CRISIS SERVICES
Help people through a crisis.
Strengthen confidence for what comes next.
Motivational interviewing training, coaching, and organizational support for crisis teams—connected to safety, de-escalation, referral and linkage, and discharge.
View training & coaching pricing
Training & field coaching rates
- Full-day training
- $5,000
- Half-day training
- $3,500
- Full-day field coaching
- $3,000
USD per organizational engagement. Your proposal confirms hours, group size, delivery format, preparation, materials, follow-up, and any travel or other expenses. Customized consulting and ongoing support are quoted by scope.
For crisis service leaders, supervisors, clinicians, and peer support teams across crisis lines, mobile response, walk-in services, and stabilization programs.
PURPOSEFUL COMMUNICATION
Meet the immediate need.
Help the person recognize their own capability.
Many crisis conversations center on safety, understanding, stabilization, and immediate support. Their purpose may differ from helping someone explore behavior change.
We help staff distinguish MI conversations about motivation and confidence for change from MI-informed communication for another responsibility: explaining next steps, arranging a referral, or preparing for discharge. Both call for careful listening, partnership, and respect for the person’s perspective.
How crisis conversations can build confidence
Good crisis intervention can also support prevention.
As safety and the person’s capacity allow, help them notice what they did that made a difference: reaching out, communicating a need, using a coping strategy, or accepting support. These experiences can become evidence of their ability to respond when distress returns.
Our aim: help people leave with greater confidence, a usable plan, and support they can reach. Alongside accessible care and attention to the circumstances contributing to distress, this can support the longer-term goal of fewer or less intense crises.
ONE POSSIBLE ENGAGEMENT
Make referral and linkage a conversation people can use.
A team wants people to leave with a connection they understand and feel able to use. We could focus the engagement on that specific competency.
What we could develop with you: a shared competency guide, realistic practice scenarios, supervisor feedback prompts, and clear handoff responsibilities.
See how the engagement could work
Define the competency
Agree what good referral and linkage look like in your setting: the person understands the purpose, practical barriers are addressed, and someone owns the handoff.
Practice the conversation
Rehearse Ask–Offer–Ask: “What support would feel useful now?” Offer relevant options and practical details. Then ask, “How would that fit, and what would make the first step manageable?”
Coach and follow through
Help supervisors give feedback on those behaviors. Check whether referral pathways work, whether commitments are kept, and what people say about their experience.
What we could review together
Agree a few useful indicators before the work begins. Can the person describe what helped, their next step, and how to reach support? Can staff explain the purpose of their response? Does the receiving service confirm the connection?
Review these alongside the person’s experience of safety and respect, staff learning, and access barriers. If repeat crises are tracked, interpret them in context: returning for help can be an appropriate and protective choice.
TRAINING CONNECTED TO THE JOB
Start with safety. Give each conversation a clear purpose.
We shape practice around your service model, staff roles, and existing crisis protocols. Physical safety comes first; emotional safety, de-escalation, and planning remain responsive to changing needs.
Physical safety
Communicate clearly while carrying out required safety actions, risk assessment, and consultation. Explain what is happening and preserve meaningful choices wherever possible.
Emotional safety
Help the person feel heard and treated with dignity. Make roles, boundaries, and next steps understandable while recognizing fear, uncertainty, and prior experiences of care.
De-escalation
Practice listening, reflection, pacing, and responses that reduce interpersonal pressure. Notice what helps the person regain enough steadiness to participate.
Immediate next steps
Identify the most pressing need and develop a manageable next step together. Check understanding, confidence, available support, and what could get in the way.
Referral & linkage
Connect options to what matters to the person. Address practical barriers, support warm handoffs, and clarify who will confirm that the connection happened.
Discharge & follow-up
Review what helped, the agreed safety and support plan, and how to seek help again. Make responsibilities and follow-up clear to the person and the receiving team.
Communication practice complements your clinical responsibilities and safety procedures.
FOUR CONNECTED AREAS OF SUPPORT
Support your staff and the conditions around their work.
You can begin with one competency or one team. We connect the learning with the leadership, coaching, and processes needed to use it.
- Leadership development
- Define what people receiving services and staff should be able to expect. Align decisions, priorities, and support with those commitments.
- Supervision & coaching
- Help supervisors examine staff reasoning, offer specific feedback, and support reflection after demanding encounters. Make room for both learning and the emotional impact of the work.
- MI training & field practice
- Practice motivational interviewing and MI-informed communication in situations your team recognizes. Use Ask–Offer–Ask when sharing information, discussing options, or checking understanding fits the immediate task.
- Organizational processes
- Strengthen consultation routes, referral agreements, handoffs, discharge communication, and follow-up. Examine workload and resource gaps that affect what staff and people receiving care can do.
WORKING WITH AMIGA
Which part of crisis work would you like to strengthen?
Tell us about your team and the conversations, decisions, or transitions you want to strengthen. A few sentences are enough to begin.
Together, we’ll agree the scope, schedule, and fee before work begins.
Background: MINT’s overview of motivational interviewing · SAMHSA’s national crisis care guidance