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

Leadership After a Possible Suicideor Suicide Attempt
Sustaining Readiness and Caring for Unit Members
When a service member is
COMMUNICATE (first few hours
found injured or dead, the cause isand ongoing:
Leaders and unit members may feeloften unknown. The cause may be a
■ Express the unit’s loss. Speakuncertain about what to talk about, what
medical event, an accident, suicide,also of the positive aspects ofnot to talk about, and what to do.
or suicide attempt. Leaders and unit
the person.
members may feel uncertain about■ Emphasize that “caring for each
what to talk about, what not to talkother” is an important part of being a service member
about, and what to do. Below are actions to care for unit
(e.g., listen to people’s difficult emotions, encourage selfmembers and sustain readiness.
care, help people with problem-solving).
■ Remind people where they can get help if they want toLISTEN (immediately and ongoing):
talk with someone (e.g., command leaders, behavioral■ Listen to others, especially junior leaders. Learn whathealth, chaplains).
is known about the event and understand concerns.
■ Remember that it’s okay to express emotions when you■ Make time to hear the concerns of people close to thespeak. Your emotions may help others express theirs.
service member, including friends, significant others,■ Say what is known and avoid speculating:and parents.
x Following a death, say “Our team member was■ Understand what is known and public knowledge
found dead” or “Our team member was found with
about the event to help you determine how to talka gunshot wound to the head.”with different people. The exact language for different
x Following a personal injury, say “Our team member
events (e.g., suicide vs accident; injury vs death)
was found injured and taken for medical care.”changes based on what people already know.
x Avoid drawing conclusions, such as, “This■ Be alert to rumors. Often, they contain worries andwas a suicide.”
beliefs (right or wrong) about an event. Address
known facts and identify what is still unknown.
■ Avoid describing explicit details about the method ofinjury or death.
■ Be sensitive to recent stressors or losses within the unitthat may heighten worries about the current event.
■ Provide opportunities to talk regularly
and offer support to persons involved (e.g., people close■ Meet with leaders from spouse and partner groups toto or involved in discovery of the service member)
identify additional unit stressors, as well as beliefs andreactions.
■ Repeat key messages. In high stress situations, people
do not remember things as well as they do in more
■ Be aware that some people may blame themselves.
normal times.
People’s last interaction with the person who diedoften frames their perspective and beliefs about their■ Before talking with family members, it can be helpful
responsibility for or role in the death (e.g., “I could/
to talk with other people about how you will approachshould have…”).
the conversation as you decide what to say and how
to say it.
■ Remember that people express grief, sadness, andContinued
anger in ways that may or may not be
the same as you do. People’s different backgrounds andcultures influence their reactions to the death.

ACT (hours, days, and weeks):■ Identify key stressors and consider their impact on
the unit.
■ Mitigate stressors when possible (e.g., lack of sleep,
high op tempo, lack of time off,
separation from home, changes in leadershipor unit members).
■ Be present and visible by walking around and talking
with your service members. Person-to-person
communication is important.
■ Encourage self-care (e.g., eat regular meals, get
restful sleep, manage stress) and be a role model bypracticing self-care yourself. If people see you doing
this, it will remind them that it’s okay for them topractice self-care as well.
■ Remind unit members that people have different
feelings (e.g., sadness, confusion, anger, guilt) andthese often change over time.

■ Temporarily lowering the unit op tempo can create

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opportunities for unit members to be together andsustain cohesion by discussing concerns and supporting
one another.
Remind unit members to reach out to a person who
is not acting like themselves, is more distant, is nottalking, or is talking excessively. Say, “You don’t seem
like yourself. What’s up?”
Provide junior leaders with ongoing and updated
information. Encourage them to ask any questions andshare concerns.
Ask chaplains to be present in the unit (walkingaround) and at briefings to check in with unit members
and remind them support services are available throughmultiple channels.
Seek out a peer or mentor who can listen or offer
support or advice about how to manage the stress anduncertainty of the event.

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