Last week In my last post* I started a topic about the impact of our work lives on a general level, specifically as that issue relates to the local High Tech community. My own observations from both within and without that particular environment and culture definitely colour my professional work with the clientele coming out of this field. As I wrote previously, an increasing number of clients are coming to me BECAUSE of that background. I don’t just speak the language; I GET IT.
One of the many, many things I understand on the personal AND the professional levels (clinical and not-clinical professions) is the innate and potentially terrible impact that working in this field can have on our intimate and family relationships. There’s nothing that suggests that people who work in High Tech are intrinsically any better or any worse at having and maintaining relationships than people employed in any other field, especially industries with high performance pressures or Just In Time (JIT) delivery models. My perspective is, therefore, entirely biased by experience and direct observation, and like any good researcher, I prefer to identify my bias right up front.
In my previous post, I wrote:
When I ask clients what their core values are organized around, they almost always list their top three-four in this order:
- kids (if they have any)
- partner(s) (if they have any)
But when we look at how they distribute the finite resource of their time (often the indicator of truer ?real-life? prioritization), it looks more like this:
- everything else
Most of us at some time or other have encountered the cliche of someone being “married to their job”. We generally understand this to mean someone who regularly prioritizes their work over everything else, whether by preference or by necessity. What we don’t always look at, however, is the impact that prioritization has on the person or people waiting at home… assuming they aren’t likewise married to THEIR jobs as well.
My client base currently runs the gamut from co-op students to C-suite (Chief executive-level) officers, and the issues are, by and large, the same: stress about work performance, strain in relationships, poor sense of work/life balance. When I sit with couples who are concerned or complaining that their Busy Lives have them feeling like a slow continental drifting apart, I always ask them right up front, “What stops you from choosing to prioritize each other and this relationship (or the family) over the external factors at work here?”
In many cases, a significant peril of the High Tech world is the crushing cycle of sales promises and deliverable schedules, tied to performance reviews and bonuses. There’s no secret that IT salaries and many corporate bonus/incentive plans are a BIG part of the reason WHY so many people accept the Golden Handcuffs; money remains the #1 stress factor in relationships. The idealized, romantic notion of “success” that includes owning one’s own home with the picket fence, 2.5 dogs, maybe a kid, gets to be a little unwieldy when white collar industry sends housing prices supra-orbital. Partnering into a two+ income arrangement is often the only feasible way to afford housing. Or childcare. Or financial support for extended family; given the rising number of immigrant employees with strong family obligations in their countries of origin, we see an increasing number of non-Canadian residents working in local companies and trying to get themselves settled while sending a hefty percentage of their income back home. (The intersectional aspects of multiculturalism and relationships and gendered role expectations and work environment stresses and… there isn’t enough time in the world to dive down that set of rabbit holes.)
Behind the scenes, the expectations of management are that employees will, by implicit if not explicit requirement, drop everything to pull 60-80 hour work weeks, often on a recurring (if not entirely predictable) basis. When you add in the precarious availability of potential on-call work (in any industry), it’s difficult to make plans, to find guaranteed time for quality engagement. There’s a prevailing context of “I might not be available when you need me” that makes it challenging to build intimacy and connection. And this is before we factor in the additional hassles of needing sometimes-highly-flexible childcare to support working families with lengthy work-weeks and crunchy project deadlines.
I commonly see IT clients coming in after lengthy periods of disconnect and increasing tension, frustration, or hostility in their relationships. Communications have deteriorated because of busy-ness getting in the way of restorative time together, or the buildup of small disappointments over time into cascading frustrations or anger through the slow death by a thousand cuts. It’s not that any of these issues are exclusive to High Tech, just that the environment of working in, or in support of, High Tech Culture, seemingly exacerbates the effects of common relationship issues. Once we get to the point of illustrating the shifting incongruence of their stated values and priorities versus their day-to-day behavioural indication of priority, we can make it clear that they have a difficult choice to make, in terms of “What will you do differently to make time for prioritizing THIS relationship?”
And therein lies the challenge. Doing things differently often provokes a degree of despair initially in clients because they feel powerless to push back against the behemoth of their employer’s expectations. Women in particular feel the emotional weight of “letting the team down”, along with the divisive pull of home and family, in ways that threaten their sense of balance and self-worth. When couples stop sharing these strains with each other, preferably devoid of any expectation of our partners somehow magically “fixing” them or the situation, then we start that inevitable slow slide into disconnection and lost intimacy. We don’t have time to practice authentic vulnerability when we barely have time to see each other over coffee in the morning. Many people don’t believe they have the right to push back against employer demands, and frankly, many employers are happy to take advantage of that belief. But at the end of the day, we keep coming back to the discrepancy between stated and displayed values, and the challenge of what WILL clients do differently to move back into connection and congruence with those stated priorities?
We start with the “low-hanging fruit” of solution-focused answers: carving out time for each other, as something unique from making time for family, has to become a more-highly-exercised priority. Date nights have to become an ardently-defended part of the scheduling, and the more time we can make to repair connection and intimacy, the better. Is there a “throw money at the problem” solution or familial support opportunities available for childcare, for example, that enables clients to re-establish time for intimate connection? Is there a conversation we can prepare with team or corporate management regarding workload management? Do we need to adopt extraordinary measures for managing workplace stress or fatigue as a component in glacial relationship erosion? In session, we work on breaking down the slow buildup of frustration to re-establish that intimate connection, but the onus is on the client(s) to make time to practice and sustain these changes in between sessions.
And more often than not, the hardest part of this work for all of us is simply normalizing these stresses and frustrations. I wish frequently this WASN’T such a normal scenario, but for this area in particular, it’s pretty much par for the course with High Tech clients. When I meet with HR or executive folks who want a therapist’s perspective on what they can do to improve employee quality of life, I can guarantee the LAST thing they want to hear is the truth: please stop expecting as normal the unreasonable standards for job execution you have bought into for this industry, and projecting that deadly bullshit onto your employees to deliver. It’s debilitating, demoralizing, and destabilizing them, and it’s damaging their lives outside of work; the cascading impact on people who don’t even work for you is inescapable, and costly. They want to hear instead that they can fix everything by supplying in-office massages or yoga, or enforced mindfulness training, or more mandatory “fun, team-building” exercises–the ones often scheduled outside of work hours, thereby eating into what little personal time or homelife these employees may have left. Resentment builds quickly, and if it’s not adequately offset by salary and benefits, it’s certainly not met by upgrading cafeteria service to near-gourmet provision, or adding laundry/drycleaning services (though some clients who have worked for employers providing on-site, licensed daycare have reported that as being a singularly-game-changing factor).
Again, very few of these issues are specific to the world of software development. But the typical project cycle and sometimes-unrealistic expectations for deliverables and performance metrics, tied to some of the highest payscales of any industry (even outside of the C-suite bonuses), make it a damnably difficult work scenario from which to walk away. And it *IS* endemic to High Tech that corporate “solutions” look more like changing the physical work environment rather than changing the mental environment defining their sense of work/life balance. Not a lot of us make the leap OUT of High Tech for something… else; the Golden Handcuffs are deemed too worthwhile. And that may be true, until we start to look at the impact on more than just the immediate employees, a whopping part of the cost remains borne by those invisible shoulders of spouses, partners, children, families in general.
This NEEDS to change.
* — With apologies; I have been trying for three weeks now to find enough motivation and impetus to write, and it just hasn’t been there. “Getting back on track” is definitely a work in progress, but I’m getting there… kinda. Sorta. Eventually…