STEPS FOR WRITING AN EMOTIONAL CONTINUITY MANAGEMENT PLAN | Emotional Terrors in the Workplace: Protecting Your Business Bottom Line - Emotional Continuity Management in the Workplace

Research
- Find your highest order of management style
- Explore a variety of possible forms
- HOW:
  - Call someone in your position in another company for an Idea Meeting
  - Read magazines and books
  - Go to workshops or classes
Create a Blueprint
- Visualize your perfect style
- Take time to sketch or write your plan
- HOW:
  - Create a notebook or journal of ideas
  - Draw pictures and doodles of your ideal work process
Decide and Commit
- Remove barriers
- Prepare the space
- Gather resources
- Survive first challenges
- Continue to commit
- HOW:
  - Work for buy-on
  - See the big picture so there is no emergency in the planning stage
  - Continue your research and creative stages
  - Use challenges and obstacles as learning/teaching moments
  - Write and rewrite your plan as it continues to evolve into a final draft
Begin
- Take actions
- Safeguard resources
- Survive ongoing challenges
- Recommit
- HOW:
  - Talk with others inside and outside your work: create networks
  - Review and strengthen your database
  - Create professional documents and forms
  - Accept and review feedback with your ideals in mind
  - Review persistence materials
  - Begin implementation stages
Recall
- Review highest order ideals
- Review original visions
- Reconsider if appropriate
- Recommit and Continue
- HOW:
  - Review previous stages with ideals in mind
  - Continue to face challenges with open mind and commitment

Emotional Continuity Management Checklist

As you are creating your Emotional Continuity Training for teams and employees , you can use the following checklist to track your consistency:

Does each module of training follow the same "scripted" procedure so that the information is uniform and repeatable?
Is attending mandatory, because mandating attendance creates a sense of unity among participants and immediately limits options for spinning?
Do follow-up meetings provide creative input and collaboration from all members ?
Has there been buy-on from the top? The top-down process allows the administration/management to discover what employees are on board, who are potential company emotional saboteurs, and who are simply trainable "problem children"
Does each module include practice time and drill for new tools, language, and concept acquirement? Adjustment and absorption of new ideas takes time and familiarity .
Do units of education or modules exceed teachable time frames ? Two hours for group education is appropriate, with shorter individual consultations when required. This process should add minimum emotional impact to the organization's functioning. Do not let lengthy trainings become fodder for emotional spinning.
Do Emotional Continuity Management trainings have written policy and clearly defined statements for:
- Trainer qualifications
- Company mission and team visions
- Top organizational buy-on defined/clarified
- Rules for mandated participation and non-negotiable consequences for non-participation
- Expectations and timetables for skills practice and drills
- Value added incentives for participation
Are reproducible documents prepared for:
- Personnel interview charts
- Models for explaining human emotions
- Models for explaining human responses
- Models for conflict resolution
- Models for grief work and trauma management
- Self care tools ranging from simple to complex
- Grading assessments
- Models for managing individual differences
- System wide back up plans
- System wide back up plans for the back up plan

The Hawkins-Mitchell Five-Step Spin-Free Workplace Training Model for System-Wide Emotional Continuity Management

The Five-Steps are:

Preparation
The Wake-Up Call
Invitation
Clarity and Recommitment
Remediation .

PREPARATION

Managers begin the process by deciding exactly what they want, their expectations, how the readjustment process will lay out, who will be involved in research and development, individual committees , task forces, brainstorming sessions, and system-wide implementation. It is the blueprint of the new infrastructure. It is not necessary to tear down the old one while building a new framework. It is necessary to have a plan of action along with specialists to back up the plan. The rough draft of the Policy is created here.

Some Potential Preparation Components

The original mission/vision statements
All documents/policies/procedures that may be affected or changed
Legal Counsel
HR (Managers and above)
Internal Auditors (Managers and above)
Security (Managers and above)
External mental health consultant
External anti-terrorist specialist
Trainers/educators
Support staff to schedule meetings and trainings
General timeline/deadline
Meetings with all department heads and managers to dispel potential rumors.

It is important in this first step to have very rigid boundaries in order to protect leaks, fragmentation, generating half truth/half lies and rumors. If there is an Emotional Terrorist within this first unit, it will be evident via leaks.

THE WAKE-UP CALL

After Preparation, it will be time to inform all employees, system-wide, that there is a new policy on its way to the organization; that it is positive; has nothing to do with layoffs; and, will be announced at a specific meeting (or meetings). Location and time are included in the memo or will follow within 24 “48 hours.

The meeting should then be held for everyone. Everyone must Be Mandated to Get this Initial Information . This should not be a long, drawn-out process and in fact should only take a small period of time preferably less than an hour. Everyone should be informed in person, in group meetings, and not individual meetings, as well as in writing within a 48- hour period. There must be provisions for a make-up meeting for absent employees. Emotional Terrorists will avoid this unless it is mandated, which includes a mandated make up meeting. Terrorists will do anything to avoid this meeting.

The information given should be scripted to limit misinterpretation as well as to protect the messengers. The meeting script will announce the introduction of a new Anti-Spin Workplace Policy and present the expectation that all employees are expected to raise their consciousness about the possible effects and consequences for business and human beings in the presence of emotional spinning.

This meeting should be presented in an active, upbeat, celebratory "you-are-part-of-the-solution-or-part-of-the-problem" format strategy. This engages the collective energy and if there are Emotional Terrorists aboard they will see that there is no turning back. It is the first statement of commitment, the line drawn in the sand, the "just say no" to the dealer . This new standard must absolutely be driven by the Zero Tolerance for Emotional Spinning or Emotional Terrorism agenda presented by the administrative body of the organization to everyone. Emotional players will immediately try to manipulate it into something more comfortable. With a lot of built in flexibility for readjustments and realignments, trainings and support, understanding and compassion for all, the one thing that cannot be flexible is the Zero Tolerance Position.

Stage 1:

The management teams are instructed on the topic of emotions at the workplace and educated in recognition skills. They are informed of the expectations of administration and given ways to support its implementation. At these meetings there will be a period of time that managers may contribute their ideas for developing policy.

Some Potential Talking Points for Discussion

Recognition of normal and abnormal emotions
Statistics
What/So What/Now what
Denial, minimization, fears
Wherever you work is Sacred Ground
Predators versus Prey
Tricks of Terrorism
Anti-Spin Strategies
What to expect from who and why
Specifics of Your Industry
Administrations buy-on support

Stage 2:

All employees are brought on board with the same scripted program given to management with a series of group meetings to accommodate all staff. All meetings must be mandatory or made up with a short turnaround , non-avoidable deadline. Period.

THE INVITATION

At the end of the wake-up scripted sessions all staff, management and employees are given an invitation (either written or verbal) to become part of an Anti-Spin Action Team. After providing clear and specific information about the physical, mental, emotional, spiritual and financial danger of allowing Emotional Terrorists to run their organization, they are given an opportunity or invited to become Emotional Stakeholders. All are allowed and encouraged to describe their own view of possible emotional spinning effects in this environment (i.e., the organization's unique mission, payoffs for work ethic , personal integrity, service and care for self and others, the concerns for their own family, community, and individual success) as well as individual stories and experiences which may be useful to the group well-being.

When healthy and dysfunctional employees begin to see that it is in their best personal and collective interest to be PART OF THE SOLUTION, they generally get on board quickly and with great vigor. In fact, they are often relieved that the threat of emotional spinning or terrorism, present or future, may be identified and addressed. Many good employees have not "ratted" on their co-workers out of either fear of reprisals or a commitment to professionalism . They have been silent and miserable trying to stay out of the path of the emotional tornado . Their faith in management begins to be restored. Terrorists will immediately question the bottom line to see if it is real or going to disappear. Reinforcement of the Zero Tolerance for Emotional Spinning or Terrorism will need to be repeated.

After the invitation to join in a system-wide team-building process, it becomes immediately evident to management, usually within a few hours, who is going to support the agenda and who is going to try to sabotage it. Track all fear rumors directly back to the source and extinguish them immediately. Whining is okay, but any rumors must be stopped , assessed for spinning and intentional terrorism and completely quelled. After a very brief initial discomfort and rattling of the cages, healthy people get on with the job of recovery and cleanup, while emotional spinners and terrorists begin to reveal themselves . There will be clear, documentable, and immediate feedback.

Everyone gets the benefit of the doubt to start with ” even Terrorists. All are given a small window to adjust. They must be given time to adjust, change their minds, get on board, exit, shake, shudder, and join in the new standard. Everyone adjusts at a different pace. 72 hours should be the amount of time to expect reasonable adjustment for new information. This does not mean competency, but it does mean compliance and a willingness to take the next step. Emotional Terrorists will get very, very creative to try to protract and expand the time between announcement and compliance. Those who are dragging their feet can be evaluated by their history. Management can determine through review of work history, personal observations, and appropriate grievance procedures who are the regular "slow-pokes" and who are Emotional Terrorists who are instigating resistance and sabotage. Be suspicious of everything from absenteeism to escalating stories of personal victimhood. Listen with compassion, repeat the Zero Tolerance Agenda, and move on.

Some Potential Talking Points for Discussion

What is the critical difference between healthy venting and complaining following an appropriate grievance process to effect change, and Emotional Terrorism tactics?
Why do some people take higher ground when others take the low road?
What is the difference between a workplace soldier and a workplace warrior ?
What are the payoffs for becoming a workplace warrior?
What are the ranges and levels of spinning from small to large?
What are the differences between physical, emotional, mental and spiritual spinning?
How are we going to help each other get on board?
How can we support those who struggle with change?
What are the differences between sharing our emotions and spinning?
What are your experiences with Emotional Terrorists?
What place do emotions fit in the workplace? Do they?
What does it mean to be held in an emotional hostage situation in the workplace?

CLARITY AND RE-COMMITMENT

The bottom line must remain in place, even when challenged. Countless people stand up and decide to change their lives. They make great progress, overcome significant and daunting obstacles and are within five minutes of reaching their personal miracle when offered an "out," an easier path, a less-than - miraculous option that gets them to the land of "almost right." After grand struggles and victories, they are tired , vulnerable and ready to taste success. Cue the opportunist or Emotional Terrorist who arrives and offers them a bargain for half the price. The opportunist has radar for these moments of potential emotional cave-ins or collapse. They can almost smell the moment of critical mass and swoop in with the brightly-wrapped, sparkly rescue package. If the invitation is accepted the process can slide back to the beginning or farther.

Here's a sample of what this dynamic looks like:

Case Study

The mission has been announced that everyone must upgrade his or her computers from level 3.0 to level 5.0 by January 1.
The consultant, trainer, CEO, and management begin the work of training and helping the staff adjust.
Person #1 upgrades to 5.0 instantly. They have been prepared.
Person #2 upgrades to 5.0.
The system wiggles and feels a bit disrupted.
Person #3 upgrades to 5.0 and several others upgrade to 3.5 and 4.0. Progress is happening.
Several persons resist, one employee quits, others begin to whine, one starts a rumor about layoffs.
Person #4 upgrades to 5.0 and several others are prepared to upgrade, but want to see what administration is going to do, if the administration and management are serious.
Enough people are now at 4.5 or better and the old system begins to collapse in on itself.
There is stress and anxiety as some are catching up, others are failing and seeking help, others are waiting to see if the rumors are true so they can avoid the change, and some are getting their resumes in order. Resistance increases .
Person #5 upgrades to 5.0 and the system is vulnerable to total collapse. Anxiety is high.
December 30, the system is extremely fragile before the deadline as people upgrade, adjust, struggle, or resist. A few "slowpokes" are working hard to make the shift.
The expectation is that on December 31, the system will shift to the new level. Tension is elevated, some people panic, others are excited, some are concerned and fearful.
Two more employees bail out and jump ship, someone retires early to avoid the change, a pregnant mom exits earlier than planned. Another slowpoke upgrades unexpectedly to 5.0.
CRITICAL MASS HAPPENS and all eyes look to the CEO and Management for clarity, support, recommitment, and consistency.

THEREFORE: On January 1, the CEO and management either stands by this original mission, with allowable room for minor or simple procedural and technical adjustments and reasonable catching up behaviors, or:

The Project will be seen as a Test, a Hoax, a Manipulation, a trick, and a scheme.
Faith collapses. Confusion Ensues. The system collapses.
There is a relapse back to a level below the 3.0 standard.
The program must be started all over at square one; faith has been lost, confidence has been shattered. All the work, tension, changes and challenges are now seen as vaporous in relationship to the CEO's expectation. People are confused , disappointed, lost.
Those who have already done the shift to 5.0 will now readily accept positions elsewhere, usually offered them without their solicitation, where they can use their 5.0 skills that your organization has paid for in a 4.0 setting and be leaders , or in a setting that has a 6.0 expectation where they can grow.
At this point you might find that the business has lost the 3.0 people and the 5.0 people and is left with the less-than-cream-of-the-crop to maintain a very challenged and confused organization. The brightest and best will leave when they lose confidence in the leadership.

REMEDIATION

Remediation is an educational process that fine-tunes the team into the level it wants to achieve. It leaves room for missed bits of information and the natural errors associated with human beings. Any current Emotional Terrorism flurries should be Peer-Managed by the policy and Anti-Terrorism work should quickly be in the hands of managers, regular staff and on-site managers. The worker who is still working at achieving the 5.0 system but is still stuck at a 3.0 system needs more assistance. If reasonable, visible progress is being made at a reasonable pace then there should be room for support and encouragement. Healthy Employees generally transition with no difficulty if they are provided clear guidelines, training, opportunities for success and mistakes, management support, and a direct indication of personal payoffs. Dysfunctional Employees take a bit more time and attention. If they are progressing they should be supported and encourage . If they are valuable employees and have simply gotten on the wrong track, this is time well spent and usually is value-added and cost-effective .

Pathological Employees and Emotional Terrorists are generally found to be more expensive to teach than replace. Terrorists who continue resistance, sabotage progress, and do not support the policy while in fact adding fuel to tension, are now reprimanded for potential policy infractions of Emotional Terrorism. Ongoing breaking of policies or persistence in terrorist activities needs to be addressed directly and removed from a healthy system before it causes irreparable, irreversible, terminal harm.

Some Potential Talking Points for Discussion

Ethics
Diversity
Trauma
Impaired employees
Grief work
Survivors of prior trauma
Addictions
Dr. Vali's Trauma Tool Kit
Grievance policies and procedures
Emotional venting models
Business change agendas of the Company

Additional Steps

REVIEW RESISTANCE TO TRAINING PROGRAMS

Healthy Employees

Salt of the earth, fun, pleasant, groomed, inclusive, engaged with life, open, thoughtful, manage their emotions well, are open with feelings, positive and negative, are compassionate, reasonable, fairly consistent over time, have a life.

Response to an Anti-SPIN Policy: Look forward to growth and development. May have some concerns about time involved or group commitment, but eager to see the results of more clarity and definitions of policies. No resistance.

Dysfunctional Employees

May be open to growth with some minor fears to larger fears, naive, young or old, has not been given the correct information, for some reason is in a weakened state, vulnerable to suggestions and influences, subject to emotional swings, able to be coerced by a stronger influences, positive or negative. Emotions are more central, may be hard worker with limited skills and options, differing levels of willingness to be taught.

Response to an Anti-SPIN Policy: Have the potential to be remediated, trained, and informed and educated. May either value or fear growth and development. Minor resistance.

Pathological Employees

Has an agenda and a mission, willing to destroy people, places and things to protect themselves or their personal beliefs and agendas, even when masked as the "greater good." May be using individuals or the entire system for their agenda or as a legitimate cover, may target others who appear to threaten their agenda. Emotions may be central or invisible.

Response to an Anti-SPIN Policy: May resist remediation. May escalate their efforts, go underground , or leave. Emotional escalation is traceable to them and therefore easy to remedy, more difficult if they go underground or covert. Once underground they may be at risk for participating in sabotage, selling priority information, or other ethical violations. Early identification of these employees protects all concerned. Major resistance. Resistance can be passive or aggressive .
TRACK THE CONTAGION

Like a virus, Emotional Terrorism can spread between departments if the environment within the department has vulnerable units. For example, a harmless rumor that might be laughed off by two healthy employees may be taken seriously by a dysfunctional member of the team. That same rumor, used by someone with pathology, could be the last straw for the vulnerable employee. It helps to know who the players are, so that an unexpected invasion, such as a rumor or disruption, can be anticipated and stopped in its tracks. Knowing or defining the players does not mean anything must be done other than determining the risk factors involved in developing situations.

Track the Movement and Contagion of an Emotional Incident Through a System

Non-Violent Non-Spinning Responses to an Emotional Spin

KEEP TRAININGS CONSISTENT
- Does each module of training follow the same "scripted" procedure so that the information is uniform and repeatable?
- Is attending mandatory because mandating attendance creates a sense of unity among participants and immediately limits options for spinning?
- Do follow-up meetings provide creative input and collaboration from all members?
- Has there been buy-on from the top? The top-down process allows the administration/management to discover what employees are on board, who are potential company emotional saboteurs, and who are simply trainable "problem children."
- Does each module include practice time and drill for new tools, language, and concept acquirement? Adjustment and absorption of new ideas takes time and familiarity.
- Do units of education, or modules exceed teachable time frames? Two hours for group education is appropriate, with shorter individual consultations when required. This process should add minimum emotional impact to the organization's functioning. Do not let lengthy trainings become fodder for emotional spinning.
- Do Emotional Continuity Management trainings have written policy and clearly defined statements for:
  - Trainer qualifications
  - Company mission and team visions
  - Top organizational buy-on defined/clarified
  - Rules for mandated participation and non-negotiable consequences for non-participation
  - Expectations and timetables for skills practice and drills
  - Value added incentives for participation
- Are reproducible documents prepared for:
  - Personnel interview charts
  - Models for explaining human emotions
  - Models for explaining human responses
  - Models for conflict resolution
  - Models for grief work and trauma management
  - Self care tools ranging from simple to complex
  - Grading assessments
  - Models for managing individual differences
  - System wide back up plans
  - System wide back up plans for the back up plan
REHEARSE

Follow the steps to create an Emergency Drill that includes Emotional Continuity Management as part of the scenario. Find ways to implement your emotional management skills and tools into the practice and exercise activities.
RETREAT AND RECREATION

Everyone requires rest and time to play. Find ways to rest and play that work for yourself and your team. Provide a retreat, a play day, a luncheon, a surprise ice-cream party, movie tickets, hire a jazz band in the employee lounge, or whatever sounds wonderful and easy that will give respite before, during and after problems and issues and always after rehearsal drills.
RECOMMIT

Take a deep breath and start again from Step 1 and move forward because emergencies and the emotions that go with them are not going away! The daily annoyances of humans working along side humans are an expectable part of life and working environments.