| Copyright 2005 So-lu'shunz Management
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| | judge. Hear them out; acknowledge them
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| Services
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| | and then be prepared to help them move
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| We are living in a fearful world. It is
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| | forward.
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| a world haunted by the menace of
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| | 5. Provide an opportunity to move forward
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| terrorism, threatened by insidious
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| | to normal operation. Though true
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| warfare. It is a world plagued by
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| | normalcy may not be possible for some
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| tsunamis, monster hurricanes,
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| | time, realize what will be necessary to
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| earthquakes, tornadoes, severe drought,
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| | return to a degree of normal functioning
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| famine and raging wildfires. But these
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| | and facilitate it.
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| often often take a back seat to fear
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| | 6. Recognize and deal with the acute
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| right in our own neighborhood streets.
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| | reaction. Be prepared to employ
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| What was once a place of commerce,
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| | professionals to assess those whose
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| transportation and community has become a
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| | reactions seem to be severe, situations
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| war zone right outside our front doors.
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| | in which the individuals may be a
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| Children are often not safe in their
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| | potential danger to themselves or to
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| classrooms, and sadly not even in their
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| | others.
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| own homes.
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| | 7. Provide resources 24/7. From
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| Haunted by insecurity and upheaval,
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| | toiletries for those displaced by a
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| shadowed by dread, the world hungers for
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| | tornado to a forum for sharing memories
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| great leadership, for guidance and
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| | about a deceased comrade, the great
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| direction from those with cool heads and
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| | leader will see through the eyes of need
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| clear visions. If you are in a position
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| | and provide whatever will help the
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| of leadership, and very few of us are
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| | victimized begin to feel empowered once
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| not, dont wait for a great leader to
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| | more.
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| emerge. Great leaders are not born they
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| | 8. Dont ever promise what you cant
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| become. A great leader is one whose
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| | deliver. But dont hesitate to promise
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| heart is transformed, often during times
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| | what you know you can. In times of
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| of great crisis. You can be the great
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| | crisis, people will hang onto whatever is
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| leader to arise in your family, community
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| | offered. As a leader, you are bound to
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| or business setting.
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| | make your offers concrete and be prepared
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| Webster defines crisis as disordered
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| | to stand behind them, at all costs.
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| function, a radical change of status, an
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| | 9. Communicate, communicate, communicate.
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| unstable or crucial time or state of
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| | Keep all lines of communication open and
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| affairs in which a decisive change is
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| | flowing. Repeat each communiqu over and
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| impending; especially one with the
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| | over. Ears in crisis may not hear whats
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| distinct possibility of a highly
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| | being said until the fourth or fifth
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| undesirable outcome.
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| | telling. And remember that it goes two
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| With that definition in mind, handling
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| | ways. Listening is equally as important
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| crisis is no longer an option for any
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| | as imparting information. Be willing to
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| leader. Leaders must be prepared at all
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| | hear the same story until it no longer
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| times to handle crisis and its outcomes
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| | needs to be told.
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| at home, among friends and in the
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| | Comfort comes in all shapes and sizes.
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| workplace. If thats a daunting
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| | Great leaders often look a lot like
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| possibility, be encouraged. You are far
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| | grandmothers with comfy laps or
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| better prepared to be the instrument of
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| | paramedics who dispense teddy bears with
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| peace in a critical situation that you
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| | ambulance rides, or neighbors who make
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| realize. Keep these steps in mind.
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| | their homes available at a moments
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| 1. Deal with yourself first. Youre no
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| | notice.
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| good to anyone if youre out of control.
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| | Great leaders are those who establish and
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| Deal with your own emotions, your
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| | insure order. They guide and teach and
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| immediate needs. As the airlines have
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| | protect. They provide tools; they
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| been telling us for years, put the oxygen
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| | counsel, arbitrate and shield. They
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| mask on yourself first, and then you can
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| | comfort and nurture and encourage. And
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| be available to those in need.
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| | when the time is right they will even
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| 2. Tell the truth about the situation.
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| | prod. Whatever the title they bear, if
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| Use your good judgment to share what
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| | they are accomplishing these things, they
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| information is pertinent. Its not
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| | have transformed hearts and they have
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| necessary to share all the gory details
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| | become leaders. The need is great and
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| simply because they exist. The need to
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| | they are very precious to us in these
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| share sensational data will separate the
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| | times. Be among them. Remember its not
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| leader from the limelight seeker.
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| | what you do; its what you become!
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| 3. Alleviate stress, as much as possible.
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| | Note: For more information or to arrange
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| Provide a controlled atmosphere in which
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| | for formal training in crisis response
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| people can talk through their fears,
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| | procedures, contact the International
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| where they can share what they have
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| | Critical Incident Stress Foundation
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| experienced and how they are feeling
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| | (ICISF), The American Association of
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| about it.
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| | Christian Counselors (AACC), the American
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| 4. Authenticate the experience. Dont try
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| | Red Cross or your local disaster response
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| to talk people out of their emotions;
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| | coordinator.
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| dont comment and by all means, dont
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