We all can relate to stories about how a perfectly good crisis response went “south”. Sometimes it’s unavoidable, but sometimes we overlook a key player in the response process . . . the supervisor or manager that will coordinate the service on-site.

On-site managers and supervisors play a key role in the success of a crisis response. Yet many times the importance of their role and their initial response to the crisis is overlooked. What takes place on-site before the EAP, HR or Crisis Support Professionals are called in many cases sets the stage for the outcome of the services provided. In other words, what happens before the first phone-call for help is as important as what happens afterwards. When working with the onsite manager, we need to take into consideration how the crisis was managed before we were called. Managers are just as vulnerable to the impact of a traumatic event as anyone else. We need to understand factors that might influence the manager's reactions to this event, how they have managed the crisis up to this point and their understanding of how crisis services will unfold in their environment. Communication is the foundation for a good crisis response and it will be important for us to begin this dialogue by asking the right questions. We want our manager to be confident and competent in organizing these services for their employees.

Let’s begin with a few factors that may influence the manager’s reaction to a crisis and services to be provided.

1) Involvement in the incident:

If the manager is directly involved in the crisis incident or event, it may be necessary to provide additional support and guidance as he/she prepares to organize the response to occur on-site. The manager may be experiencing conflicting reactions; first the need to feel competent in organizing the response (acting managerial) and the second is how to manage his/her own responses to the event. Building and promoting the manager’s competence and confidence in managing the situation is the foundation for a good response. If the manager is too shaken, it will be important to find ways to support his/her efforts without undermining their authority.

2) Life/work experience managing a crisis:

Life and work contribute to the range of skills that we all develop. A manager’s ability to manage a crisis situation may hinge on whether this is their first experience with a crisis or their 10th. Current life and work stressors may either contribute to the manager’s response ability to take charge in a traumatic event or interfere with their normal skills. Ascertaining the manager’s experience with managing crisis events in the workplace along with their understanding of the crisis response process will provide you with the information necessary to provide support.

3) Familiarity with resources for help:

Managers vary greatly in their understanding of resources available in times of crisis. This could be a result of the fact that the manager is new to the system and is not familiar with services available or there has never been an event and the “need to know” information has been forgotten or put aside. Supervisors and managers face so many challenges that many times procedures or resources available during a crisis only become important when something has happened. Refresh their memories about what might be available for them. Managers may request assistance in determining what is needed or appropriate for their employees.

4) The business environment:

Time is money in business and sometimes the resumption of business may be the manager’s point of focus. The provision of response services may be viewed as an intrusion or impediment to return to work. Managers may hesitate to call for services or request that they be provided immediately so that “a business as usual” routine can be established. There may be a reluctance to allow employees to participate without interruption. Educating the manager about crisis response and support service may be required. Managers many times request services that might not be most effective at the time.


Here are some basic questions to ask of the onsite manager when initiating crisis response services:

* What was their involvement in the incident - direct or indirect?
* What measures have been taken up to this point?
* What do employees know or understand has happened?
* What is their understanding of resources that are available to the employees?
* If a crisis response is to be provided, do they understand what these services include (possibly group/individual/telephone)?
* Have they organized a response in the work setting before?
* Is there someone on-site who can help them with these plans?
* What is the business culture? (Are they expected to open their doors immediately?)
* How do they view this response – important or required?
* What concerns do they have in accepting a service of this nature?
* What are their expectations of the outcome?
* How else can we help you?


Questions such as these can be used not only to ascertain the manager’s ability to successfully organize the response but to gather useful information. The information gathered will allow you and your crisis response consultants to plan more effectively for their service to the company. It will set the stage for a cooperative effort to be made between the manager, the EAP or HR specialists and the crisis response company or consultants.

Asking pertinent questions also provides you with important details about how the response might be received, any “missteps” that have been taken, any nuances that might influence the effectiveness of the services or issues that might arise during the crisis service provision. There are always surprises in a crisis, but we can minimize some of them by asking some of the right questions up front!


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