(Jennifer Jenkins Steinmetz has a degree in communications and worked for several years as a marketing director in the health care industry. She’s now a stay-at-home mom with two young children and a third on the way. Jennifer is the daughter of 9 Virtues co-author Rob Jenkins. She blogs at Peachesandpotatoes.com)
I've had 3 miscarriages. Each one was a different experience, not just because of what I went through personally, but also because of how each miscarriage was handled in the workplace. What I learned was that when it comes to miscarriage, people rarely know how to react, including bosses and coworkers, but sometimes even the woman herself. Is it a health problem? Is it a death? Should it be talked about, or kept private? Should people offer formal condolences with cards and flowers? How much time off should a woman have to recover and grieve?
Not many companies have policies on what to do when a woman has a miscarriage, and most bosses probably don't even think about how to handle it until it happens to one of their employees. Most bosses surely want to do the right thing, but they might not know what that is. With so many valuable women in the workplace, it's time to set some guidelines. As a leader, what should you do when one of your employees has a miscarriage?
First, it's important to understand some of what a woman goes through when she has a miscarriage. If you've never been through one yourself, you might not realize how physically painful and emotional traumatic it can be. Many woman who miscarry are prescribed pain medications, and the process of miscarriage can take days, even weeks. Heavy bleeding will likely leave her feeling drained for several days afterward. And if she experiences any complications, she might require hospitalization, a blood transfusion or surgery.
Many women also grieve a miscarriage as they would the loss of a child or family member. Have you ever been an excited, expectant parent? The sadness of losing a baby, even early in pregnancy, is at least equal to the excitement of expecting one. A woman may not know how to cope, because what she goes through physically is similar to the birth of a child, but emotionally, it's like losing a loved one. And that makes it difficult for other people to know how to respond, too.
As a leader, you have the opportunity to help make a negative experience into a positive one. When your employee learns that she's having a miscarriage, she probably won't know how much time off she'll need. She might not even tell you until it becomes impossible for her to work or until her surgery (D and C, or dilation and curettage) is scheduled. When she does come to you, she might not be herself; she might even be in shock. You can respond to her loss with compassion and help set expectations for the days and weeks to follow.
Here are four basic guidelines to keep in mind when one of your employees has a miscarriage:
As a leader, you can show compassion and support for an employee who has miscarried, take action without making demands, and be generous and flexible with her schedule. It's not only in her interest, but in yours and the team's, as well. With time to recover, she'll be able to return to work more quickly. And when you and the team pull together to help her through this difficult time, it will boost everyone's morale in spite of the sadness of her loss. Above all, you can help set a positive precedent for how miscarriage is handled in your workplace, and ultimately how all women at work should be treated.
(The following is an excerpt from The 9 Virtues of Exceptional Leaders: Unlocking Your Leadership Potential, reprinted here in celebration of Dr. King’s birthday. It has been edited slightly for this format.)
In the spring of 1963, Dr. Martin Luther King Jr. traveled to Birmingham, Alabama, to help organize the marches and sit-ins that eventually brought an end to that city’s Jim Crow laws. He was arrested almost immediately, accused of being an “outside agitator.”
While imprisoned, King penned the now-famous “Letter from a Birmingham Jail,” calling upon white Christian ministers to acknowledge the justice of his cause.
That letter has since come to be regarded as one of the seminal documents of the Civil Rights movement. Many of the societal changes King championed came to pass in relatively short order, and the moral impact of his rhetoric continues to be felt to this day.
But what was it that made his argument so powerful?
For one thing, he immediately identified a persuadable audience, comprised of people who may have been inclined to listen. But even more important, he approached those people with humility—not from a position of servitude or weakness, nor with condescension, looking down as from the moral high ground, but as an equal, one person of good will speaking confidently to other people of good will.
Look at how King closed his famous missive:
“If I have said anything in this letter that overstates the truth and indicates an unreasonable impatience, I beg you to forgive me. If I have said anything that understates the truth and indicates my having a patience that allows me to settle for anything less than brotherhood, I beg God to forgive me….I…hope that circumstances will soon make it possible for me to meet each of you, not as an integrationist or a civil-rights leader but as…a Christian brother.”
Indeed, “Letter from a Birmingham Jail” is striking in the way that it maintains such a delicate balance between meekness and forcefulness. Although King is in fact instructing those white clergy on their moral responsibilities, he never sounds as if he is lecturing them—and more important, he never sounds as if he thinks he is better than they are.
That is a remarkable accomplishment, given the times and what he himself was going through at the moment, locked away in a Birmingham jail cell.
King’s example teaches us something vitally important about humility: that, far from the popular conception of “meekness” as a synonym for “weakness,” it actually is a form of strength. Or perhaps we should say, rather, that humility is a source of strength, a reservoir of great power.
Leaders who embrace and seek to internalize the virtue of humility do not simply fade into the background, as some might imagine. They do not become weak and thus prey for the strong in some Darwinian struggle for survival. Ultimately, they are the fittest, the strongest, and the most capable of leading.