tell the team work must continue so the company stays afloat and clients get what they need — and that work can be healing. Employees can plan ways to acknowledge the tragedy and still continue with their jobs. “Something that leaves a structure in place is a good idea,” she says. Williams suggests offering a means for those who aren’t coping to take breaks and have access to support services — even months later, when they decide it’s time. At Samson & Associates, work never stopped. “Our clients sent us emails and sympa- thy cards, but they still wanted their reports.” So, remembering their peers has been an ongoing process: the company named two office boardrooms aſter the men, and recently held a wine and cheese get-together to mark the one-year anniversary of their death.
Reach out When things get rough for their teams, leaders oſten have to put their own needs (like sleep) last. They take on heartbreaking tasks such as informing people of bad news, and yet there’s an ongoing expectation that these people will remain perfectly composed — no tears, please. But an exhausted manager with no support may neglect to listen — he or she can make a wrongheaded choice or just snap. “That person needs to reach out and have at least one support person he or she can talk to,” says Jolly. Call on the EAP for counsel- ling and find another leader you can trust to lean on. Even when work calls, take time off. Samson and his partners — who put in long hours for weeks working to repatriate the bodies, deal with paperwork and keep up with the firm’s workload — would send each other home when nerves got frayed. They also made sure to offer support to the victims’ direct manager: he had been a very close friend of one of the men and oſten took on the role of supporting the families amid his own grief.
Untitled-1 1
In an ideal world, tragedy won’t strike
your workplace. But realistically, an incident will occur that triggers feelings and disrupts how everyone feels about
life, work, each other and management. Step in early with a compassionate ear to limit financial and emotional repercus- sions. — Diane Peters
OWN YOUR FUTURE
UBC DIPLOMA IN ACCOUNTING
Have a university degree but lack the prerequisites to pursue the new Chartered Professional Accountants (CPA) designation?
The UBC Diploma in Accounting program (UBC DAP) bridges the gap by equipping graduates with the foundation for success in the CPA Professional Education Program. Widely recognized by the accounting industry, UBC DAP can be completed in as little as 10 or as long as 24 months while candidates continue to work.
Find out how to put your career aspirations into action: visit
sauder.ubc.ca/DAP
APRIL 2015 | CPA MAGAZINE | 19
3/2/2015 8:01:04 AM
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60