Welcome to the Best Practices section of our website! This area will highlight useful best practices in a variety of training arenas with full copies of articles or excerpts of information that, hopefully, you will find useful and practical and refer to this page often as you seek to improve your personal and professional skill sets.

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BE YOUR OWN BODYGUARD: LIFESAVING SECRETS OF EXECUTIVE PROTECTION PROFESSIONALS 
Copyright © 2006 by Dr. Andrew J. Edelman. All rights reserved.

As a parent, nothing is more important than your family’s safety and security. Unfortunately, in today’s world, the possibility of facing crime and violence is ever-present. Moreover, unless you are famous or wealthy, your local executive protection team is probably assigned to someone else. Nevertheless, arming your family with real-world knowledge of personal protection best practices can dramatically reduce the likelihood of becoming a victim.

Secure your castle - Your first level of protection must start with safeguarding your home. Here are a few pointers for making your home a safer place:
- Remember your realtor’s advice: location, location, location. Do your best to live in a low-crime area with well-lit streets and proactive police and fire rescue services.
- Install deadbolt locks and, if possible, an alarm system with a cell phone back up system that can override any attempt to defeat internal or external wires and panels.
- Upgrade your lighting so that every portion of your property is flooded with visibility.
- Keep a dog or two at home. They’ll perceive a threat long before you will and their bark will usually make a prospective burglar think twice.
- Teach your children how to contact 911 in an emergency and have a fire escape plan as well.
- Also, think twice about having a gun in the house. Unless you are well-trained in firearms handling and use, and your family is accepting of the fact that there is a gun in the house, leave the tools of deadly force to the police. The likelihood of injuring a family member is far greater than stopping a burglar, especially during a stressful encounter. Making small investments in home security today will prevent a potential tragedy tomorrow.

Protect your privacy - With the explosion of technological advances available on the Internet, anonymity is a rare commodity. However with some common sense preparation, you can remain under the radar and minimize the display of personal information and pictures on the Internet.
- If you must share personal information, do it very selectively. Avoid posting pictures of your family or other personal information that could someday be used against you. Also, beware of what your kids are posting on the Internet. Popular sites such as MySpace.com are filled with personal pictures and contact information.
- Think before you click. Many computer-based scams on line are related to identity theft, which can be far more costly and insidious than many realize.
- In the words of the well-known movie My Cousin Vinny, learn to blend. Avoid vanity plates, stickers that tell the world where your kids go to school and brag about their honor student status, shred all personal documents, and unlist your phone number.

Prime your cell phone - Use the street-proven strategy of, upon detection of a possible threat, preloading your cell phone with 911 keyed in and placing your finger on the send or talk button ready to dial. The reason for doing so is that during an actual emergency, you will most likely be unable to perform fine motor skills such as rapidly and accurately dialing the tiny numbers on your cell phone’s keypad during a crisis situation. Highly stressful conditions such as a sudden street attack or armed robbery can cause victims to experience tachypsychia (speed of the mind), characterized by a variety of physiological and psychological distortions, which can dramatically alter sensory perception, physical performance, and decision-making proficiency. The flood of norepinephrine (adrenaline) and dopamine results in what is commonly known as the “fight or flight” response. Blood leaves the extremities and travels to the core body systems for personal protection, which although primes the body for survival, it also prevents most individuals from performing any type of complex movements with the hands and fingers. Even experienced police officers and soldiers faced with high degree of stress, surprise or sensory overload may neither fight nor flee; they may freeze. Therefore, simply depressing one button with a finger already covering it will increase the likelihood of your family members completing the life-saving call to law enforcement authorities.

Communicate your location - Let your family, friends and loved ones know where you are going to be so that if you are late, your itinerary can be shared with others to allow backtracking or follow up efforts. In addition, know and be able to communicate your exact location. Police officers and bodyguards train their minds to give their precise position relative to nearby intersections, roads, or landmarks. Rehearse this with your children and make it a game. Not only will it increase their awareness of local geography, it will help them to rehearse a very important life-saving skill in the event of an actual crisis.

Sharpen your skills - Study self-defense and conflict management, including prevention and communication strategies to safely de-escalate disputes. When words fail, defensive tactics are critical. Choose a mixed martial arts (MMA) school that offers diversity in styles, with instruction in aikido, jujitsu and boxing, blending the best combination of impact, joint control, and grappling techniques. Experts in the field agree that these three essential skill sets are necessary for overcoming a physical or edged weapon encounter. If you choose hand-held personal safety devices, know how to use them before a crisis happens and always remember that anything you carry can be used against you. No matter how skilled you may be, it is always best to walk away from the situation whenever possible. Early detection of threat is the key. You just never know what the person may be carrying, whether a weapon or a blood-borne pathogen.

Keep a secret - Create a discrete communication code word or phrase with your family to summon help during a dangerous or life-threatening emergency. For instance, have your store clerks contact “Mr. Zarrelli” whenever there is a customer exhibiting suspicious or threatening behaviors, which is the code word for “Get management support.” In addition, during an in-progress home invasion, teach your loved ones to use a unique phrase while speaking to you on the telephone. Saying, “Uncle Mike wanted you to pick up a carton of cigarettes when you go to the store,” can be used as the code phrase for “Send police to our house immediately.”

Trust your gut - When your intuition tells you that something is not right, or creates an overwhelming urge to get away from a person whom everyone else says is “such a nice guy,” take this warning sign seriously. When walking in an unfamiliar area, be sure to expand your zone of awareness to about 50-100 feet. Think twice about any strangers that ask you questions about the time, directions, or money especially while moving closer to you – this is a very real threat of crime or violence. If you feel compelled to respond, do so while moving away. Be prepared at anytime to walk or run towards a supportive group or location.

Although there are no guarantees, following these practical tips can increase your odds of surviving and overcoming threats to your family’s personal safety and security. More importantly, such awareness will give your children the confidence they need to face life’s conflicts and challenges in the years to come.

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FIVE TIPS ON HOW TO REDUCE WORKPLACE TENSION WITHIN SMALL BUSINESS ENVIRONMENTS
Copyright © 2006 by Dr. Andrew J. Edelman. All rights reserved.

A stressful work environment can negatively affect the profitability and productivity of any large organization. However, the impact of workplace tension on a small business can be even more overwhelming. Below are some tips to minimize the effects of unresolved conflicts, drama, and dysfunction and keep the business focused on the mission at hand:

(1) Hire tough, manage easy – Effective recruitment, selection, training and retention efforts should match the best people with your organizational values and culture. It is far more advisable to spend the time, money and energy on hiring the right people than it is to deal with the challenges of managing and ultimately firing the wrong ones.

(2) Communicate your expectations – Let each new hire know the organization’s mission, standard operating procedures, and consequences for any breach of conduct or performance. It is far less likely for conflicts to escalate if the company’s goals and objectives are shared from the very first day of orientation training.

(3) Reward desired behaviors – Recognize your high performers and compensate them accordingly. We all go to work for different reasons. Find out what uniquely motivates each of your staff members and help them to map out a success plan to achieve these outcomes. Motivated, valued workers are far more likely to go the extra mile for you when the chips are down or deadlines loom.

(4) Manage conflicts promptly and professionally – Plan for the inevitable conflict mediation and resolution situations that can happen in any small business environment and use a systematic approach encompassing the following four steps:

(a) Establish a connection. Small business owners should use verbal and non-verbal language in ways to create an atmosphere of interest and genuine concern and should avoid negative imagery-generating phrases (“red” words) such as “What’s the problem?!” or exhibit body language that sends a message of disinterest or disrespect. They will find greater success by using positive power phrases or “green words” such as: • Tell me what happened. • How can we work together on this? • Let’s solve this together. • I’ll be happy to assist you.

(b) Acknowledge their feelings. It is important for small business owners to acknowledge a person’s perspectives, points of view, and feelings of stress, anger, or fear, even if the employee’s way of viewing the situation may not match theirs. In fact, the person yelling the loudest is often the person who feels the greatest lack of control and, deep down, is seeking someone who will understand their pain. Best practice phrases include: • I respect how you feel. • You are absolutely right to feel that way. • I’d probably feel the same way if that happened to me.

(c) Explore options. Conflict resolution must be a partnership. This is why it is critical for small business owners to always include the employees in the decision making process. Rather than assuming what the employee wants, ask. Often, the actual solution is quite simple. If the employee’s need or want is unrealistic or counter to company regulations, explore and offer additional choices and let each party in the dispute take ownership in the decision. When small business owners explore solution options by asking questions and eliciting employee feedback, the communication process is more likely to move towards a productive course of action.

(d) Negotiate a resolution. Once the employee has agreed to a course of action, small business owners should document the decision choice and give a copy to each party. This cements the agreement and partnership in the problem-solving process and gives feelings of control back to the disputants. Although this give-and-take process requires time and energy on the part of the small business owner, the rewards for the company will be well-worth the investment.

(5) Downsize with dignity – In situations where you are forced to terminate high quality employees, make every attempt to help them locate additional opportunities, along with the willingness to write letters of reference when appropriate. Organizations that make attempts to take care of their valuable assets in good times and in bad will reap both short and long-term benefits. You never know if or when the person you terminate today might be your supervisor tomorrow. If you have to let someone go for poor performance, do so with respect and keep timely and accurate records at each level of the employment process including all cases of employee counsel, warning, suspension or termination. In nearly all cases of mediation, arbitration or litigation, the party with the best documentation will usually prevail and ultimately minimize any future negative repercussions.

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CONGRATULATIONS! YOU'RE FIRED! 
Copyright © 2006 by Dr. Andrew J. Edelman. All rights reserved. 

Whether letting someone go for poor performance or downsizing an entire division because of declining company profits, the stress of firing for all concerned can be enormous. In fact, failing to plan and execute a sound procedure for firing can result in needless stress and anxiety, as well as potentially costly instances of litigation or retaliation. Although never a pleasant process, proactive managers must master the art of termination in order to maintain operational performance, ethical standards and, at the same time, prevent any potential incidents of workplace violence.

(1) Hire tough, manage easy – Steps 2 through 10 would probably not be necessary if recruitment, selection, training and retention efforts helped to match the best people with your organizational values and mission. It is far more advisable to spend the time, money and energy on hiring the right people than it is to deal with the challenges of managing and ultimately firing the wrong ones. This should be a partnership effort between human resources and executive leadership to ensure that the organization brings on board the “best and the brightest who are willing and able.”

(2) Spread the word – Let each new hire know the organization’s expectations, standard operating procedures, and consequences for any breach of conduct or performance. It is far more difficult for a terminated employee to escalate to violence if the end-game outcomes are shared from the very first day of orientation training.

(3) Plan with precision – Managers should put a systematic plan in place for the inevitable firing process and headed by those with the best people skills. Every step in this process must be planned for and should include “What if..?” contingency plans. For example, it is ill-advised to terminate an employee on a Friday afternoon or right before a holiday. Develop a keen understanding of the dynamics of dealing with an individual whose source of livelihood and personal and professional self-esteem have just been jeopardized. Reactions by terminated employees can range from calm, resigned acceptance and compliance to more volatile defense mechanisms such as total denial, emotional outbursts, and in some instances physical violence. Managers that plan for each potential scenario are far more likely to achieve a peaceful exit interview.

(4) Set the stage – Termination proceedings should be held in a location free from prying eyes or a potential audience. The room should be neutral and without distractions (and company banners and logos which could inflame already sensitive emotions) and should be free of any objects that could be damaged or used as weapons. In addition, at least several persons should be present including a designated security representative during the exit interview to ensure accurate documentation while maintaining a safe environment in cases of verbal or physical escalation.

(5) Cut to the chase – Since firing an employee for whatever reason is never a pleasant task, it may seem appropriate for managers to take a while to get to the point or dodge the issue in an attempt to be “nice.” However, it is best to be clear, concise and upfront about the purpose of the meeting and to summarize the reason(s) for the termination and the opportunities for development and improvement offered which were not met. In addition, the seemingly good intention of being nice will only cause the terminated employee to resent you more. The longer the exit interview lasts, the greater the likelihood of further dysfunctional communication and potential for violence.

(6) Show them their money – Offer all past due salary or monies immediately to the employee without delay or fanfare. If there are appropriate severance pay offers, make them at this time. This will at least take some of the sting out of the termination experience.

(7) Offer win-win alternatives – In downsizing scenarios where you are forced to terminate high quality employees, make every attempt to help them locate additional opportunities, along with the willingness to write letters of reference when appropriate. Organizations that make attempts to take care of their valuable assets in good times and in bad will reap both short and long-term benefits. You never know if or when the person you terminate today might be your supervisor tomorrow.

(8) Allow a graceful exit – Unless a safety risk is present, allow terminated employees to say their goodbyes and gather their personal effects without a show of force. Yet at the same time, maintain common sense security precautions to prevent unauthorized tampering or theft of property. Be especially careful with sensitive computer data and back up all essential files in the event that the terminated employee decides to include sabotage as a going away present.

(9) Keep the yellow light on – Have security and all key management personnel to be vigilant for any “return customers.” Change is difficult for all personnel and termination is a significant event in anyone’s life. Although adhering to termination best practices will significantly reduce the probability of a re-escalation incident, there is always the remote chance for the terminated employee to return unexpectedly to “settle the score.” All organizations should exercise this healthy degree of caution no matter how calm the person appeared during the exit interview.

(10) Document, document, document – Keep timely and accurate records at each level of the employment process including all cases of employee counsel, warning, suspension or termination. In nearly all cases of mediation, arbitration or litigation, the party with the best documentation will usually prevail. Although never pleasant, using these win-win termination strategies will help to avoid potential workplace violence incidents or costly lawsuits and, in turn, ensure that both parties can move forward in their personal and professional lives.

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Boot Camp Death Leads to Questions in the Use of Force Juvenile justice expert and professor, Dr. Andrew Edelman, provides insights on how officers can utilize the ‘Use-of-Force’ matrix to determine how to deal with an uncooperative subject.

Orlando, Florida (PRWEB) March 16, 2006 –- The second autopsy of Martin Lee Anderson, the teen who died at a Bay County Sheriff’s Office boot camp, indicates his death was caused by a beating and not a sickle cell trait. A videotape of the incident shows officers kicking and striking Anderson, after he stopped his exercises. Dr. Andrew Edelman, a criminal justice professor said, “The instant a subject complies and stops resisting, the officer must turn off the force.” This case raises questions about how much force an officer can use, and whether the subject was resisting or exhibiting an amount of aggression necessary for the use of physical force. According to Dr. Edelman, the ‘Use-of-Force’ matrix is a system that can help officers and law enforcement employees determine how much force is needed to subdue a subject. The matrix provides steps that help officers examine each situation for the necessary physical action to be taken. “Despite the extraordinary challenges that these officers face, they are still held to a higher standard and must adhere to the guidelines set by criminal justice standards in their state,” said Dr. Edelman, a certified law enforcement officer in Florida. For additional information on the ‘Use-of-Force’ matrix, the steps involved and how they are used, please contact Patricia F. Klier at PR/PR. 
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 A FOUR-PART ARTICLE SERIES DEALING WITH CRITICAL INCIDENT STRESS MANAGEMENT BEST PRACTICES WITHIN FINANCIAL AND BANKING INSTITUTIONS
 Copyright © 2006 by Dr. Andrew J. Edelman. All rights reserved.

Perceptual Filters and their Impact on Critical Thinking: Implications in the Prevention of Workplace Violence within Financial and Banking Institutions

According to experts in the field of psychology, we as human beings experience our world through a set of perceptual filters that have a profound effect on how we feel, think, and act. These filters are made up of our underlying assumptions and beliefs about reality, our attitudes toward ourselves and others, our past experiences, our current expectations and how we process all of this information through our five senses.

If we go through life viewing the world through a pair of eye glasses that have dirty lenses or a faulty prescription, we will be unable to see clearly. This occurs when we allow such common perceptual filters as bias, prejudice, emotions, past experiences, and cultural beliefs to influence our perspectives. Yet, interestingly, most human beings go through their daily lives believing that their perceptual lenses provide 20-20 vision that is crystal clear and without flaws. In fact, most decision makers, particularly those within positions of leadership and management, often state with confidence that they make highly effective decisions nearly all of the time.

But, can human perceptual filters ever truly provide a flawless image of reality? Experts in cognition and neuro-psychology acknowledge otherwise. This ideal is impossible to achieve even for the most perfectionist-minded, well-intentioned decision maker due to human biological and information-processing limitations. Therefore, even in the most mundane interpersonal interaction scenarios, we enter the arena with imperfect perceptual and processing proficiency.

Furthermore, when we face a more extreme or dynamic problem-solving scenario, the already imperfect filtering system becomes even more restrictive and skewed in an attempt to process this unexpected or shocking set of inputs. In rare chronic or acute cases, the lenses of our perceptual filters may crack or shatter into pieces. Just ask the victim of a violent crime or the witness to a particularly shocking instance of injury or death to recall and recount the traumatic event. His or her response may range from withdrawal into total silence, or a flooding of emotions including anxiety, panic, rage, or crying spells reflecting typical post-traumatic stress symptomology. This roller coaster range and intensity of emotional response differs from person to person, lasting only a matter of hours or days for one, while in other cases, becoming a permanent part of the trauma victim’s psychology and perceptual filter set, having a severe and lasting impact on his or her ability to lead a normal life.

Conversely, how do we explain those unique individuals who are able to perceive their world through nearly shatterproof lenses, such as the police officer and emergency room nurse who, despite the exposure to extreme levels of stress day in and day out, demonstrate the uncanny resiliency and immunity to these effects, performing brilliantly under pressure. Researchers continue to investigate the variables that contribute to one’s ability to transform extraordinary decision making challenges into a crystal-clear, logical, efficient and productive course of action quickly and effectively without even a hint of decision-making hesitation or paralysis.

But one thing is certain: no one is completely immune to the effects that perceptual filters have upon the critical thinking process. Experts in the field of crisis management acknowledge a variety of factors that can impact upon the likelihood of making sound decisions during instances of stress or trauma, which can be instructive for financial institution policy makers seeking to keep their workplace environment safe and secure:

Nature – Research in the fields of biology suggests that there are genetic predispositions for one’s resiliency and, conversely, sensitivity to stressful events and environments. In fact, some studies for example support the idea that because of early migration of humans across different climates and environments, genetic adaptation evolved in order to meet the demands of the particular locale, individuals with blue or green eyes although more adapted to survival in cooler temperatures, are more reticent, hesitant in social situations, and more sensitive to, and possibly less able to handle, the stress of combat, citing evidence that nearly all world champion boxers and martial artists have had dark colored eyes. Whether or not these research findings can be duplicated across all samples and scenarios is debatable. Nevertheless, there are clear distinctions at a very early age between those who are resilient to stress and those who are not.

Nurture – When growing up and facing conflict, were you raised to “turn the other cheek” or “fight like a man”? Were you taught to be affectionate and loving or encouraged to remain the stoic, strong silent type? Such family dynamics and conditioning, whether healthy or dysfunctional, can be a factor in how well or poorly an individual manages stressful events. Typically, the healthier the communication traits learned at an early age, the more effective the individual tends to manage stressful encounters later on in life.

Fitness and Physical Health – There is a positive correlation between feeling good and resiliency to stress and anxiety, with a direct link to the likelihood of successful performance during instances of conflict or confrontation. Wellness is an investment that should be made by all organizations concerned with the improvement in stress management among all personnel, with real-time return on investment at all levels of financial institutions.

Psychological Health – Smile and the world smiles with you. More than just a trite cliché, feeling good about yourself gives you the edge in conflict and confrontation scenarios; having an immunity to verbal abuse, dysfunction and drama help those with a strong ego to not be bullied or swayed in to losing one’s cool during a heated dispute, which can also reduce or eliminate the effects of racing heartbeat, adrenaline dump or sensory overload, which tend to cloud one’s judgment when critical decision making becomes imperative for success or survival.

Spiritual Beliefs - It has long been recognized by researchers that having a strong faith in positive forces and survival is the single most important factor cited by POWs and combat veterans in their ability to adapt, improvise and overcome, despite overwhelming obstacles and challenges. A calm, centered approach to living tends to increase an individual’s success in reducing the effects of stress and builds a powerful internal quiet confidence that he will come out on top, no matter how greatly the odds seem stacked against him.

Personality Traits – Many successful individuals have a very high IQ, typically accompanied by very strong traits for left-brained dominance, introversion, logical thinking, process-driven detail orientation, and a preference and tendency for micro-based perceptual filtering. However, what makes financial professionals brilliant at accounting and auditing can at the same time result in far less brilliance in dealing with interpersonal communication situations, particularly when such scenarios escalate into conflicts or confrontations. Overcoming one’s intellectual perceptual filters may be necessary when dealing with irate customers or escalations of aggressive, agitated or armed assailants. Thus, an encouragement by financial institutions to develop management and front-line personnel with an awareness and appreciation for the EQ (emotional intelligence) skill sets, characterized by right-brained or whole-brained dominance, extroversion, creative thinking, people-driven big picture orientation, and a preference and tendency for macro-based perceptual filtering, can prove to be a powerful strategy in preventing “foot in mouth” communication pitfalls. This reframing of awareness can help develop financial professionals to increase their confidence in dealing effectively with both people and process, traits proven in research to be helpful in the prevention or management of a critical incident or traumatic event such as a bank robbery.

Cultural Background, Bias and Prejudice – Understanding the cultural background of an individual is critically important in determining the most appropriate communication strategy to resolve the dispute. This can be an essential knowledge base when handling a verbally venting or threatening subject. One cultural group may perpetuate the belief that one should interact with the world quietly without “making waves,” while another cultural group may encourage drama, expression and even dysfunctional tirades as a part of normal communication encounters. Others still have been raised to aggressively defend their honor without concern for the big-picture or long-term consequences of the unresolved conflict or resolution method, or at the opposite extreme, have been encouraged to passively give in or avoid the conflict altogether. Research suggests that understanding these cultural variables can be a powerful tool in the prevention of workplace violence and is clearly a skill set that should be acquired by all banking professionals.

Training and Experience – It is widely recognized by law enforcement trainers worldwide that human beings will react in real life exactly as they have been trained. You would certainly never teach your teenage son or daughter to drive a car by simply having them read a book or watch a video. In order to master any situation that involves dynamic and complex decision-making tasks, you must experience progressive, live simulation training-based instructional models that present as many challenging and diverse real-world-specific situations as possible. Financial services personnel will be far more effective in managing stressful incidents of workplace violence including verbal, physical, or armed confrontations with a custom-tailored instruction that effectively mirrors the real world in which such scenarios will most likely occur. Clearly, an awareness of these perceptual filters will go along way towards making sound decisions when faced with an impending escalation of conflict or confrontation. Furthermore, correctly training for these scenarios will greatly improve the odds of safely and successfully defusing, controlling and resolving these challenges if and when they occur.

II. Essential Communication Strategies for Financial and Banking Professionals


 In today’s highly competitive business world, customer satisfaction has never been more important in the growth of a company’s “bottom line.” Unfortunately, corporations are now dealing with a more diverse and more varied customer base, and in turn, forced to solve more complex and challenging customer service issues, complaints, and disputes. These developments are now confirming what customer service professionals have always known but were seldom allowed to admit: the customer may not always be right. Moreover, customer service disagreements and disputes, if not carefully managed, can escalate into more severe confrontations, with resulting negative effects including workplace violence, lawsuits and litigation, and diminished productivity.

What causes conflicts to escalate? The following are the most common communication pitfalls that show how managers can enrage a customer by what they say and how they say it: (1) Attacking the person rather than the problem – making personal attacks or statements, which belittle the individual instead of working to solve the issue. (2) Over control - Wielding authority, using your position of power to intimidate or push others around without attempting to solve the problem. (3) Cultural ignorance –disrespecting diverse cultural communication patterns; folding arms or staring in a defensive manner when approached by someone with difficult-to-understand accents or differences in dress or appearance. (4) Re-escalation – Causing a person’s anger or hurt feelings to resurface after the original disagreement was successfully defused. (5) Lack of audience awareness – Ignoring the crowd of curious onlookers who may very quickly gather at the scene. This can prove extremely dangerous if the crowd becomes hostile (6) Counterproductive language and phrases – focusing on unchangeable past events or negative imagery, using “red” (inflammatory) trigger words, or other discussion about events which are likely to cause the client’s temper to flair or anger to increase. (7) Failure to allow someone to vent – interrupting or preventing an angry person from completing a thought or expressing his or her side of the story. This only serves to bury the real “fear” or issue and often results in increased frustration and an escalation of tempers. (8) Appearing disinterested or judgmental – Wandering eyes, preoccupation with other tasks, not paying full attention, yawning, arms folded, or shaking head in disgust or disbelief and making no attempts to hide these feelings. (9) Ego-driven communication style – Dwelling on one’s own accomplishments while dismissing the efforts of the real contributors to a proposal, project, or decision.

What can managers do to improve managerial communication with difficult or angry customers? Below are some key conflict management strategies that can make a significant difference in effectively resolving disagreements and disputes:

(1) Establish a connection. Managers should use verbal and non-verbal language in ways to create an atmosphere of interest and genuine concern. Practitioners should avoid negative imagery-generating phrases (“red” words) such as “What’s the problem?!” or exhibit body language that sends a message of disinterest or disrespect. Managers will find greater success by using positive power phrases or “green words” such as:

• Tell me what happened.
• How can we work together on this?
• Let’s solve this together.
• I’m sorry that you had a negative experience.
• I’ll be happy to assist you.

(2) Acknowledge their feelings. It is important for managers to acknowledge a person’s perspectives, points of view, and feelings of stress, anger, or fear. Even if the customer’s way of viewing the situation may not match theirs. In fact, the person yelling the loudest is often the person who feels the greatest lack of control and, deep down, is seeking someone who will understand their pain. This strategy is particularly useful in dealing with irate, irrational, or delusional individuals for which rapid conflict resolution is desirable for everyone’s personal safety and security. Best practice phrases include:

• I respect how you feel.
• You are absolutely right to feel that way.
• I’d probably feel the same way if that happened to me.
• I really want to work with you to resolve this situation.

(3) Explore options. Conflict resolution must be a partnership. This is why it is critical for managers to always include the customer in the decision making process. Rather than assuming what the customer wants, ask. Often, the actual solution is quite simple. If the customer’s need or want is unrealistic or counter to company regulations, explore and offer additional choices and let the customers take ownership in their decisions: “Although this television brand is out of stock, I would like to show you some of our new upgraded entertainment centers that I believe will meet or exceed your expectations. Would you like a small, medium or large screen?” When managers explore solution options by asking questions and eliciting customer feedback, the communication process is more likely to move towards a productive course of action.

(4) Negotiate a resolution. Once the customer has agreed to a course of action, managers should document the decision choice and give a copy to the customer. This cements the agreement and partnership in the problem-solving process and gives feelings of control back to the customer. Although this give-and-take process requires time and energy on the part of the manager and customer service personnel, the rewards will be well-worth the investment. When managers help customers make choices they feel comfortable with, managers have done more than simply to defuse a conflict. They have increased the likelihood of establishing a loyal, long-term client relationship.

III. When Words Fail: The Effects of Critical Incident Event Stress and Trauma on Perception and Decision-making
What happens when words fail? Or the situation goes from worse to nightmarish in seconds? This article will share the physical and psychological responses that take place during a critical incident such as a bank robbery that dramatically and profoundly affect an individual’s ability to process information or make effective decisions and, in addition, demonstrate how live simulation training can help overcome the involuntarily activated defense mechanisms that occur during a traumatic event, resulting in enhanced personal safety and security for all concerned.

Imagine you are driving down the highway on your way to work. You have lots on your mind, distracted by dozens of incoming thoughts, reflecting upon your children’s progress in school, the upcoming presentation at tomorrow’s 10 a.m. meeting, and your plans for a relaxing weekend with your family. The traffic flow for a Wednesday is surprisingly smooth with a forecast of picture-perfect weather. Your complacency begins to drift into auto-pilot as you now become preoccupied with not spilling your cup of coffee while double checking the file folder in the backseat.

Suddenly, the screech of tires ahead jolts you back to the immediate reality that you are approximately three seconds from crashing into the back of a now- skidding, out of control 18-wheeler. If you are well-trained in evasive and defensive driving, or fortunate enough to reduce your speed in time, you will have survived the encounter unscathed thanks to a variety of physical, biochemical and decision-making processes that help to keep us alive. This is commonly known as the “fight or flight” response and causes the dumping of adrenaline and other chemicals into the blood stream to help the individual take an immediate, reflexive, corrective action designed to help you survive a critical event.

This exact response may also unfold during critical incident events that may occur within banks and financial institutions involving a sudden, explosive escalation of violence, such as an armed robbery scenario. When bank tellers and branch managers are, in an instant, transformed from a feeling of relaxed routine to one of at-gunpoint terror, their ability to perceive these events in a normal manner is changed dramatically. Contrary to popular belief, most individuals exposed to a sudden escalation of violence, unless highly trained and prepared for combat, will most likely neither flee nor fight; they will freeze. Once people become paralyzed with fear, their performance under pressure and their ability to make clear and effective decisions deteriorate rapidly and actually enter a quasi-altered state of perception.

This phenomenon caused by an extreme sensory overload is known as tachypsychia (speed of the mind) and is well-recognized by law enforcement trainers as a predictable experience for those attempting to cope with high levels of input from the outside world, which can cause perceived slow-motion and compression distortions in time and sensory awareness. When we are trying to focus on completing a time-sensitive report in our home office while our family members are watching television or listening to loud music, we selectively attempt to filter out the sounds in order to more effectively focus on our work, but seldom experience acute sensory overload in this example.

However, during a far more dangerous sensory overload scenario, such as when a police officer is forced to react to an immediate life-threatening emergency such as a ground-fighting combat situation or gunfight, his or her body will experience tachypsychia symptoms in which the mind goes into overdrive to stimulate norepinephrine (adrenaline) and dopamine, and stimulate other physical and mental processes to maximize the likelihood of survival.

Unfortunately, these perceptual filters can cause flaws in performance during a critical incident, quickly forcing the body and mind to completely and utterly focus on accomplishing the task at hand, while excluding the individual from nearly all external visual and auditory stimuli. Perceptual filters can distort reality in many ways, including:

Macro-processing errors – A renowned trauma surgeon dealing with multiple injuries who assumes that the patient’s right leg needs to be amputated (exaggerated big picture focus) but fails to read the chart’s fine print (minimized detail focus) which states clearly to remove the gangrenous LEFT leg due to infection.

Micro-processing errors – An experienced airline pilot who detects an engine warning light (exaggerated detail focus) that will not shut off and becomes so mesmerized and focused on finding the cause of the warning that he flies the plane into the side of a mountain (minimized big picture focus), despite perfect weather conditions and a prior 30-year history of flawless flying performance.
 
In addition, despite the lifesaving function of perceptual filters, these filters can grossly distort reality to such a degree that even eyewitness, first hand accounts of a crime or traumatic event cannot be completely trusted. Such factors impact heavily on the investigatory efforts of financial institutions and law enforcement officials when gathering on-scene eye witness accounts and testimony. It is not surprising to have witnesses report multiple versions of the same event and even omissions of what should have been obvious recollections from the perspective of first responders to the crime scene.

How successful this individual is at coping with the critical event depends upon many factors, including physical fitness levels, psychological and spiritual resiliency, sheer determination, as well as the degree of preparation and training for such an event before the actual incident. This is why live simulation-based training is always the most effective way to prepare for and mitigate the effects of a potentially traumatic incident.

Clearly, proactive financial managers and administrators would benefit greatly from educating their staff on how the human mind and body reacts to the stress and trauma of critical events such as a physical assault or armed robbery. As a result, leaders within the banking industry will help to develop more resilient, effective decision-makers during instances of workplace violence and reduce losses in both human and financial capital. 
 
IV. Moving from Trauma to Triumph: Best practices in Aftermath Intervention for Financial Institutions

No matter how often we may mentally rehearse the steps and procedures we should follow during a crisis scenario, no one is ever truly prepared for the real life effects of a traumatic critical incident. If we are exceptionally skilled, resilient, or fortunate enough to remain calm and collected, we respond to a crisis without a significant impact on our physical or emotional well-being. For some victims, a bank robbery will simply be an exciting story told at dinner. For others, this event may be a life-altering self-reflection or paradigm-shifting epiphany. Unfortunately, for a few, such a traumatic event may result in short-term or long-term post-traumatic stress.

Feelings of apathy, depression, and re-living the event through flashback memories are common symptoms of post-traumatic stress and, in best case scenarios, are short-lived. In more serious cases, however, post-traumatic stress can have a severe and psychologically paralyzing impact on the individual’s personal and professional life. Well-meaning financial managers may often strive to get things back to normal as smoothly and quickly as possible. Yet, not everyone may be able to bounce back in the same manner or within the same recovery time frame.

The following are some best practice interventions that managers within financial institutions can implement as “aftermath” intervention techniques to assist post-traumatic stress-affected individuals in moving beyond the critical incident or event:

(1) Ensure a rapid law enforcement and medical care response to address immediate crime scene as well as physical and psychological needs. This communication and operations process should be rehearsed often by staff so that it becomes automatic if and when necessary.

(2) De-brief and document all pertinent and relevant events – Remember that conflicting versions and perspectives are commonplace during a traumatic event. Time is also of the essence to avoid deterioration of memory which can occur in as little as 10 to 15 minutes.

(3) Implement crisis counseling for all who request it – and monitor changes in behavior for those who don’t or won’t. They may be the ones in denial and possibly needing such assistance the most.

(4) Focus on re-framing the negative event into positive opportunities for growth. Remind staff that they made it through and commend personnel for their courage. Do your best to normalize the environment and enhance team-building activities during this sensitive time. Encourage your staff to focus on friend and family contact. Studies show that socialization is a very important step in the recovery process. Isolation is the enemy of post- traumatic stress recovery.

(5) Be empathetic and acknowledge emotions – Remember that everyone reacts differently to a crisis. Some may be deadpan and emotionless while others may weep or vent. Do your best to listen more than talk. Showing care and support rather than trying to hurry recovery will go a long way in helping your staff overcome such an incident.

(6) Maintain sound bio-chemical integrity through a good diet, exercise, and other stress management outlets – Encouraging your staff to eat well, work out often, and enjoy positive activities which can help to keep blood sugar, endorphin and serotonin at optimum levels. These are some powerful antidotes to post-traumatic stress, anxiety and panic symptoms in many instances.

(7) Watch for significant changes in emotional and behavioral indicators in your personnel and seek assistance if necessary – Crying spells, panic, feelings of “going crazy,” reoccurring nightmares or flashbacks, uncontrolled anger, depression, or feelings of or expressing desire for self-destructive or suicidal outcomes are all signs and symptoms that the individual may need additional counseling or support.
 
In conclusion, having a sound aftermath intervention plan in place can go a long way towards moving affected individuals, groups, and organizational divisions along the path to recovery. Clearly, implementation of such best practice strategies can effectively minimize the physical and psychological effects of trauma, accelerating the transition back to normalized work routines and with enhanced and renewed health and productivity.
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HOW ORGANIZATIONAL CULTURE AFFECTS PRODUCTIVITY: THE CHALLENGE OF BUILDING TRUST, COOPERATION, AND TEAMWORK WITHIN CORPORATE AND GOVERNMENT SETTINGS
Copyright © 2006 by Dr. Andrew J. Edelman. All rights reserved.

 What is the culture of your organization?
It’s 5:30 am. The alarm clock rings. You wake up with a smile on your face. You can’t wait to get out of bed and face the day. You shower, have breakfast, and drive to work, looking forward to the upcoming day ahead. Your job gives you challenge, a sense of pride, and your work place climate is one of collaboration, teamwork, and respect. Your work setting is a place you look forward to coming to every day. In short, you feel a sense of family at your organization. Does this sound like your day? If so, you are VERY fortunate. For most Americans in the work world today, the alarm clock brings a sense of anxiety and dread. The morning commute is fraught with stress and the day is filled with to-do lists, meetings, constant interruptions, and a foreboding sense of “How long will this job last?…Who is plotting my demise behind my back…Who can I trust?….What impossible-to-achieve quota will I be asked to accomplish THIS month?…How soon before my retirement?” Going to work has never been easy.

Downsizing and instability have always existed within many different fields of employment. However, as we enter 2006 and beyond, the present-day socioeconomic climate has posed tremendous stresses upon organizations, with expectations to produce twice as much with half of the resources. The idea of a 40-hour workweek is becoming extinct. Anyone today who wants to live a decent lifestyle and raise a family at the same time knows that a commitment of 60, 80, and even 100 hours per week is sadly becoming the norm.

However, it is not even the long hours that pose the greatest stress for today’s employees; it is the organizational culture. Organizational culture is simply the sum total of customs, actions, attitudes, and ideas that permeate a given corporation or agency. It consists of the rules, the environment, and the daily life surrounding those who work and visit within, whether as internal or external customers. It is the verbal and non-verbal language expressed at the water cooler, cafeteria, meeting room, and after-hours social functions. In short, it is the “pulse” of daily life at work.

When positive in nature, organizational culture can result in tremendous output with dedicated, motivated team members confidently steering the organization towards its goals and objectives. Unfortunately, the vast majority of today’s private and public sector organizations are filled with negative organizational culture characteristics, which can have a dramatic effect on work output and work life for employees.

Below are some signs and symptoms of a negative organizational culture:

• Working “to the contract” : literally doing just enough work NOT to get fired; at 5:01pm, workers are “out the door.”

• Lack of communication between co-workers and organizational sub-units; rigid authority chain; misunderstanding and lack of team cohesiveness
 
• Poor salary rates and reputation for “slow pay” or bounced checks
 
• Atmosphere of secrecy and distrust between and among management and line staff – evidence of “meetings after the meetings.”

• Highly competitive, “cut-throat” win-lose tactics in business as well as with commissions and bonus distribution; collaboration and strategic partnerships are discouraged

• Unpredictable transfers, downsizing, and terminations without sufficient notice

• High turnover rates, often within short time frame of initial hiring date, one of the most telling “vital signs” that something is very wrong.

• Negative financial trends and steady pattern of losses in profit and revenue within the last two years

• Poor reputation within the community and among those within the industry network

• Creativity and innovation are discouraged - change is considered undesirable and something to be feared

• People are managed rather than led - administration assumes that workers need to be controlled rather than empowered; overabundance of micromanagement

• The client encounters a pattern of negative customer service experiences and repeat business with the organization is highly unlikely

Douglas McGregor, a 1960s organizational theorist termed business entities that were characterized with negative organizational culture as Theory X organizations. If your organization behaves like a Theory X organization, you are probably one of those individuals who dread the sound of the alarm clock. In fact, long-term studies suggest that people who are unhappy with their organizational culture can often suffer short and long-range stress-related health effects.

How can we reverse the trend of negative organizational culture within corporations and government agencies?
In sharp contrast to the Theory X organization, McGregor believed that organizations that exhibited a positive organizational culture would be successful in retaining and motivating employees and, in turn, would be successful in achieving their professional and financial objectives. He called innovative, positive cultured companies Theory Y organizations.

Below are some strategies and techniques to help nurture a positive organizational culture for any corporation or government agency:

(1) Encourage and reward workers who are willing to “go the extra mile” and, as a manager or director, pitch in when necessary for the greater good of the organization; going above and beyond the call of duty will not be considered an imposition when members of the organization are treated as family rather than a number on an ID badge.

(2) Maintain open lines of communication at all levels - open-door policies and feedback channels should be free-flowing and not governed by organizational hierarchy or status; authority should be respected but input should be welcomed from all levels of personnel since the person closest to the problem usually knows exactly what it takes to solve it.

(3) Reduce or eliminate micromanagement unless the situation warrants an immediate crisis response. Hovering over employees and interfering with their ability to make choices are some of the most common leadership blunders used by managers in an attempt to improve productivity and performance. This strategy usually backfires since micromanagement not only slows down organizational process but conveys a subtle message of suspicion, distrust, and lack of confidence in one’s team members. Change should be embraced rather than feared. People should be encouraged to grow and evolve with the understanding that some mistakes are a part of the learning process. This strategy alone can rapidly transform a rigid, poorly performing organization into one characterized by ultra high performance.

(4) Salaries and benefits should be highly competitive, with ample opportunities for advancement and salary step raises; paychecks should be seldom if ever delayed; Place associates in their “dream job” position whenever possible and reward superior performance, generously and often.

(5) Ethical decision making must be encouraged at all levels of the organization among internal and external clientele. Ethics and honesty should be part of daily organizational culture, not just a pretty phrase on a framed lobby mission statement. Organizational leaders must be keenly aware of the transparency of decisions and documentation, often available on the Internet for the entire world to see.

(6) Leadership must be mission-driven rather than ego-driven - Collaboration, teamwork, strategic partnerships, and win-win relationships are encouraged at all organizational levels. It is never “my people” or “my program,” but rather “our team” or “our contribution.” Managers should be “we”-oriented, mission-driven coaches, rather than “me”-oriented, ego-driven dictators. A powerful leadership strategy: promote your team with the same level of enthusiasm that you would promote yourself. Cover your office wall with a celebration of your team members’ successes rather than your own and you will always earn their respect.

(7) Downsize with dignity and professionalism – Losing one’s job can be a catastrophic event, particularly for a long-time valued member of an organization. If downsizing and reorganization are necessary, associates should be given ample notice and assistance to acquire alternative positions or referrals to reduce stress and financial impact on their families.

(8) Low turnover rates should be the goal at all organizational levels; workers should be encouraged and motivated to stay on the job for the “long term.” Leaders should ask associates and team members what would keep them at this job for the next 20 years, and when possible, should do their best to implement their requests.

(9) Show them the money..and the freedom. Reward your people who continuously and consistently contribute to the effectiveness and profit of the organization. And interestingly, this might be a simple reorganization of a more parent-friendly schedule to buffer the stresses of child care. Many best-practice organizations realize the value of flex-time and telecommuting as a more important benefit than simply a raise in salary.

(10) Build and maintain a superior reputation for excellence within the host community and within the industry at large – customer relationships are never “closed deals” but instead are “clients for life.” Your advertising and marketing should reflect this commitment, starting with each newly hired associate. Think about why customers do business with a particular organization. It is most likely because of the individual associate who gave them VIP treatment.

(11) Value people as equally as process – The number one reason why people leave organizations is because they do not feel valued. Although process initiatives are critically important in streamlining and improving the flow of work across an organization and its stakeholders, task-driven leaders often neglect the motivational best practices or lack the essential interpersonal skill sets that make people want to perform and produce at high levels.
 

(12) Never stop learning – Organizations that embrace training initiatives and reward education for each of its members will go a long way towards buffering the challenges and dynamics of our global environment. When people feel empowered and supported in reaching their goals and objectives, they are far more likely to stick around when the going gets tough.

In conclusion, companies and agencies that truly wish to improve their organizational culture need to take care of their people and support the critical bottom rungs of the ladder. This is in sharp contrast to many corporations where the line staff earns $9 per hour while the executives earn millions per year. Change must start at the top. Therefore, when buy-in for Theory Y characteristics occurs at the top of the organizational chart, this win-win mindset will have a strong likelihood of becoming part of the organization’s daily life and in turn will have a myriad of spin off benefits for clients, customers, and the community at large.

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TAKE YOUR FEET OUT OF  YOUR MOUTH: AVOIDING THE MOST COMMON MANAGERIAL COMMUNICATION PITFALLS
Copyright © 2006 by Dr. Andrew J. Edelman. All rights reserved

In today’s highly competitive business world, customer satisfaction has never been more important in the growth of a company’s “bottom line.” Unfortunately, corporations are now dealing with a more diverse and more varied customer base, and in turn, forced to solve more complex and challenging customer service issues, complaints, and disputes. These developments are now confirming what customer service professionals have always known but were seldom allowed to admit: the customer may not always be right.

Moreover, customer service disagreements and disputes, if not carefully managed, can escalate into more severe confrontations, with resulting negative effects including workplace violence, lawsuits and litigation, and diminished productivity.

What causes conflicts to escalate? The following are the most common communication pitfalls that show how managers can enrage a customer by what they say and how they say it:

(1) Attacking the person rather than the problem – making personal attacks or statements, which belittle the individual instead of working to solve the issue.

(2) Over control - Wielding authority, using your position of power to intimidate or push others around without attempting to solve the problem.

(3) Cultural ignorance –disrespecting diverse cultural communication patterns; folding arms or staring in a defensive manner when approached by someone with difficult-to-understand accents or differences in dress or appearance.

(4) Re-escalation – Causing a person’s anger or hurt feelings to resurface after the original disagreement was successfully defused.

(5) Lack of audience awareness – Ignoring the crowd of curious onlookers who may very quickly gather at the scene. This can prove extremely dangerous if the crowd becomes hostile

(6) Counterproductive language and phrases – focusing on unchangeable past events or negative imagery, using “red” (inflammatory) trigger words, or other discussion about events which are likely to cause the client’s temper to flair or anger to increase.

(7) Failure to allow someone to vent – interrupting or preventing an angry person from completing a thought or expressing his or her side of the story. This only serves to bury the real “fear” or issue and often results in increased frustration and an escalation of tempers.

(8) Appearing disinterested or judgmental – Wandering eyes, preoccupation with other tasks, not paying full attention, yawning, arms folded, or shaking head in disgust or disbelief and making no attempts to hide these feelings.

(9) Ego-driven communication style – Dwelling on one’s own accomplishments while dismissing the efforts of the real contributors to a proposal, project, or decision.

What can managers do to improve managerial communication with difficult or angry customers? Below are some key conflict management strategies that can make a significant difference in effectively resolving disagreements and disputes.

(1) Establish a connection. Managers should use verbal and non-verbal language in ways to create an atmosphere of interest and genuine concern. Practitioners should avoid negative imagery-generating phrases (“red” words) such as “What’s the problem?!” or exhibit body language that sends a message of disinterest or disrespect. Managers will find greater success by using positive power phrases or “green words” such as:

• Tell me what happened.
• How can we work together on this?
• Let’s solve this together.
• I’m sorry that you had a negative experience.
• I’ll be happy to assist you.

(2) Acknowledge their feelings. It is important for managers to acknowledge a person’s perspectives, points of view, and feelings of stress, anger, or fear. Even if the customer’s way of viewing the situation may not match theirs. In fact, the person yelling the loudest is often the person who feels the greatest lack of control and, deep down, is seeking someone who will understand their pain. This strategy is particularly useful in dealing with irate, irrational, or delusional individuals for which rapid conflict resolution is desirable for everyone’s personal safety and security. Best practice phrases include:

• I respect how you feel.
• You are absolutely right to feel that way.
• I’d probably feel the same way if that happened to me.
• I really want to work with you to resolve this situation.

(3) Explore options. Conflict resolution must be a partnership. This is why it is critical for managers to always include the customer in the decision making process. Rather than assuming what the customer wants, ask. Often, the actual solution is quite simple. If the customer’s need or want is unrealistic or counter to company regulations, explore and offer additional choices and let the customers take ownership in their decisions:

“Although this television brand is out of stock, I would like to show you some of our new upgraded entertainment centers that I believe will meet or exceed your expectations. Would you like a small, medium or large screen?”

When managers explore solution options by asking questions and eliciting customer feedback, the communication process is more likely to move towards a productive course of action.

(4) Negotiate a resolution. Once the customer has agreed to a course of action, managers should document the decision choice and give a copy to the customer. This cements the agreement and partnership in the problem-solving process and gives feelings of control back to the customer. Although this give-and-take process requires time and energy on the part of the manager and customer service personnel, the rewards will be well-worth the investment. When managers help customers make choices they feel comfortable with, managers have done more than simply to defuse a conflict. They have increased the likelihood of establishing a loyal, long-term client relationship.