MODULE 3

If your crew member becomes emotional or upset during the conversation, stay calm and assure them that you are only trying to support them, and as their supervisor, you are responsible for ensuring they are coping. You can also adjourn for a break if necessary. Keep in mind that it is the ongoing right of either you or your crew member to ask for time or space. If emotions are escalating or you need time to think through something your crew member has shared, it’s okay to take a break and suggest a time to reconvene.

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ENDING THE CONVERSATION:

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If your crew member disclosed a mental health problem, at the end of the conversation, remind or inform them of the forms of support and resources which are available for Union Members such as their Member/Employee Assistance Program (MAP or EAP), extended health benefits and accommodations.  You can also highlight community health services and other supports (such as AA groups, peer support groups etc.). If they are hesitant to call or reach out on their own, you could suggest to make the initial call together. It is important to agree on the next step and if a further meeting will be arranged to discuss support options.

If your crew member states that there is no problem, respect their position. Assure them that you are available any time if they would like to speak with you.

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Remember: you are not there to diagnose your crew member’s problem. You are there to provide empathetic and practical support, manage performance, and be a bridge to other supportive resources.

When it seems like most of the important points have been covered, it is helpful to ask your crew member if there is anything else they think needs to be discussed. This will help signify that the conversation is ending as well as give them a chance to add final thoughts or questions.

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To conclude the conversation, agree on a plan for next steps including a follow-up conversation, as appropriate.

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AFTER THE CONVERSATION:

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You will likely reflect on the conversation you had with your crew member once it is finished. If you have your own questions about how you can further support your crew member, you can ask HR or call your MAP or EAP provider to seek guidance. Monitor your crew member’s behaviours and performance for the short-term to see if things are improving and to look for opportunities to help. Continue to stay relaxed and approachable around your crew so that they know they can come back to you for support if needed.

 

BOUNDARIES OF A LEADER OR SUPERVISOR

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Maintaining your boundaries is important for many reasons – it ensures professionalism and it is vital for the Supervisor’s own mental well-being.

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If a Leader has too much involvement in a team or crew member’s mental health problem, it may lead to burnout and compassion fatigue. In order to find a healthy balance, you should learn how to be at an ideal level of involvement. Maintaining your boundaries includes being able to recognize your strengths and limitations, being clear about your role and not stepping outside of it, consulting with others when you are unsure and not doing guess-work.

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Offer support without making the problem of your crew member of your own, and be clear about policies and procedures, including confidentiality and accommodation.

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THE "RESPONSIBLE FOR - RESPONSIBLE TO" MODEL

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The “Responsible for- Responsible To” Model illustrates the ideal involvement of a leader. Ideally, a leader doesn’t take on responsibility for their team or crew members but feels responsible to them. The chart below highlights the differences in these perspectives. Take a look to see which side of the model you are leaning towards and where there is room to improve: