Examples of Our Services

• Dealing with an employee off on leave for personal or work stress, who have developed a psychological disorder is difficult, often because these stressors do not remit and the focus of therapy is to enhance coping skills. When an additional serious long standing psychological disorder is also present, the case becomes very difficult and complex. Often additional supports to an employee in this situation.A recent case included these factors. The employee had been through several hospitalizations with concurrent psychiatric treatment and had extensive outpatient programming and counselling. Supports were provided to the family through the EAP. As a result of intense work with a senior therapist, in-home support, and consistent messages, the employee was returned to work a month earlier than indicated by the physician and within a month of being placed on Long Term Disability.

• With substance abuse disorders, diagnosis and treatment planning are of the utmost importance. Safety issues are paramount and a company needs a decision on whether an employee is fit to work in safety sensitive environments. Recently, during a presentation at a remote site for one of our companies, an employee in a safety sensitive position disclosed a substance abuse problem. Testing and transportation to testing was organized immediately and arrangement for a full and comprehensive substance abuse assessment was organized for the following day. At the company’s request this assessment was moved forward one day resulting in the testing occurring on Good Friday. The company was provided with a verbal opinion that day and a written report on the Easter Monday. A recent incident demonstrates the Janus Associates comprehensive response to CISM. A crew of workers witnessed the loss of a limb of a fellow employee. One worker was so traumatized, he disappeared from the site. Workers immediately called their company and asked for assistance. Janus Associates was contacted immediately and involved in managing the incident. The program manager for the company was asked to be on a flight to the northern location that was leaving in two hours (along with head office representatives). She proceeded to the flight. The supporting partner then managed the emerging crisis by telephone from Calgary. Those on site were provided with coaching on a) managing people’s reactions and b) maintaining operating safety at the site. The supporting partner was provided with telephone numbers of all those involved in witnessing and managing the site and proceeded to call each one to determine their mental state and to provide support. Eight people were contacted including two family members of those witnessing the incident. All were assessed to be safe but in a state of shock. Support and education about typical reactions were provided. Employees were advised to be careful with safety issues such as driving, to seek support, and to expect the development of more intense emotional reactions within the next day. They were informed of all the steps their company would take to provide help to the injured employee and his family as well as the support each would receive. Over the course of the evening, coaching and information services were provided for over four hours until the psychologist arrived onsite. This psychologist indicated that after contact with all involved, all were stable. The following day defusing and coaching were provided to those involved. It is was noted that all who received phone calls immediately after the incident indicated they felt very helped and supported by this action. With the exception of the injured worker, no employee of the contact company experienced any time off work.

• Abusive leaders create havoc in workplaces and cost their companies a great amount of money as well as reputational costs, yet many companies do not address these behaviours. Even when these behaviours are addressed, it is often difficult to make lasting changes in leader behaviour. One company approached Janus about a very senior leader who called people ‘stupid’, took work away from them, stood at people’s desks waving arms etc. This was long-standing behaviour that had resulted in significant turn-over of personnel who had to work with this leader. After consultation, the company was advised to make the behaviours part of their performance management process with the employee and to help engage the employee in both psychological testing (to determine if psychological disorders played a role in behaviour) and leadership coaching. Psychological testing revealed personality traits with propensity towards anger, suspicion, and oversensitivity but did not reveal any disorders that would prevent behaviour change. These traits were well-engrained and it was noted by the assessing psychologist that change would require high levels of motivation and strong consequences in the workplace for failure to change. The leader met with the Dr. Ferris for a review of behaviours and the potential consequences of same. The checklist of negative behaviours was reviewed and targeted for change. The employee engaged with the leadership coach who involved senior workplace directors in monitoring and providing feedback about behaviour. The leadership coach focused on meeting performance targets, reviewed feedback from the workplace and assisted the employee to develop skills in emotional regulation, empathy, and stress management. The company reports that the employee’s behaviour is now consistent with company expectations.