Over the past few weeks, I have remained silent. For that, let me start by apologizing—and by offering an explanation.
Since my last post, I have been dealing with extensive dental work, difficulties at work, and the realization that something I never thought would happen at my current job had to happen. Before I get to that, however, I need to explain how I reached that point.
I am not entirely sure whether I have ever written about it here, but I suffer from migraines. I have also struggled with some significant dental problems—the kind that, much like most dental issues, never truly go away unless they are handled properly.
I am not talking about “handling it” through grit and sheer determination. I am not talking about convincing yourself that the pain will not bother you, swallowing ibuprofen, covering your mouth in Orajel, and forcing yourself through another day.
I mean actually going to a dentist, sitting in that chair, and having the damaged teeth removed.
Before I finally decided to have the work done, there were days when my teeth hurt so badly that my entire body would shake. There were days when the pain became so overwhelming that I simply could not work.
But life does not pause just because you are hurting.
Children still need their father. Appointments still have to be attended. Medical emergencies still happen. Responsibilities continue piling up whether you are physically, mentally, or emotionally prepared to carry them.
Then, one day, my manager approached me about my attendance.
During that conversation, he revealed that management had apparently “investigated” my absences and determined that many of my issues seemed to occur on Fridays or Mondays. From their perspective, it appeared that I was attempting to manufacture three-day weekends.
Naturally, I defended myself.
I explained the migraines, the dental pain, the appointments, the medical emergencies, and everything else that had been happening. But he stuck to his position. The conversation continued for several minutes, out in the yard near the trucks, as though the real circumstances of my life mattered less than the pattern management believed it had discovered.
At one point, I brought up the fact that the same three drivers are consistently allowed to come in early and receive extra hours every week.
His answer was that they do the work faster.
I told him that “faster” was not a fair measurement when my truck is governed at 67 miles per hour and other trucks are not. His response was that it did not matter.
Eventually, I realized the conversation was heading somewhere it should not go. I told him that I needed to walk away and begin my day before things were pushed too far and I reached the point of wanting to leave altogether.
So I climbed into my truck, drove away, and started working.
I believed the conversation was over.
It was not.
After I left, my manager continued discussing the situation with another driver—someone who holds no leadership position and had absolutely no reason to be included in a private conversation concerning my attendance or personal circumstances.
From there, it spread.
Suddenly, I was receiving phone calls and messages from coworkers asking me why my manager was telling people about me and repeating details from our conversation.
That was the moment something inside me changed.
There is a difference between being corrected by a manager and being humiliated by one. There is a difference between legitimate accountability and having your private circumstances turned into yard conversation after you have already walked away.
I could accept being questioned. I could accept being written up if management believed that was necessary. What I could not accept was having my pain, my family responsibilities, and my personal circumstances discussed with people who had no business knowing any of it.
That was when I decided I needed to speak directly with the owner.
One day, I found him. It began as nothing more than a normal conversation.
“Hi. How are you? Have a good day.”
Then, almost without warning, everything came pouring out of me.
I explained what had happened. I told him about the accusation, the conversation in the yard, and the fact that it had been repeated to other employees. Once I started talking, I could not stop.
He stood there, listened, and finally said, “Okay. We need to sit down and talk.”
A week later, we did.
I sat down with the owner and his son, and I talked. Then I talked some more. I explained everything I had been carrying—the pain, the frustration, the accusations, the embarrassment, and the growing feeling that no matter how hard I worked, certain judgments had already been made about me.
I told them that there were mornings when I did not even want to show up—not because I was afraid of the work, and certainly not because I was unwilling to do it, but because I never knew which version of my manager I was going to encounter or what seemingly small thing might set him off that day.
That is a difficult way to walk into work.
You begin measuring every word before you say it. You watch a person’s tone and expression, trying to determine what kind of day they are having before deciding whether it is safe to ask a question. You become careful about conversations that should be ordinary because you never know which one might turn into something larger.
I also told them how deeply embarrassed I had been when I learned that my conversation with my manager had been broadcast to people who had no reason in the world to know that it had happened.
It was not simply that coworkers knew I had been spoken to. They had been given enough information to call and ask me about it. A conversation involving my health, my children, my attendance, and my personal circumstances had become something discussed around the yard.
The owner and his son listened. I was told that a conversation would be had with my manager.
Since that meeting, however, my manager has been distant. I do not know whether that promised conversation ever happened. There has been no follow-up, and nobody has told me what, if anything, was said or what the next step was supposed to be.
That uncertainty has left me in an uncomfortable position.
I spoke because remaining silent had become unbearable. I trusted that bringing the issue forward was the right thing to do. Yet afterward, I was left wondering whether anything had actually changed—or whether everyone had simply become quieter.
At the moment, things between my manager and me are good. He talks to me willingly, and our interactions have been civil. I am grateful for that because I do not want conflict. I have never wanted to walk into work looking for a battle.
Still, I remain very careful about the content of our conversations.
Once trust has been damaged, it does not return simply because the tension has temporarily faded. It returns slowly, through consistency. It returns when private conversations remain private, when concerns are addressed respectfully, and when you no longer feel the need to study someone’s mood before speaking.
For now, I remain hopeful.
I hope that, with time, things will genuinely get better. I hope the distance gives way to a healthier working relationship rather than becoming the permanent consequence of finally speaking honestly. Most of all, I hope that one day I can walk into work, do the job I know I am capable of doing, and no longer feel as though every conversation must be approached with caution.
Right now, we are good.
But I would be lying if I said everything feels the same.
It does not.
Perhaps that is one of the hardest truths of all: sometimes speaking up brings relief, but it does not immediately restore what was lost. Sometimes all you can do is tell the truth, protect what remains of your trust, and hope that time—and the actions of everyone involved—will prove that speaking was worth it.
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