When I first started in public relations many years ago, the job that required the most work and most concentration from a professional were those jobs where I worked as a counselor with clients who had played more frequently than not on the telephone. If you have ever worked as a counselor with such people like these, you know how challenging it can be. The challenge is the fear of the call coming in, knowing that this person will end up paying more than one round of golf today. The fear of the follow-up call that follows the last golf call. And then the fear of the ex-client, who may play more golf today and come back to the practice range angry because he was left on the side burner for too long.
In addition to the constant fear of having your second session with the same client come to an abrupt end when the client decides he no longer wants to be a client of yours, there is also the fear of being fired by your current boss. This fear can be very debilitating, especially if you have been employed at the same job for several years. Fortunately, some measures can be taken to mitigate the effects of these factors. You may want to begin by taking on more clients. Many employment counselors with specialized certifications deal exclusively with this type of situation, allowing them to counsel those who have trouble keeping their jobs despite the need to work.
However, it has been my experience that the most effective measure for dealing with the fear of losing your job when the current client who hired you to quit is to give him the best advice possible, which is to develop not only compassion for him but also, to develop a special relationship with each of your other clients. That includes your supervisor as well as your ex-clients. My former therapist said that we need to develop “the empathy meter.” To use this, he described it this way: as your client leaves the room, the empathy meter will go up. As the client steps into the office, the meter will go down.
For most people, this translates into an enhanced sense of safety. Of course, those clients need to be reassured of their safety in the face of danger. In this case, the therapeutic relationship can take on more significance. If you are the client who needs reassurance, consider six conditions that can cause your relationship to deteriorate. These include:
– Fleur deli. According to my client, his therapist told him that he should talk about his fears of being fired or losing his job and that the client should also express concern for his safety while speaking with his therapist. My point was that this is part of the therapeutic relationship, which is meant to build trust and create a safe environment where clients feel safe to share their fears. While this condition creates tension between the client and the therapist, I believe it is worth trying to address because it makes the therapeutic relationship more meaningful and helps build confidence.
– Playing frequently토토사이트 with no underlying principles. This model is related to the first 6 conditions where there may be a clash between the person’s requirements and the therapist’s expectations. This often happens during the first meeting when the client is trying to explain what he is afraid of, and the therapist responds by simply saying, ‘It’s just stress.’ I call these the underlying principles of the therapeutic relationship. When there are no underlying principles to the therapeutic relationship, the client tends to try to resolve the conflict using his standards or feelings about the situation.
– Lack of empathy. When people lack empathic understanding, they can’t tell another person how they truly feel. They tell it in words, and that is all. When a client expresses fear, the therapist usually responds with, ‘It’s stress’ or ‘You’re concerned about your job/life/relationship.’ The challenge is to provide clients with meaningful descriptions of their feelings without having them shout them out, ’til they calm down.
– Being sworn-in’ member of a team. Many clients would have difficulty identifying with another person who is not a member of a team or considered to be in the same boat as them, even though they may have similar experiences; for example, they both had an upsetting boss. A common example of a client in this situation is the female patient in the nursing study who felt deeply distressed when told that her supervisor was leaving. However, when the therapist asked her if she thought about leaving, she said she didn’t want to leave but felt overwhelmed by the workload and the responsibilities. The therapist told her that this was symptomatic of the issue that her supervisor was not addressing in the way she wanted, so she should come to see the next session with an openness that did not involve feeling overwhelmed.