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Resilience Training for Mid-Grade Leaders 22 April 2010

Resilience Training for Mid-Grade Leaders 22 April 2010. Quotation.

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Resilience Training for Mid-Grade Leaders 22 April 2010

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  1. Resilience Training for Mid-Grade Leaders 22 April 2010

  2. Quotation “Stress is essential to good leadership. Living with stress, knowing how to handle pressure, is necessary for survival. It is related to a man’s ability to wrest control of his own destiny from the circumstances that surround him.” -- Vice Admiral James B. Stockdale

  3. Enabling Learning Objective Action: Identify leader principles and skills to mitigate the impact of operations on resilience and mental fitness within an organization Conditions: In a classroom environment, Mid-Grade Leaders charged with training and mentoring NCO and Officer leaders deploying in support of combat and other military operations. Standards: Identifying evidence-based, Soldier-oriented leader principles and skills consists of: Describing the realities of combat and operational deployments and the role leaders have in ensuring Soldier resilience within this environment Discussing the critical role leaders have in managing traumatic events and their support of Soldiers when these events occur within an organization.

  4. Enabling Learning Objective Action:Identify a Leaders role in minimizing substance abuse and the risk of suicidal behavior among soldiers, civilians and family members. Condition: In a classroom environment, Mid-Grade Leaders charged with training and mentoring NCO and Officer leaders deploying in support of combat and other military operations. Standards:Identification includes— Explain a leader’s role and responsibilities of a Substance Abuse Program. Identify and be able to minimize risk of suicidal behavior among Soldiers, DA Civilians, and Family Members.

  5. Leadership Is leadership during operational deployments different from leadership in garrison?

  6. Realities of Deployments • Six realities of deployments: • Deployments are often dangerous • Deployments are harsh and demanding • Deployments are hard on military Families • Deployments impact behavioral health • Combat poses moral and ethical challenges • plus • Deployments provide the chance for Soldiers to grow and thrive

  7. Reality of Deployment #1 (1 of 3) Deployments are often dangerous

  8. Reality of Deployment #1 (2 of 3) • Soldiers in OEF report: Received incoming artillery rocket or mortar fire Knew someone seriously injured or killed Having a member of your own unit become a casualty Seeing dead or seriously injured Americans Being responsible for the death of an enemy combatant Handling or uncovering human remains Source: MHAT VI OEF (2009)

  9. Reality of Deployment #1 (3 of 3) • The role of leaders: • How do leaders prepare Soldiers for this reality?

  10. Reality of Deployment #2 (1 of 3) Deployments can be harsh and demanding

  11. Reality of Deployment #2 (2 of 3) • Top concerns for Soldiers in OEF: Long Deployment Length Uncertain Re-Deployment Date Being Separated from Family Lack of Privacy or Personal Space Boring or Repetitive Work Source: MHAT VI OEF (2009)

  12. Reality of Deployment #2 (3 of 3) • The role of leaders: • How can leaders assess unit morale? • How can leaders reduce the impact of deployment demands? • Tell Soldiers what to expect and actions they can take • Know what’s going on • Do what you can

  13. Resilient Thinking • What is resilient thinking? • How can leaders use the ATC model to reinforce resilient thinking in their unit? Thoughts Activating Event Consequences: Emotions Reactions

  14. Real-Time Resilience • What is Real-Time Resilience? • How can leaders practice Real-Time Resilience with their unit?

  15. Practice Optimism (1 of 2) • “Hunt the Good Stuff”

  16. Practice Optimism (2 of 2) • Builds positive emotion, optimism and gratitude • Counteracts the “negativity bias” • Leads to: • Better health, better sleep, feeling calm • Lower depression and greater life satisfaction • More optimal performance • Better relationships

  17. Reality of Deployment #3 (1 of 3) Deployments are hard on military Families

  18. Reality of Deployment #3 (2 of 3) • Soldiers’ reports of whether they plan to seek a divorce or separation increase with each month of the deployment

  19. Reality of Deployment #3 (3 of 3) • The role of leaders: • How can leaders show they understand Family concerns? • How can leaders help Families across the deployment cycle?

  20. ACR and Praise (1 of 2) • Active Constructive Responding (ACR): • Respond to Soldiers with authentic, active and constructive interest • Leaves Soldiers feeling validated and understood • Builds strong relationships • Praise leads to positive outcomes

  21. ACR and Praise (2 of 2) Constructive Destructive Authentic interest, elaborates the experience; Soldier feels validated and understood Active Squashing the event, brings conversation to a halt; Soldier feels ashamed, embarrassed, guilty, or angry Ignoring the event; conversation never starts; Soldier feels confused, guilty or disappointed Passive Quiet, understated support; conversation fizzles out; Soldier feels unimportant, misunderstood, embarrassed, or guilty

  22. Reality of Deployment #4 (1 of 7) Deployments impact behavioral health

  23. Reality of Deployment #4 (2 of 7) • Behavioral health status: Source: MHAT VI OEF (2009)

  24. Reality of Deployment #4 (3 of 7) • Combat and Operational Stress Reactions (COSR): • Includes cognitive, emotional, behavioral, and physical reactions • Many Soldiers experience these reactions • Leaders can identify signs/symptoms

  25. Reality of Deployment #4 (4 of 7) What do Combat and Operational Stress Reactions look like? Confusion in thinking Difficulty in making decisions Anxious or racing thoughts Disorientation Seeing only the negative Helplessness Anger; Short tempered Grief; Hopelessness Guilt or shame Depression; Feeling isolated Feeling overwhelmed Changes in ordinary behavior patterns Changes in eating and drinking Changes in sleeping habits Decreased personal hygiene Withdrawal from others Prolonged silences Excessive sweating Nausea; Dizzy spells Increased heart rate Elevated blood pressure Rapid breathing

  26. Assessment Checklist • The Soldier felt they could not control the situation • The Soldier felt their life was threatened • The Soldier blamed othersfor what happened • The Soldier felt ashamed about their behavior during the event • The Soldier perceived the event as being serious • The Soldier experienced acute stressfollowing the event • The Soldier has problems with day-to-day activities since the event • The Soldier has been involved in previous traumatic events • The Soldier has poor social support • The Soldier has been drinking alcohol excessivelyto cope with distress

  27. Reality of Deployment #4 (5 of 7) • The role of leaders: • Who do Soldiers talk to first? • How can leaders influence Soldiers looking out for each other?

  28. * Warner, C.H., Appenzeller, G.N., Jullen, K., Warner, C.M., Geiger, T.A. (2008) # Hoge, C.W., Castro, C.A., Messer, S.C., McGurk, D., Cotting, D., Koffman, R.L. (2004) Reality of Deployment #4 (6 of 7) *Pro-Active Leadership #Routine Leadership Unit members might have less confidence in me 20.8% 34.2% Unit leadership might treat me differently 22.4% 36.5% It would harm my career 18.5% 27.0% It would be too embarrassing 14.6% 20.6% I would be seen as weak 17.8% 35.4% 14

  29. Reality of Deployment #4 (7 of 7) • The role of leaders: • What can leaders do about stigma related to behavioral health?

  30. Reality of Deployment #5 (1 of 3) Combat poses moral and ethical challenges

  31. Reality of Deployment #5 (2 of 3) • Ethics and behavioral health: Insulted/cursed at non-combatants in their presence Damaged and/or destroyed property when it was not necessary Physically hit / kicked non-combatant when it was not necessary Source: MHAT V: OIF/OEF 2007

  32. Reality of Deployment #5 (3 of 3) • The role of leaders: preventing ethical violations • Discuss thoughts of wanting “payback” • Reward/recognize personal sacrifice • Ensure Soldiers know they’ve done a good job • Never allow harassment or mistreatment • Remind Soldiers of the moral implications of their behavior and their goal of “returning home with honor”

  33. Leader Actions (1 of 5) • Sleep management • Leadership following critical events

  34. Leader Actions (2 of 5) • Sleep management: • Effects of sleep deprivation on Soldier performance • Progressive deterioration of performance • Behavioral health problems • Ethical misconduct • Physical health

  35. Source: MHAT V data Leader Actions (3 of 5) • Sleep and mission mistakes:

  36. Leader Actions (4 of 5) • Signs of sleep problems include: • Non-restful sleep • Difficulty falling asleep or staying asleep • Self-medicating to deal with sleep problems (alcohol, antihistamines, etc.) • Can be a sign of another problem (depression, traumatic stress, etc.) • Can serve as an early-warning indicator

  37. Leader Actions (5 of 5) • Sleep management: • Current Army standards state that Soldiers require an average of 7-8 hrs of sleep/day • Actively manage sleep schedules • Store sleep • Catch-up sleep requires time

  38. Leadership in Operations (1 of 3) • When traumatic events happen: • There are procedures in place for managing traumatic events • Leaders play a critical role in supporting their organizations in times of crisis

  39. Leadership in Operations (2 of 3)

  40. Leadership in Operations (3 of 3) • Discussion: • Was the Captain effective? • Did his emotions detract from the message? • Was the timing appropriate? • How did the Captain balance between acknowledging the loss and focusing the unit on the future? • Is there anything you as a leader might have done differently?

  41. Leadership in Operations (3 of 3) 10 MINUTE BREAK

  42. Army Substance Abuse Program Substance Abuse Program Roles and Responsibilities Army Substance Abuse Program (ASAP) AR 600-85

  43. Enabling Learning Objective Action:Identify a Leaders role in minimizing substance abuse and the risk of suicidal behavior among soldiers, civilians and family members. Condition: In a classroom environment, Mid-Grade Leaders charged with training and mentoring NCO and Officer leaders deploying in support of combat and other military operations. Standards:Identification includes— Explain a leader’s role and responsibilities of a Substance Abuse Program. Identify and be able to minimize risk of suicidal behavior among Soldiers, DA Civilians, and Family Members.

  44. The Army Substance Abuse Program (ASAP) • Philosophy • Alcohol and drug abuse are incompatible with military service. • Alcohol and drug abuse is a leadership challenge. • Objective: Prevent alcohol and drug abuse in the Army- • AR 600-85, para. 1-5. • Roles • Installation • Unit • Battalion • Company

  45. WHAT IS ALCOHOL? • Alcohol is the MOST ABUSED drug by Soldiers. • *Alcohol is a colorless and pungent liquid that can be found in beverages such as wine, beer, and liquor. • *Alcohol is a Central Nervous System (CNS) depressant. • *Alcohol is considered to be a gateway drug to other drug use. • *People who drink alcohol are more prone to divorce and suicide than the rest of the population.

  46. Acronyms ADCO UPP UPL URI MRO USAP

  47. Biochemical Testing Commander Requirements • Appoint UPLs (two officers or noncommissioned officers (E-5 or above) on orders as the Primary and Alternate Unit Prevention Leader (UPL). Ensure that both UPLs are trained and certified by the non-clinical ASAP. • Maintain and publish a Biochemical Testing SOP as part of the USAP SOP • Select observers

  48. Biochemical Testing Commander Requirements • Select observers • Maintain the Biochemical Testing Program while deployed • Establish procedures to identify Soldiers impaired by alcohol on duty

  49. Commander’s Actions After Receiving a Drug Positive Report COMMANDER WILL 1. CONSULT WITH LAW ENFORCEMENT 2. IF NO LAW ENFORCEMENT INVESTIGATION, ADVISE SOLDIER OF UCMJ ARTICLE 31 RIGHTS a. IF SOLDIER REMAINS SILENT OR REQUESTS A LAWYER STOP- CONDUCT COMMANDER’S INQUIRY WITHOUT QUESTIONING SOLDIER. SEE PARA 3-7A(3). b. IF SOLDIER WAIVES RIGHTS THEN: (1) SHOW EVIDENCE TO SOLDIER (2) EXPLAIN LIMITED USE POLICY (3) REQUEST CONTRABAND (4) REQUEST STATEMENT (5) COMPLETE COMMANDER’S INQUIRY; SEE R.C.M. 303 3. INITIATE FLAG 4. REFER TO ASAP 5. CONSIDER UCMJ OR OTHER ADVERSE ACTION, SEE R.C.M. 306 6. INITIATE SEPARATION SEE AR 635-200, CHs 9 AND 14 CDR NOTIFIED OF POSITIVE DRUG TEST; DOES DRUG REQUIRE MRO REVIEW? YES DRUG REQUIRES MRO REVIEW AS DETERMINED BY USAMEDCOM NO DRUG DOES NOT REQUIRE MRO REVIEW AS DETERMINED BY USAMEDCOM MAKE APPOINTMENT FOR SOLDIER TO SEE MRO MRO MAKES DETERMINATION; LEGITIMATE USE? ILLEGAL DRUG USE NO YES NO ILLEGAL DRUG USE RETURN SOLDIER TO DUTY

  50. Need assistance/information? Contact your Alcohol and Drug Control Officer (ADCO) at your garrison ASAP or visit www.acsap.army.mil http://www.acsap.army.mil/sso/pages/index.jsp

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