This thing is happening in the workplace, around the world, everywhere, increasingly frequently nowadays.  Especially when you start dreading going to work.  That means that it’s already a bad sign that something is not right there.  You might feel intimidated by your supervisor or your peers.  It could result from mistrust in the past of colleagues, jealousy, vengeance, and inferiority conflict from peers and others or just from anything at all.  One co-worker could be envious of another.  Another might hold a grudge against a colleague.

And how do we manage to work with colleagues that we virtually despise?  It’s not an easy task to do.  Maybe the answer is to facilitate our working environment.  We must put our personal feelings aside and put up our best performance.   Try to feel indifferent.

When we think twice about what we re going to say to our superior then that is a sign of intimidation – the fear of being let go, fired.  If we are late coming in, we always look around wondering if someone noticed when we came in.

And what about “back-stabbing”?  Saying one thing to a co-worker, then turning around and saying something else about that particular person to another. 

Do you feel very insecure when your supervisor or a boss from another department approaches you?  Insecure, unsure of yourself (always wondering if you have done something wrong), and uneasy emotional feeling.

How often does it happen when you find yourself explaining your actions when you don’t want to or don’t even have to (when you are not asked)?  How do you feel after that?  And after responding, you probably wonder if you did the right thing.

Occasionally you might have also noticed you are being closely monitored and checked up by your peers, and again that inner anxiety emerges.  You subconsciously ask yourself, “why does it have to happen to me?

Here are some points/suggestions to keep in mind when feeling frustrated, stressed and insecure

1. Don’t Take Work Too Seriously

To avoid all these unnecessary frustrations, we must stop talking about everything to heart.  And the most important thing is not to take work very seriously.  Try to leave work where it’s supposed to be – at work.  Don’t take it home.  You’ll just get yourself overstressed and hurt your loved ones in the process.

2. Enjoy your work

Try finding a job which you like and enjoy doing.

3. Be polite, but assertive

Try to interact with others in the office.  Be on a friendly basis with everybody at work.

4. Don’t let yourself be pushed around

Don’t be pressured into doing something you don’t want to do.  Don’t be afraid to say “NO”.

5. Be positive, compliment your fellow workers

Always be polite.  Utilize words such as “please” and “thank you”.  Compliment your co-workers on their appearances, their work performances, etc.

6. Don’t feel that you must stay at that job

Work methods are not always fair.  What’s good for one person might not necessarily be good for another.

7. Try to learn from every job you are in

Try to get as much knowledge and expertise as you possibly can from your job.  It will benefit you in the future.

Temperament

General characteristics of an individual in a workplace can either be positive or create total insecurity for others depending on one’s disposition.  An unpredictable manager, an easily irritable person, and excessively intuitive person with insecurity in them, a person with domestic problems and so, can often become a cause for insecurity in others, particularly in subordinates, and all those that may not be familiar with that individual.

Unfortunately, this is a cause of insecurity that is often unavoidable or can only be prevented if staff interact more socially as a work team, out of the workplace, and get to know each other’s level of tolerance and general character.  This would prevent a lot of misunderstanding between co-workers that often brings out unexpected behavior.

Age

Restructuring of many state economies, recessions along with technological changes more than often create job insecurities.  Many middle managers and senior managers find themselves threatened by lay-offs at the age of 40 and over, which many employers tend to regard as a down trend age bracket in terms of productivity and sometimes even seen as a greater insurance risk, and not a long-term company asset.

Established Hierarchy

Established hierarchy breeds insecurity in the workplace particularly for your junior workers joining an organization where there is already an established hierarchy.  Established hierarchy often prevents junior workers (college or university graduates) from using their skills and ideas in the workplace.  The established management hierarchy will often reject new ideas from a junior, out of fear of being seen or viewed as incapable of management or being old-fashioned, particularly by junior staff who may be better educated.  The outcome is total frustration for the junior worker and a feeling of rejection.

This often translates into a young transient work force moving from job to job in search of job satisfaction.  AT the same time, senior persons in an established hierarchy always feel insecure due to the possibility of being replaced or challenged by juniors, although often unintended, but construed to be so.

Technology

Modern technology in the workplace is intended to increase efficiency and productivity.  And indeed, it has in so many areas, however along with efficiency it has brought about a sense of insecurity among senior managers, who, due to development trends, reached senior levels of management before office automation i.e. use of computers in all levels of management, modern forms of communication, etc. whose labor-intensive work methods were being phased out.

In the process, senior managers find themselves “in a technological web” that they don’t understand and by which they are also intimidated.  This evokes a fear of technology and sometimes a total rejection on their part, although modern management methods and current worldwide trend continue to demand modernization of the workplace and the application of modern technology.  This creates a sense of insecurity as another technologically literate and skilled generation of junior managers emerges.

There are normally three reactions to these changes by senior managers.

1. The brave will often sacrifice a bit of pride and go back to learning some office automation skills to be in a position to manage and comfortably delegate responsibility to junior management without fear of technology intimidation.

2. Others refuse to hire highly skilled office assistants with excellent office techniques.  This is normally due to fear of being replaced.

3. Regarding blue-collar workers, insecurity grows as more industries begin to adapt modern technology to become more productive, cut productive costs, increase efficiency and complete in the marketplace.  The trend or process is very painful and sometimes bitter.

Travel back in time with Indigenous Russia. Did you know that the term refers to the original peoples of the Far North, Central and Southern Siberia, and the Far East—communities who have lived on the same lands and preserved their traditions for centuries? In 2000, Russian law officially recognized 41 such groups as the ‘Minor Indigenous Peoples of Russia.

Indigenous Russia, who are we referring to?

In Russia, only certain groups are legally recognized and protected as Indigenous peoples. To qualify for this status, a group must have fewer than 50,000 members, maintain a traditional way of life, inhabit designated remote regions of the country, and identify as a distinct ethnic group. Larger populations such as the Yakut, Buryat, Komi, and Khakas are excluded from recognition, while other groups continue to seek official status.

The smallest recognized Indigenous groups include the Enets (approximately 350 people) and the Oroks (around 450 people), while the largest are the Nenets and Evenks, each numbering close to 30,000. Some Indigenous peoples remain nomadic, migrating annually across the Arctic tundra with their reindeer herds. Others, particularly those in the forest tundra and taiga, live in settled villages and sustain traditional practices such as reindeer herding, hunting, fishing, and gathering—maintaining a close relationship with the natural environment

Nomads of Russia – Language and religion

The languages spoken among Indigenous groups in Russia are diverse, though many belong to the Uralic–Yukaghir, Altaic, and Eskimo Aleut language families.

Religion among Indigenous peoples of Russia is closely tied to nature. Most practice forms of animism, the belief that non-human entities—plants, animals, and natural phenomena such as the sun, moon, stars, water, and fire—possess spiritual essence. Each plant and animal is believed to have a soul. Ancestor worship is also central, with the conviction that honoring the spirits of ancestors, animals, plants, and natural forces such as earth and water can bring protection or solutions to problems.

Shamans serve as intermediaries between the human and spiritual worlds. In many Indigenous communities, shamans were revered, sometimes holding greater influence than tribal leaders. They conducted rituals involving drumming, dancing, and trance states often induced with the aid of intoxicating herbs. Shamans were also respected as healers, drawing on extensive knowledge of medicinal plants to treat illness.

The Nenets – largest indigenous Russia group

The Nenets, also known historically as Samoyeds, are one of the largest Indigenous groups of northern Arctic Russia, primarily inhabiting the Yamal Peninsula. For more than a thousand years, they have lived in this region far above the Arctic Circle, a harsh environment often referred to as ‘the end of the world,’ where ice and permafrost dominate most of the year.

Traditionally nomadic, the Nenets follow seasonal migration routes with their reindeer herds. In winter, they move south to the taiga forests for pasture, while in summer they travel north onto the tundra and permafrost lands. Reindeer are central to Nenets life, providing food, clothing, transportation, and shelter. Skins and bones are used to construct conical tents, known as choom or mya, while clothing is sewn from reindeer hides. Their diet relies heavily on reindeer meat—often eaten raw or frozen—as well as fish such as white salmon. In the summer months, they also gather cranberries and other wild berries. In times of necessity, when a reindeer becomes injured and cannot travel, the animal is slaughtered and its fresh blood consumed for essential nutrients.

xThreats to indigenous Russia

Today, Indigenous peoples of Russia face growing threats to their culture and traditional way of life. One of the most serious challenges is the shift toward a sedentary lifestyle and assimilation into Russian language and culture. The migration of Russian populations into northern regions over the past two centuries has profoundly affected Indigenous communities. Whereas 30 years ago, about 70% of Siberia’s Indigenous population lived nomadic or semi-nomadic lives, today that number has dropped to only about 10%.

Since the collapse of the Soviet Union, many young people have left villages for larger cities. Unfortunately, many struggle to adapt to urban life, facing issues such as unemployment, alcoholism, and mental health challenges.

Environmental change is another pressing issue. Climate change is melting the permafrost, undermining land, infrastructure, and traditional migration routes, while resource extraction and industrial pollution add further pressure. As Nenets herder Sergei Hudi warns: ‘We are afraid that with all these new industries, we will not be able to migrate anymore. And if we cannot migrate anymore, our people may just disappear altogether.’

The Indigenous peoples of Russia have long demonstrated strength, resilience, and adaptability in preserving the lifestyles, cultures, and traditions of their ancestors. Today, it is also our responsibility to support them—helping ensure their survival and the continuation of a sustainable way of life.

Who are the indigenous people of Russia?

Russia is home to more than 100 recognized ethnic groups. Of these, 41 are legally designated as the “Indigenous small-numbered peoples of the North, Siberia, and the Far East.” These groups are the only communities afforded specific legal protection as Indigenous peoples. To qualify, a group must have fewer than 50,000 members, maintain a traditional way of life, inhabit remote regions, and identify as a distinct ethnic group. Larger populations such as the Sakha (Yakuts), Buryat, Komi, and Khakas are excluded from this designation, while other groups continue to seek recognition.

In addition, 24 larger ethnic groups are identified as nationalities or titular nations. These groups inhabit autonomous republics or territories within Russia but do not enjoy the same legal protections.

The smallest recognized Indigenous groups include the Enets (about 350 people) and the Oroks (around 450 people), while the largest are the Nenets and Evenkis, each numbering close to 30,000. Of the 41 recognized groups, ten have populations under 1,000, and eleven live beyond the Arctic Circle. At least 16 groups are considered endangered due to their small numbers, and 11 have already been declared extinct. While Indigenous peoples represent just 0.2% of Russia’s total population—about 250,000 individuals—they inhabit roughly two-thirds of Russia’s vast territory.

Although highly diverse, many Indigenous communities share certain traits. They are often nomadic or semi-nomadic, practice animism, and maintain traditional subsistence activities such as hunting, fishing, gathering, and reindeer herding. The preservation of these lifeways has become even more significant since the collapse of the Soviet Union. Linguistically, Indigenous peoples of Russia belong mainly to the Uralic, Altaic, and Paleo-Siberian families.

Legal and Political Challenges

Despite constitutional protections under Article 69 of the Russian Constitution, enforcement of Indigenous rights has often been inconsistent. Russia has not ratified the ILO Convention 169 on Indigenous and Tribal Peoples. Conflicts frequently arise between Indigenous land use and industrial resource extraction; as of recent years, there are around 70 documented disputes related to mining, oil and gas development, and infrastructure projects. For example, nickel mining has encroached upon reindeer pastures and sacred sites.

In 2001, Russia passed the law “On the Territories of Traditional Nature Use” (TTNU), intended to secure land-use rights for Indigenous peoples. However, no TTNU has yet been formally established. Fishing rights also remain restricted: since 2008, Indigenous peoples may fish only for personal use, excluding Indigenous cooperatives (obshchinas) that traditionally provided both income and employment.

Institutional support has weakened over time. In 2011, the Federation Council’s Committee on Northern and Indigenous Affairs was dissolved, along with several regional agencies. In 2012, the government suspended the activities of the Russian Association of Indigenous Peoples of the North (RAIPON), which had represented 42 Indigenous groups and held permanent membership in the Arctic Council. That same year, a law labeled non-profits receiving foreign funding and engaging in advocacy as “foreign agents,” burdening many Indigenous rights organizations with restrictions and stigma.

Social and Economic Issues

Indigenous communities in Russia face disproportionately high rates of poverty and unemployment. Joblessness is 1.5 to 2 times higher than in the general population, while incomes are 2 to 3 times lower. Many communities lack clean drinking water, adequate food supplies, and sufficient healthcare. These conditions contribute to elevated rates of tuberculosis, viral hepatitis, respiratory infections, and alcoholism. Tuberculosis alone occurs at three times the national average. Maternal and child mortality rates in some Indigenous regions exceed birth rates, and overall life expectancy is considerably lower—around 50 years for men and 60 for women, compared to 64 and 70 years respectively in the general population.

Cultural and Linguistic Threats

The traditional lifeways of Indigenous groups are also under severe pressure. Whereas about 70% of Siberia’s Indigenous population lived nomadic or semi-nomadic lifestyles 30 years ago, today only about 10% do so. Since 2002, 24 of the 41 recognized Indigenous groups have declined in population, with only 10 showing growth. Assimilation, combined with the large-scale migration of Russian populations into the North over the past two centuries, has eroded Indigenous cultural identity.

Language loss is especially acute. Russian-language education, boarding schools, and mass media have marginalized smaller languages; currently, 148 languages in Russia are considered endangered.

Resilience and Outlook

Despite these hardships, the Indigenous peoples of Russia have shown resilience and adaptability. They continue to draw strength from their cultural traditions and ancestral heritage. Having endured centuries of political repression, environmental challenges, and cultural marginalization, these communities remain determined to preserve their identity. With global attention increasingly focused on Russia and the Arctic, there may be renewed opportunities to support Indigenous peoples in their struggle for survival, recognition, and cultural continuity.

Both of my sons were labeled as having ADHD or being “special needs” during their school years. From senior kindergarten through grade five, teachers and principals repeatedly tried to convince us that placing them in a “special” school would be in their best interest.

Why? Because, as they put it, the school didn’t have the “right resources.” But what exactly are the “right” resources? Couldn’t that mean assigning a teacher, assistant, or even a trainee to spend a little extra time reviewing homework with them or reading a book together? That kind of attention could have encouraged and motivated them enormously.

The more I spoke with school staff, the more it seemed as though ADHD was being treated like an infectious disease—something that meant my children didn’t belong in a “normal” classroom. But why not? My boys looked the same, thought the same, and were just as capable as their peers. The only difference was that they needed a bit more patience, support, and understanding from their teachers. Is that really too much to ask?

Boys often have vivid, imaginative minds. That doesn’t make them abnormal—it simply makes them children. Instead of separating them and making them feel “different,” teachers should focus on finding new approaches that work for diverse learners. After all, teaching is about meeting children where they are.

When my children were placed in special programs, they didn’t flourish—they became embarrassed, restless, and more frustrated than before. How could that possibly be in their best interest? 

By grade six, however, my oldest son began to change. He grew calmer, more mature, more engaged with his lessons, and no longer rocked in his chair the way he used to. And this happened without medication. Despite strong recommendations from nurses and child psychologists to try Ritalin, I chose not to. I could only see short-term benefits, and I questioned: Who does this really help—my son, or his teachers? What are the long-term effects? Would he come to rely on these drugs forever? How would they affect his future—or even his future children? No. My sons didn’t need medication. They needed time to be children, to move, to play, to grow naturally into their teenage years. Childhood is a cycle, and you cannot rush it.

Today, looking at my oldest son in grade nine, I see a thriving young man. Yes, he struggled, but with encouragement and a supportive environment, he succeeded. He is now a B+ student, independent, confident, and proud of who he is. He no longer needs extra help, and he’s planning his future in aviation.

My younger son is now facing the same labeling process, being placed in “special” classes. But I make sure he never feels less intelligent or less capable than his classmates. I work with him daily on homework, read with him, and maintain constant communication with his teachers and assistants. Together, as a team, we are making progress. And you know what? We’re succeeding.

The truth is that every child is special in their own way. Our responsibility—as parents and educators—is to support, guide, and encourage them. To listen, to be patient, to give them the tools they need to succeed.

When we are there for our children, they will grow into the best versions of themselves—and they will be there for us in return.