Accounting Firms in the Aftermath of the National Tragedy: Providing Support and Building Community

Our experience on September 11, 2001, has forever transformed our world view. No longer can we take for granted that we are safe. Before the National Trade Center/Pentagon tragedy, here in Washington, we recognized that terrorist activities were part of the landscape elsewhere but not, we felt fully confident, on American soil. Consequently, in the states, as we carried out our daily routine, we operated with an implicit, unconscious, assumption that we were out of harm's way. The recent tragedy has left most of us at least a bit anxious, confused and uncertain. Many people are reporting impaired concentration, sleep difficulties, eating problems and "free-floating anxiety". Some are confronting existential concerns, questioning the meaning and the purpose of their lives. And, who would anticipate any less? Our bedrock sense that we are safe has been irreparably altered. For those who are in leadership and care taking roles, such as clergy, doctors, psychologists, and corporation and association heads, this presents a conundrum: how do we help our constituents to feel better, to feel safer and to feel more grounded -- when we ourselves are in the very same state of uncertainty? That is, typically, we find ourselves in the position of helping others who have struggles that we do not share. This is different, most of us are more no more than one degree away from a personal loss. And, even for those who are not personally connected, every American is affected. Those who are CFO's, partners and senior members of accounting firms face another significant challenge. Individuals who are called to the clergy or who opt for careers in the helping profession are intrigued by and comfortable with the world of emotions. They have a high tolerance for the ambiguity inherent in dealing with feelings. In fact, their interest in learning about the emotional struggles of others draws them to their field. Moreover, their training develops and enhances these skills. In contrast, those who choose to become accountants are often drawn to their profession for precisely the opposite reasons. They like to live in an orderly world, one in which reason triumphs over emotion. Many like clarity. Many are most comfortable working within explicit parameters, many want to avoid the emotional -- and, deal in "black and white". Many accountants are people who attempt to deal with emotions through reason, intellectualizing, compartmentalizing and, at times, avoiding. For the most part this works out well -- we need accountants who are organized, systematic and detail-oriented -- who don't react emotionally. Accountancy training reinforces an organized personality style. Thus, the recent tragedy places the CFO and senior members of accounting firms in quite a difficult position. In general, for the most part, they are a group of people not prone to public displays of deep emotion, particularly in the workplace. Similarly, they are dealing with a group of people, who for the most part, are not always particularly comfortable dealing with emotions. Yet, surviving and growing after the national tragedy necessarily entails grieving. Why is it important for senior partners of accounting firms to address the grieving process? What are the needs of their employees and colleagues? And, how might they go about addressing those needs in a fashion that is respectful of the varying needs of their employees? Employees are struggling to concentrate and return to their regular routine. However, many find themselves distracted. Some manage their feelings through denial minimizing the consequences of the bombing. Others have a great need to talk with colleagues, friends and family about the disaster. The senior leadership in some firms are dealing with the crisis with a "business as usual" approach. In these firms employees are, either explicitly or implicitly, encouraged to keep their grief out of the workplace. While no one should be required to discuss their personal feelings in the workplace, it can be very important for administrators to create opportunities for employees to express their grief as well as opportunities for employees to help those most directly affected. Ideally, a workplace might provide both individual and group settings in which employees can talk about their grief and fears. Administrators might consider and be aware of the arsenal of evidence to support the notion that the experience of being listened to and understood, by a professionally trained person, can be a profoundly healing one. That is, employees who have an opportunity to express their anxieties and fears in a supportive context are likely to feel a bit better, be more able to focus and concentrate, to feel more connected to other human beings and to be more able to "get back to work". A group context provides an opportunity for employees to realize that they are not alone and that their feelings and fears are shared by others. Moreover, it allows employees to give and to receive support. To be sure, the delicate nature of the situation dictates that such groups should be offered by skilled mental health professionals. Ideally, they should be led by professionals outside of the organization. Importantly, groups should be optional. Not all employees will want to participate in individual or group meetings and this should be respected. Each of us manage our grief and our fears in different ways. Some have a great need to talk and some allow a full appreciation of the magnitude of their fear and grief only bit by bit over a long period of time. However, there are many compelling reasons to offer support for employees and to use a psychologist trained in workplace consultation to provide it. First, providing a formal time and place for support reduces the need for employees to seek out informal ways discuss the disaster. Providing a time and a place to talk about these issues, may allow some employees to put their concerns "on hold" and focus on the task at hand knowing that their needs will be attended to a bit later. Also, involving a skilled consultant takes the supervisor, who after all is not trained in these areas, "off the hook". Second, providing trained listeners increases the likelihood that the feelings will be dealt with in a helpful way. If employees require more extensive support, the psychologist is equipped to make appropriate referrals. Third, this kind of help can increase the likelihood that employees can mobilize in a constructive way rather than a destructive one. Fourth, a skilled workplace consultant can work with employees to ensure that cultural differences are accepted and embraced, at this very difficult time. Fifth, in order to talk about these concerns, in many accounting firms, one must transcend the cultural norm of hiding ones' emotions. This is not without its' risks. A well-trained consultant can help firms overcome these barriers. Sixth, a "friend in need is a friend indeed". Providing emotional support builds firm loyalty. Providing group support can be a way to build community. That is, the silver lining in a very dark cloud may be that the creation of a more solid team and a more supportive workplace. Seventh, providing support and building community lead to healthy workplaces. Healthy workplaces lead to healthy profits. Finally, beyond providing emotional support, firms might consider providing opportunities for employees to help out with restorative efforts. For example, a firm might participate in a blood drive, a fund-raiser or even in efforts to help some of the NYC accountancy firms to get "back on their feet". All of us have felt so helpless in the face of the bombing, creating ways for employees to make a contribution can be a way of helping them to restore their sense of personal control. Moreover, this can be one way to build community within and outside of the workplace.