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Feedback and Case Studies

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  • Feedback
    • Feedback on Management Support

      "I would recommend the use of Right Corecare to any manager. I did not realise the scope of the services that were available to line managers until I rang. I thought the service extremely helpful and I gained invaluable help and support."

      "This is the first time I contacted a Corecare Counsellor and I have to say the response, advice and support I received was way beyond my expectations.  A fantastic service that I would highly recommend."

      "I have a particularly sensitive issue with one of my members of staff; the Counsellor was extremely discreet yet informative and gave me some excellent key phrases to use with the individual. Upon speaking with the individual using these phrases I was able to persuade them to use Corecare them self, which they have refused to do for 5 years."

  • Case Studies
    • Case Study 1 - Domestic Violence


      Manager was trying to help a member of staff who was the victim of domestic violence and who did not want to leave partner.  Wanted advice on how to approach staff member to support them getting out of this destructive situation. The individual had already spoken to a domestic violence helpline service.


      Manager gave the background:  They had known the individual for several years, and liked them.  The manager had tried to persuade the member of staff to leave the partner they were living with because of the violence toward them, and threats.

      The Counsellor acknowledged that this was a very difficult situation and people cannot be easily helped especially if they do not want to leave.  Staff member wished to die, as that would solve everything.  They had no children and was lying to parents because it would upset them too much.

      The manager was given some information about domestic violence:  issues of shame, low self esteem, loss of confidence, attachment to abuser, fear, brainwashing, abuser needing to control the partner for their own emotional needs and often clever and manipulative.

      It was suggested the Manager give up trying to persuade the individual to leave, as it was obvious to all of us that this individual is not ready to do that.  Instead, the Manager could tell the person how concerned they were and felt for the well being and safety of the member of staff.  Acknowledge how sad they felt about the individual having to make these choices.

      The staff member had said she would contact Corecare for counselling but had not done so to date.  The Counsellor suggested that the manager could encourage the person to talk to a counsellor about the unhappiness (they cried a lot) rather than about leaving the relationship.  It would be the job of the counsellor to gently support the person to address their issues.

      The Counsellor also asked if there was a Refuge in the area and suggested she might take the member of staff there for a visit if that were possible, just to see the place and possibly meet other people in similar circumstances. 


      The Manager felt much more positive about changing her approach and liked the idea of contacting the refuge. The Manager would encourage/help the individual to phone Right Corecare rather than try to continue to try to get them to leave the relationship.  This would be the role of the counsellor.

      The Manager was reassured that they had done everything possible to support the member of staff - but the step had to be taken by the individual. 

    • Case Study 2 - Health and Emotional Issues


      A manager had two members of staff in the team who had been diagnosed with serious illness and were off work – the manager was waiting to hear whether one case was terminal. The manger cared for both individuals and had worked with both for a long period of time and was having difficulty in managing the situation and their personal emotions because her family had experienced the same illness. The manger was struggling to create the boundary between feelings allowing them to be an effective manager.


      The Counsellor gave this manager a number of face to face sessions with back up phone calls and emails. The discussions required the manager to be honest with them self and the Counsellor as to how they felt about the situation. This included the emotions felt; anger, injustice, confusion and emotion. On a practical level the Counsellor explored how the manager could conduct discussions with the employees about possible ill health retirement, returning to work, sickness levels, dealing with their families and dealing with how the team were feeling and the consequences of their absence on the team workload. Once the issues were clear the Counsellor worked with the manager to create a clear strategy to increase confidence in dealing with the issues. A number of issues were addressed:

      1. Body language. We reviewed the body language as they was coming across as though they felt weighed down and feeling sorry for them self. The Counsellor discussed the impact this type of body language would have on self belief as well as the team. The manager had never really stopped to consider this and realised it had been having a negative impact.
      2. Team member’s perspective. The Counsellor reviewed the situation from the two team member’s perspective and what they might need in this situation. The manager was getting so involved with how uncomfortable they was feeling about it that they were beginning to forget about the people involved and what they may need from them as a manager.
      3. Meetings. Practical tips on how to conduct a successful meeting within the home environment including signposting the manager to the information on the Macmillan site about what an individual may need. There were discussions on how to say things to the people involved in order to come across as caring but still as a manager.
      4. Self confidence. The Counsellor discussed the importance of knowledge of the illness in this situation as one way to increase confidence, as well as the process for ill health retirement. The manager had avoided these because they felt uncomfortable about them.
      5. Emotions. The recognition how personal emotions surrounding family members experiencing the illness was impacting on the situation, which hadn't been acknowledged beforehand.
      6. Counselling. Recommending Corecare counselling for manager.


      The manger felt like someone was on their side without an agenda and had given them an opportunity to be brutally honest about where they saw them self and also how they personally felt about the situation. The manger felt listened to with no time pressures, and was amazed how having the conversations had made them feel entirely different about the situation.

      The manager was able to conduct successful meetings with the employees and also able to broach subjects that previously felt were out of bounds. This was welcomed by the members of staff. The manager felt they could gain more knowledge by researching around other difficult issues in future as this increased confidence to deal with any future problems.

    • Case Study 3 - Managing a Team


      A Counsellor was referred to speak to a line manager A who had been transferred back to an office which they used to manage several years ago. The office is small with a handful of members and is believed to be quite cliquey. The manager A had been transferred back to assist the current team manager B who is suffering with health issue and has had periods of absence following treatment at key times when changes to the team’s working patterns have had to be made.
      The line manager A is suffering verbal abuse and alienation by the team and is finding difficult to manage them through a period of change. The current team manager B resents manager A being there and is critical of changes which have been implemented in the absence.


      During the telephone conversation with line manager A the Counsellor allowed them to describe the situation at length and encouraged them to talk about the feelings of the team members which they now know quite well. The Counsellor tried to steer the conversation in order that Manager A would understand the underpinning feelings rather than constantly focusing on their actions. Manager A was also asked questions in order to understand the basis on which the transfer had been decided and also announced to the other team members. It appeared that the office manager to whom line manager B reports had not handled the transfer particularly well and that from the outset manager B had seen manager A as a threat.

      Through the use of questioning it was determined that line manager A was fairly controlling and had an activist temperament which meant that they wanted to get on with the job and push through change in an efficient way. Asked whether Manager A thought this approach was appropriate given the sensitivity of the situation and the resentment felt by the team, it was accepted that perhaps the style needed to be moderated and it was discussed how this could be done through behaviour and in particular through the use of language. For example when directing the team it was suggested that phrases such as "what would the best way be for us to achieve this result" rather than "I have decided that we should……" could be used. It was discussed at length about how Manager A could pause before giving commands and determine whether they could introduce the subject through questioning and make the team feel as though they had suggested the idea themselves, therefore taking ownership which may help them overcome the feeling of powerlessness which may be facing them when looking at a young manager who is rapidly deteriorating with the health issue.

      The Counsellor talked about the high level of emotion within the team and how this would be an underpinning reason for their verbal outbursts and oversensitivity to reasonable change. Regrettably the discussion was faced around how long this situation may continue, and manager A told the Counsellor that the case meeting was due to be held next month to discuss the possibility of retirement on medical grounds.


      Manager A felt far more confident after the conversation that the actions taken had been justified in managing the change and that they had a better understanding of why some of the team had said very hurtful things which were probably a result of their frustration and sadness. Manager A also felt that they would be able to moderate their behaviour in a way that would appear more sensitive to the team during this particularly difficult period. Manager A also felt that they would be able to work on restoring the relationship with manager B.

      In conclusion, Manager A decided that afternoon they would talk to the team and manager B to clear the air and suggest that they will all enjoy the weekend and a break from the situation and return on next week refreshed.

      It was also agreed that Manager A would call the Counsellor back in two weeks to review progress and outcome of the case meeting.

Tip of the Week

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