Center for the Study of Traumatic Stress
CSTS | Department of Psychiatry | Uniformed Services University | 4301 Jones Bridge Road, Bethesda, MD 20814-4799 | www.CSTSonline.org

Recovery in the Aftermath ofWorkplace Violence:
Guidance for Supervisors

Supervisors face particular■ Everyone who needed medical
challenges following any violent
Supervisors face particular challenges
attention received or isincident in the work setting. Even
receiving it.
following any violent incident
after the work area is secured, and■ Employees are encouraged
in the work setting.
victims or perpetrators are no longer
to, and have a way to contact
present, emotional reactions andfamily and friends.
distress behaviors may compromise■ Those who are distressed have
performance. Leaders may take steps to reduce untoward
someone to look out for them.
consequences for employees and for the workplace.
The ﬁrst requirement for the ofﬁce staff recovery is
As soon as possible after the event, clarify what actuallyassuring safety. Leaders should be aware that victims,
occurred and provide accurate information to the staff:
intended victims, colleagues, and bystanders may■ What is known about the event?
experience signiﬁcant emotional distress whether or not■ Who was/were the victim(s)?
physically injured—but those closest to the event, or with
■ Who was/were the perpetrator(s)?
close relationships to the victim(s) or perpetrator(s) will
likely be most affected. For most employees, the cornerstone ■ How did the incident happen?
of emotional recovery is communication and leaders can■ Why did the incident happen?
best assess their employees by talking with them. Leaders
should demonstrate their willingness to discuss the event
Before staﬀ departs on the day of the incident, gather
and their own emotions. As some people will not wantfacts and solicit staff input. Try to provide as muchto participate in group discussions, it is essential that
information as you can about what occurred, and provide
supervisors speak with these individuals one-on-one tothe following guidance to employees:
gauge their feelings and mental state. An “open door policy”■ Limit consumption of alcohol, tobacco products, andand management presence or informal “checking in” may becaffeine, and “junk food” beyond usual levels. Drink
helpful.
water.
The second most important action leaders can take in■ Limit unnecessary driving.
recovery is promoting a sense of normalcy and a return■ Talk to family and friends about what happened.
to work schedules and routines. A sense of normalcy isachieved gradually. The more traumatic and dramatic■ Sleep and rest. Exercise can also help reduce distress.
the event, the more likely that people will be emotionallyaffected and these memories will only gradually fade.
Days following the event: If staff have been killed or
Most people move on to integrate a tragedy or
injured in the event, a personal call (or hospital visit if
otherwise signiﬁcant event into their consciousness without possible) from a senior leader to close family members
continuing mental distress or disability.
often reduces anger. If the ofﬁce/facility is closed due toThe actions below will help workplace leaders foster adamage or ongoing investigation determine alternative
sense of safety and of return to normalcy.
meeting places at which to discuss events and keep thework ﬂowing. Returning to work is important to people,
Immediately after the event, make sure that:and work routines contribute to the sense of normalcy.
■ All employees or others at the workplace are accounted
Continuedfor.

When the oﬃce staﬀ meets again, review what was knownat the time and update the staff on new developments.
Solicit input from others, including persons who were notpresent during the incident. Security procedure reviews
are practical safety measures, communicate leadershipconcern, and encourage staff input. Answer questions
truthfully and do not be afraid to say “I don’t know.” If
there are forensic/legal or ethical (privacy) issues, makepeople aware of them and what should not be said becauseof these constraints. Limit meetings to approximately anhour. When more discussion is necessary, divide meetings
into morning and afternoon sessions. Limit discussions
when workers are distraught, tired, sick, or otherwise
less likely to beneﬁt. If deaths have occurred, supervisor
attendance at funerals and initiation of memorials
demonstrates “grief leadership” and promotes expression ofemotion among workers.

Advice for leaders who must continue to function
following an incident:■ Promote a sense of calmness and control. Consider
courses of action (i.e., avoid snap decisions that may
have to be changed).
■ If distressed, take breaks and relax in ways that helpedin the past. Exercise helps.
■ Rest and relax when possible.
■ Identify a trusted colleague to bounce ideas off andserve as a buddy (i.e., someone to look after you).
■ Follow the same guidance you have given youremployees about alcohol/tobacco use, excessive “junk”
food, and unnecessary driving.
■ Do not overwork. Trust others to help and get the jobdone.
■ Reward/compliment others for their work, particularly
in a crisis situation.

Center for the Study of Traumatic Stress
Department of Psychiatry
Uniformed Services University
4301 Jones Bridge Road, Bethesda, MD 20814-4799
www.CSTSonline.org