Looking to start a support program? It can feel like quite an undertaking – especially if you’ve never done anything like this before.
I remember the first time I was tasked with enhancing my agency’s peer support program. I had so many questions; not the least of which being: What is peer support? In those early days, I felt like created more problems than solutions and generated more questions than answers. But, I learned a ton and want to pass that know-how on to you in hopes that you will benefit from my early missteps. Here are just a few of the early challenges I faced (and ways to resolve them):
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When first starting out, I made the incorrect assumption that bosses knew everything about everything. What I didn’t realize is that executives counted on me to gather pertinent information and brief them on the benefits (and liability) of peer support. Even in an agency where peer support was present, I took for granted that incoming leaders were well versed on our wellness programs and interested in continuing our good work. Which also means, I took for granted that bosses were aware our of “good work” and were open to supporting and funding it for years to come.
The burden (if you will) of information gathering is on YOU. Executives are inundated daily with demands for approval and funding on a myriad of programs, projects, personnel, etc. Start your support program by, FIRST, supporting your leadership by gathering and assembling information that is clear and concise so that a decision can be made.
Need more info? Click here to read: Top FAQs Leaders Often Ask
Speaking of decision-making…I still hear from coordinator’s across the country saying that they’re still waiting for their leaders to make a decision to approve the program and/or fund training. One of the best tools I found in our organization was the “action memo”.
BTW: does your organization use action memos to move things up the chain?
If not, it’s pretty simple. It’s a brief memo that provides history, background, proposal and (the best part) a signature line for (basically) yes, no, maybe responses. Want me to email you a FREE example of an action memo? Email me: dorie@crisissupportsolutions.com
When I was given opportunities to brief bosses on the need to continue our program, I used emotional arguments (such as: it’s the right thing to do or this program saves lives). True on both counts – but not too convincing in a room full of high-performing, task-focused executives.
I don’t recall ever addressing the unspoken why in the room. Why is this program right for our organization?
Why should we encourage a program that asks employees to temporarily suspend their work in order to sit with an emotionally distraught colleague?
Isn’t that what a therapist is for?
With that, I felt so wounded, so offended: They just don’t care…
Since then, I’ve spent countless hours with executives and find their “resistance” completely fair. After all, they don’t pay employees to sit around, drink coffee and talk about stress at work, home or wherever. Employees are paid to work – achieve goals, complete tasks, further the mission and so on.
So, the question becomes: How does emotionally supporting staff further the mission, increase productivity, improve performance, lessen conflict, strengthen engagement and so on?
It’s imperative to address what’s important to managers and how a support program can deliver just that.
Need more? Click here to download FREE presentation: How to get More of what you Want (and Less of what you Want) with a Support Program
When I first became Peer Support Program Coordinator, we had a “open door” to anyone wanting to take our training and (possibly) become a peer supporter. In those days, we didn’t have an application, ethical standard agreement, supervisor approval form…any vetting or selecting standards.
At that time, our practice was to set a training date, send out an email and see who wanted to attend (training paid from our budget, mind you). From this, we got more “certificate collectors” and “vacationers” (employees wanting a reprieve from their daily grind) than actual peer helpers. By training first and vetting second, we spent needless time (not to mention valuable training dollars) “weeding out” disinterested or unwilling.
It didn’t take long for us to realize our waste and made the switch to recruiting, vetting and selecting standards BEFORE training. That meant, by the time the next training rolled around, everyone in the room was a peer candidate eager to complete basic and hit the ground running.
The upshot is simple (but not easy – because it takes MORE work on the FRONT end) and it’s this: create a protocol for vetting and selecting members to your program. Or, better yet, use ours! (Why reinvent the wheel…). All the docs I mentioned above (application, supervisor approval form, ethical agreement, etc.) can be downloaded by enrolling in our FREE policy course: https://crisis-support-solutions.teachable.com/p/policy
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We teach teams how to provide effective mental, emotional, and spiritual support to those in need.