The document discusses the importance of reality-based training for emergency response teams. It provides 10 steps for successful reality-based training, including having support from leadership, qualified instructors, crisis management simulations, teamwork exercises, and debriefing sessions. It also discusses accommodations employers should consider for returning veterans, such as allowing flexible schedules, providing a quiet work environment, and ensuring employee assistance programs are prepared to address common issues like PTSD and depression.
The impact of innovation on travel and tourism industries (World Travel Marke...Brian Solis
From the impact of Pokemon Go on Silicon Valley to artificial intelligence, futurist Brian Solis talks to Mathew Parsons of World Travel Market about the future of travel, tourism and hospitality.
We’re all trying to find that idea or spark that will turn a good project into a great project. Creativity plays a huge role in the outcome of our work. Harnessing the power of collaboration and open source, we can make great strides towards excellence. Not just for designers, this talk can be applicable to many different roles – even development. In this talk, Seasoned Creative Director Sara Cannon is going to share some secrets about creative methodology, collaboration, and the strong role that open source can play in our work.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
The Six Highest Performing B2B Blog Post FormatsBarry Feldman
If your B2B blogging goals include earning social media shares and backlinks to boost your search rankings, this infographic lists the size best approaches.
The impact of innovation on travel and tourism industries (World Travel Marke...Brian Solis
From the impact of Pokemon Go on Silicon Valley to artificial intelligence, futurist Brian Solis talks to Mathew Parsons of World Travel Market about the future of travel, tourism and hospitality.
We’re all trying to find that idea or spark that will turn a good project into a great project. Creativity plays a huge role in the outcome of our work. Harnessing the power of collaboration and open source, we can make great strides towards excellence. Not just for designers, this talk can be applicable to many different roles – even development. In this talk, Seasoned Creative Director Sara Cannon is going to share some secrets about creative methodology, collaboration, and the strong role that open source can play in our work.
Succession “Losers”: What Happens to Executives Passed Over for the CEO Job?
By David F. Larcker, Stephen A. Miles, and Brian Tayan
Stanford Closer Look Series
Overview:
Shareholders pay considerable attention to the choice of executive selected as the new CEO whenever a change in leadership takes place. However, without an inside look at the leading candidates to assume the CEO role, it is difficult for shareholders to tell whether the board has made the correct choice. In this Closer Look, we examine CEO succession events among the largest 100 companies over a ten-year period to determine what happens to the executives who were not selected (i.e., the “succession losers”) and how they perform relative to those who were selected (the “succession winners”).
We ask:
• Are the executives selected for the CEO role really better than those passed over?
• What are the implications for understanding the labor market for executive talent?
• Are differences in performance due to operating conditions or quality of available talent?
• Are boards better at identifying CEO talent than other research generally suggests?
The Six Highest Performing B2B Blog Post FormatsBarry Feldman
If your B2B blogging goals include earning social media shares and backlinks to boost your search rankings, this infographic lists the size best approaches.
James Caringi, PhD Presentation at 2016 Science of HOPE
Description:
Secondary Traumatic Stress (STS) is defined as, “the natural and consequent behaviors and emotions resulting from knowing about a traumatizing event experienced by a significant other, the stress resulting from helping or wanting to help a traumatized or suffering person” (Figley, 1995). Professionals and caregivers frequently work with individuals, families, groups, and communities who have experienced multiple adverse childhood experience (ACE) traumas and as a result, are at high risk for experiencing STS. Secondary Traumatic Stress can lead to personal health issues, loss of productivity, and turnover and therefore should be a concern for practitioners and administrators.
This presentation will address the causes of STS and offer ideas for both prevention and recovery. In addition, findings from empirical research projects examining STS, burnout, and peer support will be reviewed. Methods to create a trauma informed organization that can both prevent and mitigate the impact of STS will be reviewed and critiqued. Finally, the presenter will facilitate an action research process designed to enable participants to begin the development of self-care plans that they can use in their organizations.
in partnership with The Personal Injury Education Foundation, this webinar will provide an overview on Developing Return to Work & Health Strategies.
Key Learning Outcomes
The webinar will provide an overview and understanding on how to:
Facilitate an early, safe and sustainable return to work / return to community for the injured
person by developing and implementing appropriate strategies.
Apply specific knowledge of rehabilitation processes, injury management models and relevant
legislation along with case management and analysis skills.
This module will include the following:
The key components of an injury management and return to work strategy.
The roles and responsibilities of key stakeholders involved in injury management.
An overview of the bio-psychosocial approach to injury management.
THE WENCHES CRISIS RESPONSED racticePerfectTo best pre.docxchristalgrieg
THE WENCHES CRISIS RESPONSE
D ractice
Perfect
To best prepare for a crisis, drill!
DIANE GAGE LOFGREN & JOHN NELSON
-f) [email protected]
^ [email protected]
B
y its very definition, a crisis is no
time to get on-the-job training.
It's a time of intense pressure
when systems are strained, weaknesses
are amplified and crucial decisions
must be made on the spot. A blown first
impression can leave a lasting mark—and
be difficult to correct. The best way to
handle a crisis is to be prepared for one,
and the best way to do that is to practice.
In other words, drill.
Crisis drills are a critical part of health
care communications success, especially
in the age of social media. Crises are
more frequent now because of the com-
plexity and increasing transparency of
today's environment, and the ramifica-
tions are instantly known in one contin-
uous news cycle. The Internet and social
media have created more moving parts
and accelerated the making or breaking
of reputations during a crisis.
During crisis drills, organizations con-
duct training to practice ways to protect
the brand whue informing the public in
the event of a crisis. Drills allow orga-
nizations to practice making decisions
and engaging stakeholders in response
to the unexpected. They help to critique
individuals and responses before there's
real reputational skin in the game so that
when the time comes, teams are prepared
to respond in real time. Hosting crisis
trainings is critically important, even for
the most veteran issues manager.
A Dnll That Produces
Results
To run a good simulation, leaders must
create a crisis scenario that includes
meaningful, challenging and realistic ele-
ments for the team to practice. In a recent
crisis drill. Kaiser Permanente designed
a scenario that was fictional but ground-
ed fuUy in reality, and it evolved and
escalated over time. Participants initially
were faced with what appeared to be a
medical error, but the crisis quickly grew
to include elements of medication abuse,
compliance failures, union concerns and
political sensitivity. This scenario was
played out over the course of 90 minutes
and was very carefully planned to
engage crisis communicators who share
accountability but work in nine
different states.
When the drill was over, a thorough
debrief was conducted. All participants
shared their learnings, which ranged
from social media eye-openers to re-
newed awareness around the speed that
information and misinformation travel.
Here are some proven processes to help
you and your organization plan an effec-
tive crisis drill:
1. Know your focus. The planning phase
is one of the most important parts of
a simulation. Before coming up with
a scenario, teams should decide on
the set of skills, structures or other
elements that they want to test. It's not
necessary to practice on all aspects of
a crisis. Setting up a scenario that is
overly broad, especially if the drill is
only an hour or two, is guaranteed to
make it too superficial. ...
Stress management is the ability to cope with stress and its negative impacts on one's health and well-being. Stress can be caused by any sort of pressure or challenge in everyday life. Stress management involves a range of techniques, strategies, and therapies that aim to control, reduce, or prevent stress. Stress management can help people improve their mental, emotional, and physical functioning and happiness.
Corporations/Business: Why you SHOULD have your own in-house Stress ExpertGino Norris
Why you need an In-House Stress Expert!
10 Reasons...
1. We can get you the expertise in your own company and corporate business
2. Save extensive costs
3. Comply with all legislation and laws
4. Equip your own staff member with a spcialist professional qualification
5. Pay minimal costs for this
6. Save your company in absence, health, production and legal costs
7. Become a company everyone wants to work for
8. Build a workforce of loyalty and increase your production and profits
9. Become a beacon for wellbeing and caring for your workforce
10. Increase your income and growth
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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James Caringi, PhD Presentation at 2016 Science of HOPE
Description:
Secondary Traumatic Stress (STS) is defined as, “the natural and consequent behaviors and emotions resulting from knowing about a traumatizing event experienced by a significant other, the stress resulting from helping or wanting to help a traumatized or suffering person” (Figley, 1995). Professionals and caregivers frequently work with individuals, families, groups, and communities who have experienced multiple adverse childhood experience (ACE) traumas and as a result, are at high risk for experiencing STS. Secondary Traumatic Stress can lead to personal health issues, loss of productivity, and turnover and therefore should be a concern for practitioners and administrators.
This presentation will address the causes of STS and offer ideas for both prevention and recovery. In addition, findings from empirical research projects examining STS, burnout, and peer support will be reviewed. Methods to create a trauma informed organization that can both prevent and mitigate the impact of STS will be reviewed and critiqued. Finally, the presenter will facilitate an action research process designed to enable participants to begin the development of self-care plans that they can use in their organizations.
in partnership with The Personal Injury Education Foundation, this webinar will provide an overview on Developing Return to Work & Health Strategies.
Key Learning Outcomes
The webinar will provide an overview and understanding on how to:
Facilitate an early, safe and sustainable return to work / return to community for the injured
person by developing and implementing appropriate strategies.
Apply specific knowledge of rehabilitation processes, injury management models and relevant
legislation along with case management and analysis skills.
This module will include the following:
The key components of an injury management and return to work strategy.
The roles and responsibilities of key stakeholders involved in injury management.
An overview of the bio-psychosocial approach to injury management.
THE WENCHES CRISIS RESPONSED racticePerfectTo best pre.docxchristalgrieg
THE WENCHES CRISIS RESPONSE
D ractice
Perfect
To best prepare for a crisis, drill!
DIANE GAGE LOFGREN & JOHN NELSON
-f) [email protected]
^ [email protected]
B
y its very definition, a crisis is no
time to get on-the-job training.
It's a time of intense pressure
when systems are strained, weaknesses
are amplified and crucial decisions
must be made on the spot. A blown first
impression can leave a lasting mark—and
be difficult to correct. The best way to
handle a crisis is to be prepared for one,
and the best way to do that is to practice.
In other words, drill.
Crisis drills are a critical part of health
care communications success, especially
in the age of social media. Crises are
more frequent now because of the com-
plexity and increasing transparency of
today's environment, and the ramifica-
tions are instantly known in one contin-
uous news cycle. The Internet and social
media have created more moving parts
and accelerated the making or breaking
of reputations during a crisis.
During crisis drills, organizations con-
duct training to practice ways to protect
the brand whue informing the public in
the event of a crisis. Drills allow orga-
nizations to practice making decisions
and engaging stakeholders in response
to the unexpected. They help to critique
individuals and responses before there's
real reputational skin in the game so that
when the time comes, teams are prepared
to respond in real time. Hosting crisis
trainings is critically important, even for
the most veteran issues manager.
A Dnll That Produces
Results
To run a good simulation, leaders must
create a crisis scenario that includes
meaningful, challenging and realistic ele-
ments for the team to practice. In a recent
crisis drill. Kaiser Permanente designed
a scenario that was fictional but ground-
ed fuUy in reality, and it evolved and
escalated over time. Participants initially
were faced with what appeared to be a
medical error, but the crisis quickly grew
to include elements of medication abuse,
compliance failures, union concerns and
political sensitivity. This scenario was
played out over the course of 90 minutes
and was very carefully planned to
engage crisis communicators who share
accountability but work in nine
different states.
When the drill was over, a thorough
debrief was conducted. All participants
shared their learnings, which ranged
from social media eye-openers to re-
newed awareness around the speed that
information and misinformation travel.
Here are some proven processes to help
you and your organization plan an effec-
tive crisis drill:
1. Know your focus. The planning phase
is one of the most important parts of
a simulation. Before coming up with
a scenario, teams should decide on
the set of skills, structures or other
elements that they want to test. It's not
necessary to practice on all aspects of
a crisis. Setting up a scenario that is
overly broad, especially if the drill is
only an hour or two, is guaranteed to
make it too superficial. ...
Stress management is the ability to cope with stress and its negative impacts on one's health and well-being. Stress can be caused by any sort of pressure or challenge in everyday life. Stress management involves a range of techniques, strategies, and therapies that aim to control, reduce, or prevent stress. Stress management can help people improve their mental, emotional, and physical functioning and happiness.
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Why you need an In-House Stress Expert!
10 Reasons...
1. We can get you the expertise in your own company and corporate business
2. Save extensive costs
3. Comply with all legislation and laws
4. Equip your own staff member with a spcialist professional qualification
5. Pay minimal costs for this
6. Save your company in absence, health, production and legal costs
7. Become a company everyone wants to work for
8. Build a workforce of loyalty and increase your production and profits
9. Become a beacon for wellbeing and caring for your workforce
10. Increase your income and growth
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As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
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https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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https://seribangash.com/promotors-is-person-conceived-formation-company/
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2. ACCOMMODATING RETURNING SERVICE
MEMBERS AND VETERANS FROM IRAQ AND
AFGHANISTAN
1.7 million Americans served in Iraq and Afghanistan. Because of the Global War
on Terrorism many service members have been exposed to traumatic combat
experiences on a daily basis. The 2008 Rand Corporation study reports that 1 out
of 5 or 300,000 Afghanistan and Iraq soldiers suffer from major depression, Post
Traumatic Stress Disorder (PTSD) or anxiety. If you add problems relating to the
soldier’s family and marriage the toll reaches one million. Only ½ or 53% have
sought treatment through the Department of Veteran’s Affairs and 60,000 of
120,000 of those who served in the two wars suffer PTSD and/or depression which
are highest for woman and reservists.
Documents from the federal case of Veterans for Common Sense vs. Peake in May
2008 disclosed that the 18 veterans commit suicide each day. 1000 of those
veterans who receive care from the Department of Veteran Affairs (VA) attempt
suicide every month. As of 3/15/2008 287,790 Iraq and Afghanistan war veterans
filed disability claims with the VA. 1,467 veterans died awaiting approval of the
disability claim by the government. Those who appeal the VA decision await 4 1/2
years for an answer.
2008 American Psychiatric Association study indicates that one out of four
military on active duty did not know anything concerning mental health treatment
that might arise from their service in war zones. Those who were surveyed chose
no assistance because:
(1.) Side effects of medication,
(2.) Believed family and friends could help with the problem, and
(3.) Care would damage their career.
This stigma and the toughness emphasized by the military contribute to not
accepting assistance by the soldier or veteran.
According to a pamphlet (American Legion (American Legion. Guide for Post Traumatic Stress
Disorder (5th ed.) [Brochure]. Washington, DC) PTSD symptoms in combat veterans can
include:
1. Upsetting thoughts occurring frequently about the traumatic event.
2. Frequent dreams (in many cases, nightmares) about the event.
3. Suddenly feeling as though the event is reoccurring (flashbacks).
4. Environmental stimuli (olfactory, auditory, visual) can trigger flashbacks and
other troubling symptoms.
5. Detaching oneself physically and emotionally from other people/places,
especially large crowds.
6. A feeling of detachment from others.
7. A feeling of foreshortened future.
8. Guilt related to being a survivor - living after the trauma when many other
comrades did not. Guilt may also surface because of one's duties (having to take
another human life).
9. Sleep disturbances (usually insomnia).
3. 10. Mood swings and anger outbursts.
11. Cognitive/memory difficulties.
12. Excessive vigilance and survival-related behaviors.
13. Hyperarousal - a person may seem "jumpy," especially in the presence of
unexpected noises.
It is important to note that not all veterans that experience combat will develop
PTSD; employers and coworkers must not assume that someone who is returning
from the Middle East is having these difficulties. Furthermore, those who do
develop this condition may not experience all of the symptoms and behaviors
listed above. In some cases, it may take years for PTSD to develop. Employees
who are veterans of previous military conflicts may benefit from this information
as well.
ACCOMMODATION INFORMATION
Below are some suggestions for accommodations. It is important to remember
that not all veterans with PTSD will need these accommodations, if any. This is
not an all-inclusive list:
Lack of Concentration: People with PTSD may have difficulty concentrating on job
tasks.
Reduce distractions in the work environment
Provide space enclosures or a private space
Allow the employee to play soothing music using a headset
Increase natural lighting or increase full spectrum lighting
Divide large assignments into smaller goal oriented tasks or steps
Plan for uninterrupted work time
Coping with Stress: People with PTSD may have difficulty handling stress.
Allow longer or more frequent work breaks as needed
Provide backup coverage for when the employee needs to take breaks
Provide additional time to learn new responsibilities
Restructure job to include only essential functions during times of stress
Allow for time off for counseling
Assign a supervisor, manager, or mentor to answer the employee's questions
Working Effectively with a Supervisor: Managers could supervise people with
PTSD using alternative supervisory techniques.
Giving assignments, instructions, or training in writing or via e-mail
Provide detailed day-to-day guidance and feedback
Provide positive reinforcement
Provide clear expectations and the consequences of not meeting expectations
Develop strategies to deal with problems before a crisis occurs
Interacting with Co-workers: People with PTSD may have difficulty working with
others.
4. Encourage the employee to walk away from frustrating situations and
confrontations
Allow employee to work from home part-time
Provide partitions or closed doors to allow for privacy
Provide disability awareness training to coworkers and supervisors
Dealing with Emotions: People with PTSD could have difficulty exhibiting
appropriate emotions or controlling anger.
Refer to employee assistance programs (EAP) and veterans centers
Use stress management techniques to deal with frustration
Use of a support animal
Allow telephone calls during work hours to doctors and others for needed
support
Allow frequent breaks
Sleep Disturbance: People with PTSD may have disruption in sleep patterns that
could affect workplace performance.
Allow the employee to work one consistent schedule
Allow for a flexible start time
Combine regularly scheduled short breaks into one longer break
Provide a place for the employee to sleep during break
Absenteeism: People with PTSD could have absenteeism or tardiness issues or
have difficulty maintaining reliable attendance.
Allow for a flexible start time or end time, or work from home
Provide straight shift or permanent schedule
Count one occurrence for all PTSD-related absences
Allow the employee to make up the time missed
Panic Attacks: People with PTSD could experience panic attacks at home or at
work which could affect workplace performance.
Allow the employee to take a break and go to a place where s/he feels
comfortable to use relaxation techniques or contact a support person
Identify and remove environmental triggers such as particular smells or noises
Allow the presence of a support animal
Helping to ease the transition back to the workplace
The Disability Management Employer Coalition and several large insurers teamed
up with military and veteran advisers to examine the challenges and opportunities
facing returning veterans and to identify employer-based resources and strategies
5. to help ease the transition. The group, calling themselves the Workplace Warrior
Think Tank, has produced a useful guide for employers: The Corporate Response
to Deployment and Reintegration Highlighting Best Practices in Human Resources
and Disability Management.
The following are among the group's most important best practice
recommendations:
Establish a Military Leave and Return Policy covering employees who are
members of the Reserves or National Guard. A key component of that
policy is to communicate the range of benefits and programs that apply,
including provisions of the federal Uniformed Services Employment and
Re-Employment Rights Act of 1994 (USERRA), which requires job
protection for all employees who are deployed regardless of the size of the
employer.
Evaluate the effectiveness of the Employee Assistance Program (EAP) and
behavioral health services to help returning employees (including members
of the military and civilian employees assigned overseas) who have been
diagnosed with or who are exhibiting symptoms of major depression,
generalized anxiety or post traumatic stress disorder (PTSD).
Use good general disability management practices that apply, including:
- maintaining communication during absences;
- celebrating employees’ return to work;
- giving employees adequate information about benefits prior to
deployment;
- allowing time to reintegrate after an extended absence;
- considering accommodations to assist the employee’s return to
productivity;
- recapping changes while employees were gone;
- establishing red flags to help supervisors identify potential problems; and
- obtaining commitment from senior management to ensure that programs
are given strong support and a cultural presence.
Offer sensitivity training to managers, supervisors and co-workers on
issues and challenges faced by civilian soldiers during deployment and
post-deployment.
Provide mentoring programs to link returning civilian soldiers with
veterans in the workforce. The commonality of military experience may
forge bonds among colleagues to support the successful reintegration of
returning workplace warriors.
Employee Assistance Programs (EAP) identified as a vital resource
The Workplace Warrior Think Tank stressed the importance of employers having
not just an EAP, but one that is well equipped to address the full spectrum of
6. behavioral health issues that are common to re-acclimating veterans, particularly
PTSD and depression. According to a November 14, 2007 article in the Journal of
the American Medical Association, U.S. Department of Defense clinicians
identified that 20.3 percent of active and 42.4 percent of reserve component
soldiers required mental health treatment. This incidence rate was identified
through either an initial post-deployment health assessment or re-assessment
that occurred approximately six months later. “Estimates indicate that three out
of five veterans probably have PTSD to some degree. We need to educate
companies about traumatic brain injury and PTSD so people can understand and
be aware of the issue.” Bill Dozier, Assistant Director, National Veterans Outreach Services, Veteran of
Foreign Wars (VFW)
In addition, the EAP must be poised to address the many family problems and
stresses that can surface both during and after deployment. According to
congressional testimony by Todd Bowers, Director of Government Affairs for Iraq
and Afghanistan Veterans of America, 27% of soldiers now admit they are
experiencing marital problems, and 20% of deployed soldiers say they are
currently planning a divorce. And a CBS investigation points to a veteran suicide
rate that is twice that of average Americans.
Employers must train supervisors and HR staff to spot warning signs for
problems early and must have resources in place for referrals to
appropriate help and support services. For employers who will have
returning citizen soldiers, the next EAP renewal might be a good time to
kick the tires and ensure that it is up to providing the serious support and
mental health services that will be needed. The transition will not be a
once-and-done matter, but a long-term issue that America's employers will
be dealing with over the next few decades. (HR WEB CAFÉ, Employers' best practice
guide for helping veterans reacclimate to the workplace”, ESI Employee Assistance Group, Wellsville,
NY, 2006)
Compiled by: Vincent J. McNally, MPS, CEAP
Trauma Reduction Inc.
TRAUMAREDUCTION@AOL.COM