Choosing joy can transform your life and workplace. Discover how one social worker turned a toxic work environment into a more positive and productive space by making conscious choices and setting boundaries. Learn practical tips for fostering joy and resilience in your own life and career.
Our friend, whom we'll call "Kay," began her role as the sole social worker at a medical treatment clinic about six months ago. This clinic, employing around 40 staff members and operating two shifts six days a week, serves approximately 120 patients weekly, each visiting three times per week.
The clinic's director, promoted internally about eight months ago, had no prior experience managing large teams. A significant portion of the staff, including the director, often communicated in a language other than English. Kay, new to the medical community and the clinic's diverse cultural mix, decided to observe and adapt to the work culture using her skills as an objective observer.
One of the first things Kay noticed was the lack of respect in interactions between patients and staff. She frequently overheard heated conversations in a foreign language, understanding only the anger. The outgoing social worker appeared disorganized and had poor relationships with the staff. Kay sought to understand her role by asking questions about expectations, perceptions, and processes, but received no clear answers. The staff operated like a disjointed group, often repeating tasks or overlooking important ones, creating an atmosphere of fear and anger.
Kay, usually happy and enthusiastic, soon found herself dreading work. "I had no idea where I stood in this culture, where I fit, or how to be appreciated. The director was constantly yelling at everyone. I didn't know if I was going to be yelled at for something I was supposed to be doing or not doing." The tension was palpable, with the director's yelling setting the tone for the day.
One day, Kay decided she couldn't continue living like this. Financially independent and confident in her ability to find another job, she chose to try something new. "I know deep down that I make my own joy. And I decided to choose joy on this job!"
Kay set boundaries, deciding what she would and wouldn't tolerate. She remained pleasant, kind, and considerate, refusing to let anyone, including the director, treat her with disrespect. When the director yelled at her, Kay calmly stated, "Please tell me what you expect of me, but don't yell at me anymore or I'll quit." This wasn't a threat but a consequence.
Kay began to compliment staff members for even the slightest competence or positive behavior, appreciating the secretary who took the most abuse. She started acting as if she were part of a highly functional team, helping with small tasks to lighten her coworkers' load.
Kay chose mastery, putting all her effort into her work and providing extraordinary service. She found an ally in a new office mate, and together they tackled daily "missions," solving small but nagging problems. Kay avoided conflicts that didn't involve her, preserving her joy.
Despite the challenging environment, filled with death, sickness, and terminal illness, Kay chose joy every moment.
About six weeks after Kay decided to choose joy, people began coming to her with their problems and concerns. She listened and suggested ways they could resolve or reduce their issues, helping them make healthy choices. "The next time you feel yourself about to blow up at someone, take a nice long deep breath, tell yourself that you're choosing joy today, and ask yourself, 'How can I do this differently?'"
Kay never took sides, instead offering suggestions on how people could think or act differently. More and more people visited her office regularly, seeking the joy she had. "I don't want to sound conceited, but it seemed like people wanted what I had... 'joy.' I helped them choose it themselves. We even made a poster that said, 'Remember to breathe.' People loved it."
The director, one of the worst offenders, eventually came to Kay with her problems. Kay asked, "Are you really getting what you want by yelling at everyone?" The director realized her behavior was counterproductive and promised to stop yelling publicly. She now handles issues privately and civilly.
"Today, things are about 60% better. I look forward to going to work. People are more pleasant. They still come in now and again, but the atmosphere is good enough now to start the real work of making this organization hum. People are now more solution-oriented rather than blame-oriented. Now that people don't have to be so concerned with defending themselves, there's more energy available to focus on solutions and processes that will make life better for everyone."
Steve Davis, M.A., M.S., is a Facilitator's Coach, Infopreneur, and freelance human, helping facilitators, organizational leaders, educators, trainers, coaches, and consultants present themselves confidently, access their creativity, empower their under-performing groups, enhance their facilitation skills, and build their business online and offline. Subscribe to his free weekly ezine at Master Facilitator Journal.
By choosing joy and fostering a positive work environment, individuals and organizations can significantly improve productivity and well-being.
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