-clarify what happened

-listen

-ask what feelings were brought up

-ask SW about how want to handle in future

-are you taking care (health, mental, etc)

-validate/relate/encourage

SW has to come off shift because shift was challenging

• checking in

• listening

• understanding

• praising for their self-awareness

• exploring how they might be able to move forward

• suggesting taking time off

• setting specific goals (timeline or check-in)

• being clear with what we can help with what we can't help with

Supervisor thinks that a SW/GM might need to take time off

• consulting + sharing thoughts with co-supervisor

• depends on the content--easier to approach if the SW/GM has missed meetings or not been taking shifts

• asking directly might help (but also depends on the situation!)

Understand that this may not always come from the very obvious vulnerable one (from training or what they have shared in the past)

First step it's always to give GM a safe space to process; let them know it's ok to have feelings and reach out for that

How long the GM stay stuck with the feelings? How is the frequency of this? How much trust and rapport we have with GM to encourage them to talk about this?This may impact the next step we take.

Draw the line: we're not the GM's therapist but need to pay attention to whether this is beneficial for GM to stay on the line

Opportunities to catch on this: 10th shift OS

Also provide options (GM may want to reach out to the supervisor they are more comfortable with)

Q: How do we not make things personal?

-- may need to choose btwn havng a group discussion vs. individual (one-on-one) discussion

-- approach gently, check out if SU is open to talking about a particular intake

-- we can hold that we can escalate our concerns and/or discuss with Vickie / Arnold

-- see the SU as a whole person with a range of skills and interactions on the Line... rather than just focus on our concerns or a single issue

• similar to how we have boundaries with users: time, space, resources

• keep roles in mind: we aren't GMs, we are there to facilitate, let the group dynamic unfold, uphold and be clear about TELL guidelines, try to indentify the essential piece/info we need to include in the conversation

• don't want to over step, need to draw line, navigate what is needed in what situation

• keep the "personal" relationship out of the TELL space, wear the TELL hat in TELL interactions

• still need to be personable, don't want to be a know-it-all, strike the balance between being "one of them" and thier supervisor.

• we can ask the questions to foster growth, we aren't their to give the answers / be the expert. Ask open questions. Canvas, then focus if needed

• be transparent

Breakout Group 3 (Emily, Polly, Nhu, Kate)

Supervisor Roles - Clear

1. Making sure members adhere to the rules

2. Make sure the correct skills are used

Supervisor Role - Boundaries becomes unclear because we are all volunteers

1. Where to draw the line in enforcing rules?

   1. skills?

   2. participation?

2. Where should we draw the line on listening? At what point does it become counseling? How much are we responsible for their emotions?

• GMs might want to rely on us that we might have access to information they don't have.

• Power imbalances are not bad if there is mutual trust.

  • We don't need to intentionally act authoritatively.

• Communication between co-supervisors is important.

• In old days, everyone could read everybody's intakes - used to help in self-growth.

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