When workplace violence makes headlines, the focus is often on the event itself. Organizations review emergency procedures, discuss active shooter response plans, and ask whether employees know what to do if the unthinkable happens.
Those conversations are important — but they represent only one part of the equation.
During a recent Captive Resources webinar, workplace violence expert Lev Pobirsky emphasized that preventing violence begins long before an emergency unfolds. Organizations that prioritize awareness, employee engagement, and early intervention are better positioned to recognize concerning behaviors, support employees in need, and reduce risk before a situation escalates.
The discussion challenged several common misconceptions about workplace violence while reinforcing a critical message: preparation isn't just about responding to a crisis — it's about creating a culture that helps prevent one.
Many people associate workplace violence with the rare, high-profile incidents covered by the media. In reality, violence in the workplace occurs far more frequently and in many different forms.
According to the webinar, approximately 1,000 non-fatal workplace violence incidents occur every week in the United States. Workplace homicides remain one of the leading causes of occupational fatalities, particularly for women, while verbal abuse, threats, harassment, and intimidation are also widespread concerns.
Importantly, these incidents are not limited to any one industry, company size, or geographic location. Organizations with strong cultures and engaged employees are not immune. As Pobirsky noted, the mindset of "it can't happen here" can create dangerous blind spots.
Rather than viewing workplace violence as someone else's problem, organizations should recognize it as an organizational risk that deserves the same proactive attention as any other safety concern.
One of the strongest themes throughout the presentation was that violent incidents rarely occur without warning.
While every situation is unique, investigators frequently identify a series of concerning behaviors or significant life events that preceded the incident. These warning signs often develop gradually, providing opportunities for intervention before a crisis develops.
The presentation outlined three broad stages that managers and coworkers may observe as behavior changes.
Recognizing these behaviors does not mean assuming someone will become violent. Instead, they represent opportunities to start conversations, provide support, and connect employees with appropriate resources before situations worsen.
Ignoring concerning behavior carries its own risk. As the webinar emphasized, failing to intervene may allow problems to continue escalating when early action could have made a meaningful difference.
Security systems, access controls, and emergency procedures all play valuable roles in workplace safety. However, they cannot replace a strong organizational culture.
Many workplace violence incidents involve current or former employees, meaning traditional security measures can only accomplish so much. Instead, organizations should pair physical security with policies, leadership engagement, and clear reporting processes.
Pobirsky’s presentation highlighted several characteristics commonly found in organizations with lower workplace violence preparedness, including limited policies, inadequate employee screening, insufficient manager training, inconsistent disciplinary processes, and leaders who tolerate toxic workplace behavior. Conversely, organizations that invest in manager education, establish clear expectations, and encourage employees to report concerns are often better equipped to address issues early.
Managers play an especially important role. First-line supervisors are often the first to notice changes in employee behavior, making their ability to recognize warning signs and respond appropriately a critical part of any prevention strategy.
Many organizations are familiar with emergency response models such as "Run, Hide, Fight." While these frameworks remain valuable, Pobirsky challenged the assumption that people will automatically respond in a neat, sequential order during an actual emergency.
In reality, violent situations create intense physiological stress.
People commonly experience a startle response or momentary freeze before taking action. Under extreme stress, tunnel vision, elevated heart rate, reduced fine motor skills, and impaired decision-making all become natural biological responses.
Understanding these reactions helps explain why simply attending a classroom presentation is not enough.
Training should build familiarity, confidence, and mental preparedness so employees are better equipped to act despite the body's natural stress response. Even trained individuals experience fear and anxiety, but preparation improves their ability to recall information, make decisions, and take meaningful action during a crisis.
Organizations should also recognize that every situation is different. Employees may not always have the ability to run first. Depending on the circumstances, hiding or defending themselves may become the immediate option.
The goal of training is not to eliminate fear, but to reduce uncertainty.
One of the most practical takeaways from the webinar had little to do with the workplace itself: situational awareness is a habit that can be developed every day.
Simple practices — such as backing into a parking space, identifying exits when entering a building, minimizing distractions from mobile devices, and remaining aware of your surroundings — help individuals become more prepared if an emergency occurs. During the first few moments in any unfamiliar environment, employees should naturally begin asking themselves simple questions: Where are the exits? Where is my family or group? What would I do if something happened?
These habits are not about living in fear. They're about building awareness that allows people to respond more effectively if the unexpected occurs.
Workplace violence prevention cannot rely solely on emergency response plans. The strongest programs combine preparation with prevention by fostering engaged leadership, encouraging employees to speak up, recognizing behavioral changes early, and creating clear processes for intervention.
Just as organizations work proactively to prevent workplace injuries, they can also reduce the likelihood of violence by addressing concerns before they escalate. Creating a culture where employees feel supported, managers are equipped to act, and safety remains a shared responsibility is one of the most effective ways organizations can strengthen both their people and their workplaces.
This presentation was part of Captive Resources’ Medical Stop Loss Webinar Series — regular installments of webinars to educate medical stop loss group captive members. The thoughts and opinions expressed in these webinars are those of the presenters and do not necessarily reflect Captive Resources’ positions on any of the above topics.
