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As clinicians we are often called upon to be with others while
they are considering suicide or in a suicidal crisis. These could be
the times when life is hurting so much that their deepest desire is
relief, rather than death. Other times it may be extremely high
risk situations in which our fellow human being has not only lost
the will to live, but he or she is also planning on how they will
end their life. They may even be experiencing comfort or relief in
the thought of ending their own life.
At these times we rely on our best clinical training and pro-
tocol, sanctioned practice standards, knowledge of local resources
appropriate for next level of care needs, and our human compas-
sion and wisdom to do our best to help prevent a suicide.
These are critical and trying times indeed, but by consistent-
ly using established best practice standards and our best clinical
judgment, we do help people move through their suicidal crisis
to safety. We also help usher in an opportunity for them to heal,
recover, and build skills and resources, with the hope of fending
off or at least moving towards improved coping with any future
suicidal crisis situation.
As Critical Incident Response (CIR) Consultants we are
also called
to the workplace in those tragic situations after the suicide death
of an employee has occurred. These are painfully difficult times
for the surviving co-workers, who in addition to feeling normal
grief and sadness, most likely are also working through confu-
sion, disbelief, anger, guilt and even blame.
As CIR Consultants we are there to help guide the healing
process, and we are there to help prevent other suicide attempts
and deaths.
We know these are opportunities for us to help connect with
employees and leaders in their sorrow, and support their unique
recovery needs. We also look for opportunities to help connect
with other vulnerable or at risk employees, to help them under-
stand that additional support services are available. With our pro-
fessional knowledge and genuine compassion, we can lessen the
pain of isolation, help plant a seed of hope, and facilitate referrals
to additional resources.
With the recent publication of
A Manager’s Guide to Suicide
Postvention in the Workplace
, co-authored by nationally recog-
nized expert organizations: American Association of Suicidology,
Carson J Spencer Foundation, Action Alliance, and Crisis Care
Network, as well as acknowledged by SAMHSA Best practice
Registry for Expert Consensus, we know that the suicide death
of an employee has significant impact on the workforce, includ-
ing the possibility it may trigger additional suicidal risk and
attempts.
As a Critical Incident Response Consultant for more than 20
years, and now the Clinical Director for Crisis Care Network,
which responds to more than 1,100 workplace critical incidents
per month, with as many as 40-50 of those being the suicide
death of an employee, I have been involved in hundreds of em-
ployee suicide death responses over the years. I can confidently
attest to the shock, pain, sorrow, and disruption most individual
employees and organizations feel in response to the suicide death
of a co-worker.
I can also attest to the fact that in most cases, at least one
other employee will step forward and say to the consultant on site
that in addition to all the other complex feelings they are having
in response to their co-workers death, they are also frightened
by the fact that they have given serious consideration to suicide
themselves. I was at a workplace response recently where a young
female employee, about the same age as the employee who had
completed suicide, approached me after a group session to say
that she was very scared at how frequently she herself thinks
about suicide. She had never told anyone. She knew she prob-
ably needed to talk with a professional counselor, but always felt
ashamed and intimidated by the notion.
Fortunately, her employer cared enough to have a compre-
hensive employee assistance program (EAP) in place that brought
in Critical Incident Response Services. It is important for us to
remember that EAPs by design, try to remove as many barriers as
possible which would prevent employees from receiving quality
effective services. Access is typically 24/7/365, confidential, no
cost to the employee, and available immediately as a telephonic
consultation, or face-to-face appointment at a convenient loca-
tion within 72 hours.
After further discussion with this employee to determine her
level of risk or urgency, we sat together and called the EAP to
make an appointment.
Thankfully, many progressive and courageous business leaders
are beginning to bring this terribly misunderstood topic out of
the shadows and into meaningful discussion. This is important
not only because the suicide death of an employee has a dev-
astating impact on the workforce and productivity, but more
importantly, because leaders are recognizing that the workplace is
uniquely positioned to help prevent suicide.
When we are present in a company that does not have an
EAP in place, we can still play a valuable life saving role in mak-
ing sure we demonstrate our knowledge, professionalism, warmth
and compassion throughout our Critical Incident Response. This
will not only help employees be more open with their thoughts,
feelings and needs regarding the suicide death of their co-worker.
It will also make it more likely that other vulnerable and at risk
employees will find us approachable, and seek us out one-on-one
for additional guidance.
These are times we will need to rely on our knowledge of
community resources to which we can refer employees. If the
employee presents as high risk in need of urgent care, we would
coordinate with onsite Human Resources or other leadership to
transport the employee to local emergency care.
Judy Beahan, LMSW,
is Director of Clini-
cal and Network Operations for Crisis
Care Network, the nation’s largest network
of specialty trained advanced practice
clinicians and critical incident response
consultants to the workplace. More than
1,100 times a month, Crisis Care Network
responds to critical incidents in a workplace, with as many as
40 to 50 being the suicide of an employee.
For more information on suicide postvestion as suicide prevention, please see
A Manager’s Guide to Suicide Postvention in the Workplace
.
