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 experience■ What is known about the event?
signiﬁcant emotional distress whether or not physically■ Who was/were the victim(s)?
injured—but those closest to the event, or with close■ Who was/were the perpetrator(s)?
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 talk and leaders can best assess■ Why did the incident happen?
their employees by talking with them. Leaders should
demonstrate their willingness to discuss the event and their
Before staﬀ departs on the day of the incident, gather
own emotions. As some people will not want to participate
facts and solicit staff input. Try to provide as muchin group discussions it is essential that supervisors speak
information as you can about what occurred, and provide
with these individuals one to one to gauge their feelings
the following guidance to employees:
and mental state. An “open door policy” and management■ Limit consumption of alcohol, smoking materials, andpresence or informal “checking in” may be helpful.
caffeine, and “junk food” beyond usual levels. Drink
The second most important action leaders can take inwater.
recovery is promoting a sense of normalcy and a return■ Limit unnecessary driving.
to work schedules and routines. A sense of normalcy isachieved gradually. The more traumatic and dramatic■ Talk to family and friends about what happened.
the event, the more likely that people will be emotionally■ Sleep and rest. Exercise can also help reduce distress.
affected and these memories will only gradually fade.
Most people move on to integrate a tragedy orDays following the event: If staff have been killed orotherwise signiﬁcant event into their consciousness without injured in the event, a personal call (or hospital visit if
continuing mental distress or disability.
possible) from a senior leader to close family members
The actions below will help workplace leaders foster aoften reduces anger. If the ofﬁce/facility is closed due tosense of safety and of return to normalcy.
damage or ongoing investigation determine alternative
Immediately after the event, make sure that:■ All employees or others at the workplace are accountedfor.

meeting places at which to discuss events and keep thework ﬂowing. Returning to work is important to people,and work routines contribute to the sense of normalcy.
Continued

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