“I’m miserable in my job, but I can’t leave until I finish this major project in two years.”
“I keep thinking that my next boss will be better.”
“I feel terrible about leaving my staff behind in this terrible situation.”
We probably all have a friend that has said something like this. And for those that aren’t in the museum field, the answer often seems so obvious: the job or institution doesn’t love you back. Take care of yourself first. Just leave. And yet, so often, museum colleagues hang on to jobs, not because they can’t find something else. Not because they need to stay in that area for family or financial or other reasons. They stay because they feel some sort of deep loyalty to an institution. They stay because of a passion for the field or the subject or the work. Sometimes that loyalty is rewarded, but often it just becomes a trap. In a recent conversation about this big issue, a friend and I hit on another way to describe this situation that occurs far too often in our field: toxic loyalty.
Think about it. That loyalty keeps you tied to a place. It keeps you from thinking objectively about your situation—or if things at the institution can ever become better. It paints you into the corner of thinking that even though you’re absolutely miserable, you are the right and only person that can hold that job. It’s another way to layer on guilt as issues and concerns pile up.
In the meantime, you’re not considering other options. You’re not polishing your resume. You’re not looking for the kind of place that will appreciate you and your talents and your skills.
Lately, I’ve had this conversation with far too many colleagues. But each time I say the words “toxic loyalty” they pause. They get this look on their face. And they realize that they’re slowly poisoning themselves with this mindset. Loyalty is supposed to be this wonderful attribute–a thing that you want in your staff. But what if it isn’t always a good thing?
So, let’s bring this phrase into the museum lexicon. Is your loyalty to your institution helping you as an individual? Or is it hurting you? Is that loyalty the warm, fuzzy feeling it should be? Or something else entirely? Do you have a friend or colleague that needs to hear these words to shift their thinking?
We spend a lot of time thinking about how to make workplaces better, but I believe we also need to remember that it’s okay to say “There’s not a darn thing I can do to make this any better, and I need to move on for my own health and sanity. And the institution will probably carry on as it has before, with or without me.” Sometimes, we have to put ourselves first.