CISM News

LET’S TALK ABOUT MENTAL HEALTH

By: Conrad Weaver

How do you start the conversation about mental health and posttraumatic stress (PTS), or posttraumatic stress disorder (PTSD)? Up until recently, most first responders have not been keen on talking about these things. I was once told by an “old-timer” that, “In my day, we dealt with these things with, ‘Suck it up, here’s a beer.” We can clearly see where that has led us.

Does the “suck it up” culture still exist? Yes, I’ve seen it alive and well. While many of us—and I suspect many who are reading this post—are immersed in the wellness space, there are many more who’ve never even talked about this.

A few months ago, we held a film screening of PTSD911 in a southern state. After the film ended, a fire chief came up to me with his arms crossed. He said, “I didn’t think I had a problem until I saw your film.” What followed was a long conversation about his struggles and the lack of resources and conversation about these things at his agency. He acknowledged that, aside from an occasional after-action meeting, they have never talked about mental health at his firehouse.

I think this is not unique. Another battalion chief I spoke with recently said he has faced repercussions from his chief for getting involved in mental health conferences and activities. If we are going to have healthy first responders who thrive and prosper, then there needs to be a movement to get leaders talking about and doing the things necessary to create a culture that promotes health and wellness.
This stigma was evident when we attended a recent conference for firefighters. It’s a huge event with more than 30,000 firefighters attending. We had the opportunity to have a presence in their “Wellness Pavilion.” I was excited about this and thought that we would be able to connect with tens of thousands of firefighters and share what we’re doing with the film and related resources.

Unfortunately, the conference organizers placed the “Wellness Pavilion” outside the main exhibit hall and off to the side, away from most of the foot traffic. The pavilion was also cordoned off and hidden behind black curtains with one primary entry point. Attendees had to know that it was there and make an extra effort to walk to that area of the venue to visit. We had printed 1,000 info cards to hand out, and I was certain that we had brought along far too few. But I was very mistaken. I returned with more than half of the cards.

Compared to the main exhibit hall, we had very few people come to the pavilion. There were times when no one came through the pavilion at all. All of the vendors were frustrated. In my view, the organization stigmatized health and wellness by hiding it behind curtains and putting it off to the side. They perpetuated the idea that wellness is not to be talked about. “Let’s hide it behind curtains.” We have some work to do.
Talking about mental health IS hard. But so is battling PTSD. Choose your hard. Are you willing to continue burying those who end their own lives, or are you brave enough to have hard conversations that could lead to change?
So how do you start these vital conversations that lead to change? Here are some ideas that may help you and your team open up about wellness and mental health.

1. Share Personal Stories: Begin by sharing a relatable story about your struggles. Personal anecdotes can help break the ice and make the conversation more relatable and less intimidating. This is why documentary films, like PTSD911 (shameless plug), are so powerful. There’s something about hearing someone’s story that helps you relate. I often hear this from people who attend our screenings; they see themselves in the story. Stories like these show how important it is to talk about our mental health, especially when the story comes from a leader. When the chief, captain, or sergeant shares their story, it makes it okay for others to share their own stories and acknowledge their struggles.
   People want authentic leaders. Sharing your struggles doesn’t make you seem weak; it makes you real. In the PTSD911 film, firefighter Matty talks about the time when two sheriff deputies began sharing their struggles with him and helped him realize that he’s not alone in the struggle. I love what Simon Sinek says about leadership: “It is the weak leader that compensates by acting strong. It is the strong leader that allows people to see when they are weak.” Let your people see the real you.
2. Acknowledge the Stigma: Open the conversation by addressing the historical “suck it up” mentality. Say something like, “We all know the old mentality of ‘suck it up and have a beer.’ But we can see where that’s led us. It’s time to move past this and start talking about our mental health.” This sets the stage for a more open discussion and recognizes the existing challenges. Hiding the stigma behind curtains or ignoring that it exists exacerbates the problem. Get it out in the open and expose it.
3. Highlight the Consequences of Silence: Emphasize the negative impacts of not talking about mental health. When we hide and pretend we don’t have a problem, the problem actually gets worse. Not talking about these issues can lead to serious consequences, both personally and professionally. We need to support each other in seeking help, not punish those who do. When we talk about it with our peers and workmates, we begin to understand and know that we are not alone.
4. Create a Safe Space: Encourage the formation of safe, non-judgmental spaces for first responders to discuss their mental health. Encourage regular check-ins or participation in peer support groups where responders can talk openly without fear of judgment. Make these resources more visible and accessible, unlike the hidden wellness pavilion at the recent conference. The importance of feeling safe when revealing vulnerable and personal information is vital. Several years ago, I was invited to attend an AA meeting in Washington, D.C. It was a group that had been meeting for more than 30 years and included all races, genders, ages, and ethnicities. What I found there was a supportive, loving group that didn’t judge. They held each other accountable when needed, but they loved and supported each other unlike any group I’ve experienced. It was refreshing. It was a safe space for deeper conversations. This is what’s needed in our first responder agencies. We need a place where deep conversations can be discussed without fear of reprisal.
5. Leadership Involvement: Leaders have a lot on their shoulders these days, but the health of the people they lead must be a priority. Simon Sinek says, “Leadership is not about being in charge; it’s about taking care of the people in our charge.” If there are people in your charge who are unhealthy, it’s on you as a leader to help them become healthy. What are you doing about it? Have you created an environment that supports those who are struggling? Someone once said that unhealthy first responders make unhealthy decisions. When leaders genuinely show they care, this builds trust and people feel supported. When people feel supported, they will often work longer hours for less money, and they will stay. When they feel unsupported, they will quit. When leaders are absent from these discussions, it lessens the value of the conversation. Over and over on my travels across the country, I hear that leadership is failing the first responders. Why? Maybe it’s because they are not willing to deal with or admit their struggles? John Maxwell is famous for saying, “Everything rises and falls on leadership.” If you want to get your people talking and doing something about mental health, then you as a leader must lead. Set the example. First, take care of yourself, do the hard work, then and only then will you be able to start that conversation with your people that leads to a change of culture.

Starting the conversation about mental health and PTSD among first responders is challenging but essential in changing the culture. That’s what my new Fire Chief friend is doing down south! He’s reaching out to others who have been there, and he’s leading the charge at his department. I can’t wait to hear how things are going there.

We need more leaders like him. Leaders who are willing to have the hard conversations and do what’s necessary to instigate change. It’s up to leaders to lead the charge. The people in your care will follow. Now, will you do that hard thing?

Biography

Conrad Weaver is an Award-winning documentary filmmaker, podcast host, speaker producer, and director with a passion for telling stories that matter. Conrad has been telling stories through documentary films for more than ten years, and his films and work have taken him from the slums of Guatemala and orphanages in Ukraine, to the Halls of Congress on Capitol Hill, and everywhere in between. Whenever Conrad takes on a film project he dives deep into the culture to get to know the story and become an expert on the subject. His films have won many prestigious awards including a Regional EMMY Award. Whether its through his films or his podcast, Conrad’s goal is to inspire to live a life of meaning and purpose.

Developing Better Stronger Healthier

Beyond Just Wishful Thinking or Another New Program!

By: John R. Robertson. 

ICISF Approved Instructor and Member 

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

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

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

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

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

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

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

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

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

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

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

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

To be better, stronger, healthier!

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

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

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

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

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

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

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

It requires a consistent effort in a steady direction to be 

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

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

Visit our website: Fortlog.co

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

By: Nicole E. Ferry, MPA

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

The Backbone of Our Communities

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

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

The Heart of Resilience

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

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

The Ripple Effect of Self-Care

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

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

Strategies for Building Resilience

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

• Mindfulness and Meditation: These practices can help individuals manage stress, increase self-awareness, and improve their emotional well-being.
• Physical Health: Regular exercise, a balanced diet, and sufficient sleep are essential for maintaining physical health, which is closely linked to mental well-being.
• Peer Support: CISM has peer support as its bedrock. Teams need to connect with colleagues who understand the unique challenges of the profession. Sharing experiences and seeking support from peers can be immensely beneficial.
• Professional Help: There should be no stigma attached to seeking professional help when needed. Therapists, counselors, and mental health professionals can provide valuable guidance and support.
• Work-Life Balance: Strive to maintain a healthy work-life balance to prevent burnout. Taking time to engage in hobbies and spend quality time with loved ones is essential.
• Training and Education: Continuously update your knowledge and skills in the field of CISM. Staying informed about the latest techniques and best practices can enhance your ability to provide effective support.

The Healing Power of Connection

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

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

Conclusion

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

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

Biography

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

Taking Our Own Self-Care Advice Is Hard

 The Poster Child

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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