The recent attacks on New York and Washington have had a severe impact on our nation’s psyche and left many of us feeling hurt, vulnerable and fearful. This was a traumatic event and it touched all of us, and there may be many different kinds of responses from employees.

Employers and managers may see a variety of reactions in their employees, including fear, anxiety, depression or sadness; anger, irritability, physical problems, crying spells, difficulty with memory, slowed thinking and difficulties with problem solving. Employers will need to be sensitive to the varied emotions experienced by their employees and to recognize that the closer their business was to the actual tragedy, especially where lives were lost, the greater will be the intensity of employees’ reactions.

Clearly, it will not be “business as usual” for some time. It is important for employers to help generate a sense of security at the workplace, along with an understanding that the fears and needs of each employee will vary.

During these times or grief and suffering, it is often the simple, caring and supportive things managers can do that can make a difference. Managers should not be afraid to show their own feelings in an appropriate fashion, but also remember that they are viewed as leaders how they express themselves can help reestablish a sense of security and safety.

It is important for employers and managers to be seen, to walk around the office, visit employees, hand out bagels or donuts. Ask how employees are doing and listen. It is not always necessary to have answers it is the demonstration of caring and support that promotes a sense of belonging and safety.

Making use of insurance

Employers who have employee assistance programs will find them a valuable resource. Almost all mental or behavioral health plans provide EAPs. These plans offer confidential help, generally through 800 numbers or by arranging private appointments with mental health professionals. Most EAP plans also will provide counselors to come to the workplace.

If an employer does not have an EAP or mental healthcare program available, he or she may want to contact a local mental health clinician and have them visit the company. In general, it is better to have a series of smaller meetings, with six to 10 people, than one big meeting. This provides a more intimate atmosphere and allows more people to participate and share their feelings.

The meetings do not have to be long 30 to 60 minutes should be sufficient time in a smaller setting for active participation, discussion of coping mechanisms, and efforts to refocus on the job at hand. Managers or other executives who are able to maintain objectivity and allow employees to express their feelings can also facilitate these meetings.

Communication with employees is critical in helping them restore a sense of safety and security. Let employees know, through meetings, e-mail or bulletin boards, what steps the company is taking in the wake of the tragedy. If an employee or business colleague has been hurt, killed or is missing, share any information you may have. Keep employees informed of resources available to them such as an EAP program. Remind employees of other resources such as loved ones, friends, and their religious institutions.

Flight plans

Many people are concerned about air safety. For employers who manage salespeople or others who must fly as part of their job, this presents a special challenge. In responding to these fears, managers should be sensitive and take them seriously. Let the employee discuss his or her concerns. People master their fears when they feel that they or someone they trust are in control. You might call in an airline representative to discuss new safety measures now in place. Or you could ask a fellow worker who has traveled recently to report on the experiences. If the employee still does not want to fly, perhaps another employee can go in his or her place.

Having done all they can in an atmosphere of concern, compassion and caring, employers and managers should remember that in the end, the workplace is just that a place to work. Managers will have to use judgment that is sensitive, reflecting an understanding of each individual employee’s needs. If certain employees seem incapable of focusing on work or completing their jobs, those individuals may need to be encouraged to get professional counseling.

Other employees, who may have been insubordinate or performing poorly before the tragedy, may seek to take advantage of a more liberalized, caring work environment to skip meetings or call-in sick. This should not be excused; it just puts more stress on their fellow workers.

These are uncharted waters for all of us. We are all in the same boat, although we may be at different ends.

Dr. Michael E. Glasser is a psychiatrist and medical director for CIGNA Behavioral Health of California. He is based in Glendale.