It Isn’t Just Me

“Sick, on the job” is the lead article in today’s Money & Careers section of the Boston Sunday Globe. Globe correspondent Maggie Jackson reports on the findings of the nonprofit Family and Work Institute’s recent study detailing the effects of a “stressed-out, time-strapped, overworked era.”

Reading Jackson’s article and viewing the accompanying bar charts showing the reported decline in worker’s perception of their overall health resonated with me. Of particular interest was the quote from Ellen Galinsky, president of the New York based institute:

“You have to pay attention to the small things, the way people treat each other, whether there are opportunities to learn, whether people’s input is asked for and considered.”

Recognizing that my recent health issues are related not only to the high stress of the past five years (brought about by the difficult financial situation of the organization I work and my mother’s year long illness in 2007 and 2008) but also to the change in my workplace’s management and management style, I have spent the last few weeks working on how to better manage my stress, given this change. This study appears to validate the challenge I currently face.

Jackson reports, “Nearly 40 percent of employees in a highly ‘effective’ workplace – where people are trusted and supported – report being in excellent health, double the number of those who say they’re in the best health at less effective companies. The institute defines an effective workplace as one offering a climate of trust and respect, learning opportunities, worker autonomy, work-life fit, and economic security. High work-life support and flexibility are especially linked to good health outcomes.”

Will employers of companies that do not meet the definition of a highly effective workplace recognize themselves? What role can those of us whose health has been negatively affected by an overly controlling and unhealthy workplace play in helping to re-establish a highly effective workplace?

Should we even try? Should we instead evaluate the likelihood of bringing about change versus the potential effect on our health? For a long time, I had faith that if I kept working to bring about change, waited long enough, change would come. Change did come: it went from bad to worse and overall employee morale is the lowest I’ve seen in the seven years I’ve been at the school.

Now, my faith is centered on healing myself: reclaiming the strong, responsible, productive person I have been for most of my life. When I return, what strategies do I need to employ to function at an effective level? How do I learn to accept the changes, do my job to the best of my ability, and refrain from getting upset about the things beyond my power to change? What resources are available to those of us experiencing debilitating work-related health issues that will help us heal ourselves?
Jackson’s article offers insight into the problem and identifies resources for employees and managers to use to bring about positive change. After reading her article, I feel validated to know that ‘it isn’t just me.’