time.”

“Idleness is the devil’s handmaiden.”

“Don’t put off to tomorrow what you can do today.”

“Don’t just stand there … DO something.”

Some of our most fundamental attitudes come from that colonial society which emphasized the importance of work: where the community had to prioritize and safeguard its resources. Therefore, the poor then fell into two categories: the deserving poor and the non-deserving poor – those who through some character flaw or lacking in their effort to contribute their work. Later these attitudes morphed – that the poor were acculturated to be poor – that they didn’t know how to behave any differently and that their own actions perpetuated their lot in life.

So not only are we as a society taught to believe that work is an important part of our lives, to the degree that we identify ourselves through our work, but we are also then lead to the fallacy that if we are not working there must be something wrong with us.

Or if we were fired, laid off, etc., then we must have done something wrong… been inadequate in some way.

We failed.

And let’s face it – failure is not something our society talks about willingly, let alone accept and forgive readily.

So understanding that there is a whole host of acculturation, societal expectations and psychological identity elements – not to mention the greater issues of macro-economics, social justice, and equity that I won’t even begin to touch here – how do you get through those stages of grief and attempt to get your life back in some fashion?

Not easily.

When my own identity had been ripped from me, destroying a decade’s worth of effort and dedication to complete my doctorate – something that had cost me dearly in so many other ways –to say that I had been laid low would be too cliché, too much of an understatement for the reality that would ensue. I could barely get off the couch for weeks. I didn’t sleep more than a few hours a night. I could barely eat. The most mundane tasks of getting kids to school and dinner on the table (which turned into a lot of nights with Domino’s) became insurmountable peaks to climb.

Much like what some may feel when they lose the one they love – a spouse, a parent, a child. You are now experiencing the unthinkable. The unimaginable is now real. After all, our profession is a part of our identity. So it follows that we grieve at the loss of a job because we are not only losing a part of ourselves, but experiencing a social death as well.

Editor’s note: Next week Dr. McCale will discuss suggestions for navigating the emotional landscape after layoff, termination or downsizing.

About Waiting for Change:

Part memoir and part social commentary, the book Waiting for Change profiles the very personal realities of job loss during the Great Recession and the domino effect to one’s housing, sustenance, employment, children, and social support systems. The book takes the reader on a guided tour “behind the story” of all the statistics on the evening news to explore the new and evolving landscape of poverty in the richest country on Earth. Waiting for Change provides a mental “travelogue” that illuminates not just the immediate impacts of poverty, but the downstream repercussions, all in very personal, relatable and easy to read ways.

About the Author:

Prior to getting her doctorate in Marketing, Christina McCale worked for 17+ years in some of corporate America's biggest companies. For the last 10 years she has taught marketing and management instructional duties at the university level for the last 10 years, she has also been one of the key and has conducted research on how to best prepare our undergraduates for career entry. Today, she lives in Olympia, Washington with her son, daughter, and their two beloved greyhounds.

GUEST BLOG: Human Resources in the Pressure Hangover

Kate Burke and I met in cyberspace when she reached out to me to interview me for a class project on social entrepreneurship and suicide prevention. Six months later, she is interning for the Carson J Spencer Foundation remotely from Washington, D.C. and helping us build our Working Minds Program. Her blog speaks to the challenges HR professionals face when trying to promote mental health in the workplace.

Unless you’re a park ranger, this image is in stark contrast to the realities most of us face when we head into our days, in particular our workdays.  Instead of calming colors and soothing sounds, the concrete jungle and an impression that challenges loom as large as the buildings can surround us.  On such a day, I came across the following quote by Victor Frankl:

When we are no longer able to change a situation,

we are challenged to change ourselves.

This quote struck a cord with me.  There were quite a few things outside my control, which were consuming my energy and hopes.  I was a manager of 20 administrative staff, which included extensive performance management and employee relations duties, in one of the largest professional services firm in the US and globally.  The economic downturn had required a number of tough staff decisions as well as a restructuring of my team.  These stressors mirror situations faced by many Human Resources professionals noted in an HRCrossing article titled WorkplaceStress and the Human Resources Professional.  One of which is…

Dual allegiance: Trying to be of service both to the managers and blue-collar employees can put enormous stress on the consciences of human resources professionals. If, by chance, adversarial relationships exist between the two groups, then the human resources professionals may get scorned by both sides and viewed as inefficient meddlers.

I felt I was between this proverbial rock and a hard place. The National Institute for Occupational Safety and Health (NIOSH) has also noted in their report Stress at Work that “extensive literature links job characteristics (e.g., low levels of control and work overload) to job stress and stress-mediated health outcomes such as cardiovascular disease and psychological disorders”.  Their diagram included here shows how a mixture of work stress and factors from outside work can work for or against people with possible negative outcomes for health.  This stress trap was also termed a “pressure hangover” in an article titled “Creativity Under the Gun” in the Harvard Business Review.  The article notes that working under pressure situations can require a few days for recovery.  This idea supports further the idea that chronic stressful conditions increase risk of illness, by not allowing recuperation time between pressure intensive projects.

For me, the work stresses in addition to other life stressors were making it more difficult to keep my emotions in check.  The phrase “Let it go” was oft repeated by friends and colleagues, with an occasional “You care too much”.  So how does one manage if you want to care about life but have no framework on just how is it you, “Let it go”?  Even while “being proactive” is a catch phrase in corporate America, there is a gap in proactive work being done to create Healthy Workplaces as it relates specifically to mental health.  Seemingly ever-increasing stress levels in the workplace are compounded by evidence I observed that organizational leaders are not fully prepared to handle employees who are facing severe stress, depression or other mental illnesses, and even less those that are contemplating suicide.  I would say this is mostly due to lack of knowledge versus lack of caring.

As is mentioned later in the HRCrossing article, I followed the path of many HR professionals, and took my own advice in making a change.  I resigned after 10 years in an intense corporate environment to pursue a master’s degree in Social Enterprise at American University with the intention to find structural solutions for healthier workplaces and work lives.  This program is allowing me to bring together my experience from business, entrepreneurial practices for new business structures – whether for profit or non-profit – and a commitment to live and encourage more balanced living of integrity.  In the course of my studies, I researched whether there were people applying the methods and ideals of Social Entrepreneurship to the field of mental health in the workplace and came across the Carson J Spencer Foundation (CJSF).  In particular CJSF’s program, Working Minds, is an answer to what I had observed during my time in Human Resources and Management and was encouraged by how they are bringing the entrepreneurial spirit to this conundrum creating healthy workplaces nationally and internationally. 

Working Minds showcase workplaces that practice innovative and effective approaches in promoting mental health at work through contests.  They also open dialogue about mental health in the workplace by providing education and training in suicide prevention.  This approach not only works to help the individuals facing challenges, it also contributes to the organizations through a double bottom line of social/health benefit and financial benefit.  Instead of the costs associated with absenteeism and turnover, Working Minds equips leaders to create a working environment where staff can get assistance and continue to contribute to the organization.  The training normalizes the discussion of mental health, and provides intervention skills when needed.  There is also focus on re-integration after crisis situations, all of which helps create an environment where people can reach out for help as well as continue to contribute.

I am excited about what Carson J Spencer Foundation (CJSF) and Working Minds is accomplishing and being a part of expanding their work.  I encourage you to join in the effort by being a changemaker in your organization.  Open the dialogue with your leaders about creating a healthier workplace.  If you or any colleague you work with is at a crisis point, reach out for help through the National Suicide Prevention Lifeline.  This link can also provide more information about warning signs.  Become informed and ask for training from Working Minds.  

ABOUT THE AUTHOR: Kate Burke is a consultant with over 15 years of experience in business in the private and non-profit sectors.  Ms. Burke's most recent experience is in operational management and human resources with the professional services firm PricewaterhouseCoopers.  She focused on performance management, process improvement and change management projects in San Francisco Bay Area and Washington Metro Area.  Ms. Burke has also worked with a locally based management company, a national non-profit higher education association and national life insurance company.
Ms. Burke holds a B.A. from Westmont College in International Studies with an emphasis in Latin America, including studies in Costa Rica.  She is a Masters candidate in Social Enterprise with the School of International Service at American University in Washington, DC.

Working Minds Contest Winner: Colorado Public Television

Mental health isn’t something many workplaces consider when thinking about the health of their employees, and yet, distress impacts productivity, retention and morale significantly. We are delighted to honor workplaces in Colorado that take proactive steps to help promote mental health.

Colorado Public Television is 1st place winner of the Working Minds Contest

For more information about our Working Minds Contest and last year's winners, please visit http://www.carsonjspencer.org/sloh2010.html

In these current economic times, the stress of work can be quite unbearable. With budgets being cut across numerous organizations and businesses, many are concerned about their employment. Colorado Public Television (CPT12, formerly KBDI) has found ways to promote mental health and resiliency during tough times:, shared sacrifice, team-based decision making, and an environment which enhances creativity. Colorado Public Television will be recognized with the grand prize “Working Minds Award” at the Carson J Spencer Foundation’s Shining Lights of Hope Gala on the evening of August 28th at Inifinity Park in Glendale, Colorado

CPT12 is a mission-focused organization with a product that is enjoyable and trusted. The culture of CPT12 fosters creativity, collaboration and risk-taking. Employees throughout the company feel a sense of pride in the quality of the product, and enjoy the intellectual stimulation associated with it.

“I would liken our staff meetings to a Sunday dinner that a family would have,” said Pam Osborne, Director of Marketing & Communications for CPT12. “As a cohesive team, we all feel that we are in this together.”

CPT12 makes it a point to include mental health days, telecommuting and flexible scheduling into its policies. Additionally, the mentally-healthy atmosphere includes pet- and children/family-friendly policies. The approach by management is to help employees feel safe and capable of high-performance. CPT12 welcomes perspectives of staff and viewers of all ethnicities, sexual orientations, genders and backgrounds.

Our workforce is extremely loyal,” stated Osborne. “I attribute that to the fact that our organization is a creative, ever-evolving, fun place to work.”

CPT12 was awarded the grand prize in the Carson J Spencer Foundation’s Working Minds Contest. In order to win, contestants needed to be workplaces based in Colorado that demonstrated measurable success by implementing innovative and effective mental health policies and procedures.

About Colorado Public Television – CPT12

Every day Colorado Public Television (CPT12), formerly KBDI, sets itself apart with an unparalleled schedule of local, independent, “community voice” public affairs programming and invites its statewide audience to explore new issues, ideas, people and places in the state, nation, and world. CPT12 curates three digital channels including a flagship signal with a mix of local, national, and international programming and infused with quality PBS shows (12.1); CPT12+, the best of independently produced documentaries, music, travel, exercise, cooking, public affairs and more (12.2); and MHz Worldview, providing international news from five continents and diverse cultural perspectives for a globally minded audience (12.3).

Please join us in congratulating all of our winners (runners up were Tu Casa and Jefferson Center for Mental Health) at the Shining Lights of Hope Gala on August 28th at Infinity Park! For more information visit http://www.carsonjspencer.org/.

GUEST BLOGGER “Smack-A-Mole”: Fighting Off the Job-Search Blues

Packard Brown and Charlie

It is my pleasure to introduce our guest blogger this week. I met Packard Brown after our Manspeak article was published. He was interested in the psychological impact of economic distress for men, and we spent a morning exploring shared interests. Packard is a seminary-trained, proven Career Transition professional with long-standing success in helping professionals secure employment in the non-profit or corporate world. Having spent more than 20 years in both the corporate realm as a Vice President for Organization Development and in the Career Management industry as a Senior Career Consultant, he knows first-hand the strategies and tactics it takes to navigate a career transition successfully.

Our current economy has forced nearly 30 million people into unemployment, out from behind their desks to the streets or behind the fast-food counter. If you’re deep in the process of a job search, you’re in plenty of company. With this Job Market, there’s ample reason to become despondent – there’s frequent rejection, endless worry over finances, and dashed hopes. As one of my clients put it “I’m just a bug on the windshield of life”. Reason enough to feel distraught.

But take heart, it doesn’t have to be so!

Most everyone has the intelligence, the resolve and the energy to keep moving forward. You just need to adjust your thinking and practice certain tactics to keep your spirits up. Here are some pointers on trekking through the Job-Search Bog to higher ground and success.

1. Start a Brag-File. If you haven’t done so already, you absolutely need to begin recording those events when you did something well, that brought you a lot of affirmation. Start archiving those circumstances where you rescued a lost account or turned around a poor-performing office or solved a problem that stumped everyone else.

In the job search you’re going to run into rejection; people will question your experience, discount your qualifications, or misspell your name. In these instances you have to return to your achievement stories and take stock of all that you do well. Relive those circumstances where you stood out from the pack and really delivered. Doing so enables you to readily provide examples in an interview, but also works to raise your morale and reminds you that you have a lot to offer an employer.

2. Practice Sharp U-Turns. During tough times, we often succumb to behaviors, to habits that may bring us short-term relief, but really harm us in the long run. When feeling pummeled black-and-blue from the job market, don’t be tempted to toss down a few dozen Harvey Wallbangers, or smoke a joint, or raid the medicine cabinet for those kite-flying prescription drugs. I also caution clients about devoting hours to Facebook or over the top shopping sprees. Guard against developing self-destructive behaviors.

3. Pump Some Iron (or Aluminum). When turning away from bad habits, make a conscious effort to engage in those activities that bolster your physical and mental well-being as well as keep you moving forward in your search. Adopt an exercise routine; strive to spend 30 minutes a day walking or working out at the local recreation center. Make it a regular part of your weekly routine to gather with good friends or enjoy an outing with the family. Don’t become isolated. Also make a list of five things to do regarding your search and do two of them by the end of the day. My clients make phone calls to managers, set up networking appointments, or reach out to targeted contacts on LinkedIn. Stay purposefully active.

4. Smack-A-Mole. This probably sounds like “New Wave Metaphysics” but as best you can, watch your head games, control your thoughts. Dwelling continually on the negative aspects of a search only serves to draw down your energy and your morale. Believe me; it adversely affects how you come across in an interview. Remember the football film where the running back is about to carry the ball late in a close game and he repeats to himself “Don’t fumble,” “Don’t Fumble”, “Don’t fumble”? So what did he do? Of course, he fumbled the ball. When a dark and desperate thought enters your mind, act like the arcade game Smack-A-Mole, where you hammer a pop up figure with a rubber mallet. Belt that thought right out of your mind. Now granted we need to be realistic in reviewing our circumstances, but be objective of what you perceive then get off it. Don’t dwell on it. A helpful tactic is to identify one or two experiences that lift your spirits every time you think of them and use one of them to replace the negative image. For me it’s recalling my son’s hit to drive in the winning run in a baseball tournament or my daughter who’s a lyric soprano, singing a solo that brought down the house. Find one for yourself, and whenever your thoughts turn to Dark Swans, replace them with these affirming images.

The job search can certainly be a tough road to plow but knowing how to keep your mind and spirits uplifted will serve you well in the days ahead.

+++++++++++++

On Saturday, August 27, 9am – 1pm Packard and colleague Richard Oppenheim will be facilitating a workshop Greenwood Community Church called "Keeping Faith with Your Job Search." Packard has graciously offered the Carson J Spencer Foundation 10% of the proceeds of this workshop in support of our work on suicide prevention. If interested in this workshop, contact Packard for more information:

Packard N. Brown M.Div., CEC, RCC, Careers at Crossroads packard.brown@comcast.net

The Simple Gift: Reaching Out and Renewing Hope at Work



 Photo by mmlolek

After my brother died by suicide in 2004, my workplace gave me the most amazing gift – the gift of their support. As many of them reached out to me, their kindness made all the difference in my ability to cope with this devastating loss.

First, there was Jerene, my direct supervisor. Just two days after my brother’s death, Jerene called me up, “Sally where are you? I am coming over to give you something.”

She drove from our workplace up to my parents’ home and delivered a huge vat of chicken soup. During a time when my family could barely choke anything down, that soup sustained us.
Then there was Tom, my Vice President. On the day of the memorial service, Tom joined many of my co-workers at the church. After the service was over, he found me and gently cupped my face in his hands to express his sympathy. This tender gesture was so heartfelt and kind; I will never forget it.

Finally, my bereavement leave ended, and I found myself facing the reality that I needed to return to work and some level of functioning. When I opened the door to my office on my first day back, my desk was covered with cards, flowers and well-wishes. From co-workers I knew well, and from folks I didn’t know at all. I instantly knew that the support I was going to get was going to carry me through this very difficult part of my life.

Belonging

Humans are hardwired to be in relationship with others. For some these are vast connections and broad social networks, and for others just a few intimate bonds are all they need. Workplaces that are mentally healthy cultivate a sense of belonging. Work teams and social groups can sometimes evolve into friendships that last a lifetime. Belonging fosters a sense of trust and interdependency that can help distressed workers find hope during tough times. When workmates pull together around difficult assignments, the encouragement they give one another can be the protective factor that decreases the impact of high levels of stress. For these reasons, workplaces that foster genuine belonging will find they have more mentally resilient employees.

A Little Goes a Long Way

While we can all think of some people that are constant drains in relationships because their needs are so great, most people do not need much. A little caring usually goes a long way. For example, in one study, hospitals sent caring letters to people who had recently been discharged after a serious suicide attempt. The letters just said something to the effect of, “We’re so glad you came in for treatment. Please, call us if we can help in any way.” Each letter was personalized to a small degree and signed by the attending care provider. The research found that the patients who received the caring letters were significantly less likely to have a subsequent suicide attempt than those who didn’t get the letters. If that wasn’t enough, the study was replicated using computer generated postcards – no personalization whatsoever. The same outcome resulted. If a computer generated postcard can have this level of impact, think about what is possible when people who know each other reach out and say, “I see that you have been looking down lately. I am here for you.”

Reaching the Unreachable

Another known fact is that people who have multiple risks for suicide are also sometimes the least likely to seek help on their own. Because of this, caring work communities need to be intentional in reaching the “unreachable.”

Mother Teresa was known for helping those that no one else would. In a story she wrote in her book, In the Heart of the World, she talks about finding an elderly man who had been ignored by everyone and whose home was in complete disarray.

She told him, "Please, let me clean your house, wash your clothes, and make your bed." He answered, "I'm okay like this. Let it be."

She persisted and he finally agreed. While she was cleaning his house, she discovered a beautiful lamp, covered with dust.

She asked him, "Don't you light your lamp? Don't you ever use it?"

He answered, "No. No one comes to see me. I have no need to light it. Who would I light it for?"

She asked, "Would you light it every night if the sisters came?"

He replied, "Of course."

From that day on the sisters committed themselves to visiting him every evening. They cleaned the lamp and lit it every evening.

Two years went by and Mother Teresa had completely forgotten that man when she received a message from him: "Tell my friend that the light she lit in my life continues to shine still."

Re-Gifting

One of the great things about the gift of reaching out is that we can re-gift it and people don’t think it’s tacky. It turns out the idea of “paying it forward” is both a gift to the receiver and a gift to the giver. When people who have been helped through a difficult time are able to help another, they often find meaning in their earlier struggle and value the wisdom gained.

This notion of “reciprocity” is one of the cornerstones in what make programs like Alcoholics Anonymous work. When people successfully go through the 12-steps of the program and maintain their sobriety, they can become sponsors and support others who are just beginning. The work of being a sponsor helps many maintain sobriety because it strengthens positive self-regard. Furthermore, sponsors find that being there for someone else makes them hold themselves accountable to being a worthy role model.

If people who are resistant to seeking help see an opportunity to pay it forward by mentoring another down the road, they often become more inclined to receive the gift of help. Peer support and mentoring programs offer these opportunities at worksites, but other opportunities can exist within communities.

In summary, reaching out is a great gift – one size fits all, and it’s easy to exchange.

For more information on suicide prevention, intervention or postvention training visit www.WorkingMinds.org or contact Sally@CarsonJSpencer.org.

++++++++++++++++

What have you noticed about how others do or do not give each other support at work?

Working Minds Contest Winners

Each year The Carson J Spencer Foundation welcomes Colorado businesses, nonprofit, for-profit or governmental agencies to compete in the Working Minds Contest. This contest is designed to showcase workplaces in our community that practice innovative and effective approaches in promoting mental health at work. This year The Denver Center for Crime Victims won the contest and will be honored at the Shining Lights of Hope Benefit Auction Evening on August 28th, 2010 (for information and tickets go to event website).

The Working Minds Contest seeks to promote workplaces that are focused on the emotional well-being of their workforce – through policy, practice and overall culture. In a time when lots of workplaces are becoming increasingly distressed, some workplaces are making a concerted effort to keep their teams thriving. We are excited to hold up the practices of our top three nominees as a model for others.

 

Finalists 2010

 

First Place: Denver Center for Crime Victims

 

The Denver Center for Crime Victims’ (DCCV) purpose is to provide culturally and linguistically responsive services to crime victims and crime prevention education. We are the beacon of hope and safety net for more than 6,000 people each year. Our services are broad, supporting survivors of simple theft, domestic and sexual violence, to suicide/homicide survivors. We provide crisis intervention, brief therapy, case management, financial assistance, crime scene clean up and more, all without cost to victims.

 

Innovative and effective approaches to promoting mental health:

 

• “Our self care philosophy is an integral part of our workplace culture and is discussed with potential employees and volunteers and included in all job descriptions and orientations.”
• “Staff creates confidential, results-oriented stretch goals addressing five areas: physical, emotional, financial, intellectual and spiritual health. These goals are supervised twice a month and included in annual evaluations. Thus, staff gets paid to take care of themselves!” 
• Generous leave policies and flex-time including the opportunity for a 30-day paid sabbatical
• Proactive measures to prevent vicarious trauma and burnout among staff

 OUTCOMES: Lower burnout and compassion fatigue rates and a higher sense of compassion satisfaction compared to the national average (as measured by Professional Quality of Life Scale)

 

• “Compassion satisfaction is about the pleasure derived from being able to do your work well. The national average score is 37. The average score of the DCCV staff is 40, indicating a higher rate of employee satisfaction.
•  Burnout is associated with feelings of hopelessness and can be associated with a very high workload or a non-supportive work environment. The national average score is 22. The average score of the DCCV staff is 17, indicating a lower rate of burnout.
• Compassion fatigue is the effect of work-related, secondary exposure to extremely stressful events. The national average score is 13. The average score of the DCCV staff is 11, indicating a lower rate of compassion fatigue or secondary trauma in response to our work.”

 

Second Place: Bayaud Enterprises

 

Bayaud’s mission is to provide Hope, Opportunity and Choice, with work as the means through which people with disabilities and other barriers to employment can more fully participate in the mainstream of life.

 

Innovative and effective approaches to promoting mental health:

 

• “In our commitment to mental health, Bayaud has carved out money in an already tight budget to provide weekly life skills and support groups lead by a therapist. In addition, Bayaud will sponsor one on one mental health counseling for those in urgent need. Counseling services are provided through a partnership with Mindful Therapy. Bayaud is currently seeking funding to support expansion of “in-house” mental health services. Time off and schedule changes are accommodated as necessary to access mental health treatment, including extended absences from work, as required.”
• “Staff meetings end with time dedicated to ‘Taking Care of Self’ where staff members discuss their stress levels and what they have planned to balance their stress. In addition to everyday supports and openness regarding mental health, Bayaud has also started a Healthy Families Program that provides information weekly regarding various Health and Wellness topics. Topics discussed are broken into four quarters of the calendar year to include Mental Health Awareness, Healthy Eating and Exercise, Disease Prevention, and Financial Health.”
• “Financial struggles can also add to the stress of everyday living so Bayaud has partnered with AmeriCorps to provide onsite financial counseling services, education and free income tax services. Bayaud has also started an official Toastmaster’s group to promote confidence and the ability to give/receive criticism appropriately.”

 

OUTCOME: Turnover rate is less than 5%.

 

Third Place: Compassion and Choices

 

Compassion and Choices improves care and expands choice at the end of life. We support, educate and advocate.

 

Innovative and effective approaches to promoting mental health:

 

• Employees are also encouraged to recognize the contribution of other employees by anonymously placing the employee’s name and accomplishment or kudos on a card and putting it in a lock box. Each month these cards are read at an all-staff meeting and all named employees get to choose from a selection of $10 gift cards as a reward.
• Belongingness encouraged through regular staff lunches and project partnership
• Special events such as “Pimp Your Patio” – “we happen to be in an office complex that has balconies and employee teams are put together to see who can create the most outrageous patio display.”

OUTCOMES: “High laughter and low turnover”