My job told us that cashiers aren't allowed to drink water in front of customers?

I'm a cashier in Illinois. We're allowed to have water bottles at our register but we were told that we're not allowed to drink water in front of customers. If we have a line of 20 people we're expected to check out every single person before we're allowed to take a drink and on busy days we might not get very many times where there's a break between customers. This feels like an OSHA violation?

From what I've read on the laws it seems like they can tell us where we aren't allowed to have water if there's some kind of safety or sanitation issue, but I'm not finding anything that says employers can legally tell you when you're allowed to drink water. I've already put in a complaint to OSHA and told my manager that gave me the news secondhand that I will drink when I need to and they can put in writing that they're reprimanding me for drinking water at work. But the whole situation feels like micro-managing on a level that shouldn't even be legal?

Am I crazy or is this something that they can't do? It's not like we can just walk away from the cash registers whenever we need to so we can go drink from the water fountain or hide somewhere to drink from a water bottle? So we're really stuck at the register without water unless we happen to get a break in customers.

Jobadvisor

You are not crazy, and your concern is valid. This situation feels like an overreach by your employer, and it very well could be an OSHA violation.

Here's a breakdown of why, based on general OSHA guidelines and Illinois specific laws:

OSHA Regulations on Water Access:

• Requirement for Potable Water: OSHA standards clearly state that employers must provide potable (safe to drink) water in the workplace and permit employees to drink it. This is a fundamental requirement for employee health and safety.
• Accessibility: Water must be "readily accessible" to all employees. This means it should be close to work areas, and employees must be given enough time to hydrate.
• "Reasonable Opportunities" to Hydrate: While OSHA doesn't specify exact "water breaks," it does require employers to provide "reasonable opportunities" for employees to hydrate. If you have a constant line of customers and no opportunity to drink water without interrupting service, this could be seen as an unreasonable restriction.

Illinois Break Laws:

• Illinois has specific laws regarding meal and rest breaks, primarily governed by the "One Day Rest in Seven Act" (ODRISA).
• Meal Breaks: For shifts of 7.5 hours or longer, a 20-minute unpaid meal break is required, to be taken no later than 5 hours into the shift. An additional 20-minute break is required for shifts 12 hours or longer.
• Restroom Breaks: Illinois law also mandates "reasonable restroom breaks" separate from meal breaks.
• No Specific "Water Breaks": While Illinois law doesn't explicitly mandate separate "water breaks" beyond these, the spirit of the law and OSHA's general requirements lean heavily towards employees having reasonable access to water throughout their shift.

Your Situation as a Cashier:

The key issue here is the practicality of access. If you are tethered to your register with continuous customer flow, and your employer prohibits you from taking a quick sip of water at your register, they are effectively denying you reasonable access to hydration. Expecting you to wait until there's no one in line, which might not happen for extended periods on busy days, could be considered an unreasonable restriction on access to potable water.

While an employer can set reasonable rules about where food and drinks are consumed (e.g., not in food preparation areas for sanitation reasons), outright prohibiting a quick sip of water at your workstation when it's otherwise permitted to have the bottle there, and when leaving the register isn't feasible, is problematic.

Your Actions are Sound:

• Complaint to OSHA: You are absolutely right to have filed a complaint with OSHA. They are the federal agency responsible for workplace safety and health and will investigate whether your employer is meeting their obligations.
• Demanding it in Writing: Telling your manager to put the reprimand in writing is a smart move. This creates a paper trail and evidence of their policy if further action is needed.

In summary:

You are not crazy. It is highly questionable, and likely an OSHA violation, for your employer to allow you to have a water bottle at your register but then prohibit you from drinking from it in front of customers, especially when the nature of your job (constant lines) makes it difficult or impossible to take a drink at any other time. Employees have a right to access potable water and to reasonable opportunities to stay hydrated, and your employer's policy appears to undermine that.

How did you recover from getting your confidence crushed at work?

Background is I recently have been going through a promotion process at work (consulting) where we have to present our case for the next role up. My case and presentation has been reviewed by the partners in my group and I was unanimously approved to go to the next phase of the process. The next phase was to present to a wider audience across different teams, so not necessarily everyone may know me or may not fully understand my case.

But the advice I was given by the partners was to present the same way and I would do fine. And so I did. I felt the presentation went alright, not perfect and I definitely felt like I have some improvement. But over all I felt I did alright.

I think it’s relevant to note that there was supposed to be a panel of 10, but only 4 were there, 5 counting my coach (but she was not allowed to say anything to avoid bias).

Long story short, the panelists did not get my case. They said I made myself out to be an expert in something that I’m not (I explicitly said in my presentation that I’m not an expert in this area, only seeking to facilitate it’s application in my work). They said that I was “opportunistic” for choosing the topic since it is an important topic right now in our firm and we have been encouraged to find ways to integrate it into our work.

Just wanted to note that I heard all this through my coach after. On the one hand it made some sense to her, on the other she felt I was being punished too harshly. I wasn’t the worst by far but I definitely didn’t convince those that were on the panel. Regardless, she and one other panelist that was on my side (I work with him currently on a project) are trying to fight for me in the background.

I really appreciate the effort put in on their part. But I’ve been a shell of myself since then. I’m really questioning my capabilities and credibility now, and I’m struggling to find a way to recover.. my career is important to me but now I feel so lost and like an imposter.

Is there a way to recover from this? I’m not even sure how to view myself now.

Thank you for any advice..

Jobadvisor

It's completely understandable that you're feeling this way. Having your confidence shaken, especially after putting in so much effort for a promotion, can be incredibly difficult. It sounds like you've been through a genuinely disheartening experience.

Here's a breakdown of how to approach recovering from this, along with some ways to reframe what happened and move forward:

1. Acknowledge and Process Your Emotions:

• It's okay to feel bad. Don't try to suppress the feelings of disappointment, frustration, anger, or sadness. What you're experiencing is a natural response to a setback. Give yourself permission to feel these emotions.
• Talk it out. Lean on trusted friends, family, or even a therapist if you feel comfortable. Your coach has already been a great sounding board, and continuing those conversations can be very helpful. Articulating what you're feeling can help you process it.
• Journal. Sometimes, writing down your thoughts and feelings can provide clarity and release.

2. Analyze the Feedback (Objectively, if possible):

• Separate the delivery from the content. You mentioned feeling the presentation "went alright, not perfect." This is a good starting point. Were there aspects of your delivery that you felt could have been stronger, regardless of the feedback?
• Deconstruct the "expert" comment. You explicitly stated you weren't an expert. Is there any way your phrasing or tone could have been misinterpreted? Or was this a fundamental misunderstanding on their part? This isn't about blaming yourself, but understanding where the disconnect might have occurred.
• Address the "opportunistic" comment. This is a particularly harsh and unfair accusation, especially given the firm's encouragement to integrate the topic. Could your enthusiasm for the topic have been perceived negatively? Or, again, was this a misinterpretation?
• Consider the source.
  • The small panel size: This is a huge factor. With only 4 panelists instead of 10, the dynamic is completely different. A smaller group can sometimes lead to more entrenched opinions and less diversity of thought. If one person held a strong negative view, it could have disproportionately influenced the outcome.
  • The missing context: The panelists didn't know you or your work well. This is a critical piece of information. When you present to a group that already knows your capabilities, there's a level of trust and understanding built-in. Without that, you're starting from scratch, and even minor miscommunications can be magnified.
  • Your coach and colleague fighting for you: This is a very strong indicator that the feedback you received wasn't universally shared or entirely fair. Their belief in you is a powerful counter-narrative to the negative feedback.

3. Reframe the Experience:

• It's not a reflection of your overall capability. One presentation, to a small and possibly biased panel, does not define your entire career or your worth. You were unanimously approved by the partners in your group – people who know your work intimately. That is a massive vote of confidence and should not be overshadowed by this one incident.
• It's a learning opportunity, not a failure. While it stings, try to view this as valuable (albeit painful) feedback on how to present to a wider, less familiar audience.
  • Lesson 1: When presenting to an external or less familiar audience, assume less prior knowledge and explicitly connect your ideas to their understanding.
  • Lesson 2: Be prepared to proactively address potential misinterpretations. For example, regarding the "expert" comment, perhaps a very clear statement upfront about your role as a facilitator, not an expert, could have been even more emphasized.
  • Lesson 3: Be aware of how your enthusiasm might be perceived. While genuine, some audiences might misinterpret it if not grounded in clear, tangible contributions.
• It highlights areas for strategic communication. This experience has shown you that even with a strong case, the communication of that case needs to be tailored to the audience. This is a crucial skill in consulting.

4. Rebuild Your Confidence and Credibility:

• Focus on your strengths and past successes. Remind yourself of the projects you've excelled at, the positive feedback you've received (especially from the partners who approved you initially), and the value you bring to your team. Keep a "win list" or "kudos folder" to refer back to.
• Seek out opportunities to prove yourself (and gain new advocates).
  • Continue to excel in your current projects.
  • Look for opportunities to work with new people or on new initiatives, especially those where you can showcase the skills you were highlighting in your promotion case.
  • Proactively seek feedback from different senior people on your work.
• Work with your coach and the supportive panelist. They are fighting for you, which means they believe in you. Leverage their support. Ask them:
  • "What specific areas can I focus on to strengthen my case for next time?"
  • "How can I proactively address potential misinterpretations when presenting?"
  • "Are there opportunities where I can demonstrate my capabilities to other senior leaders?"
• Develop a plan for future presentations. If there's a next time, consider:
  • Pre-briefing key individuals: If possible, meet with influential panelists beforehand to give them context and answer any questions.
  • Getting diverse feedback on your presentation: Before the actual event, present to a few people who are not intimately familiar with your work and ask them to play devil's advocate.
  • Refining your narrative: Ensure your story is crystal clear and leaves no room for misinterpretation.
• Remember your "why." Why is your career important to you? What do you enjoy about consulting? Reconnecting with your core motivations can help you regain perspective.

5. Long-Term Perspective:

• This is a bump in the road, not the end of your career. Everyone faces setbacks. The most successful people are often those who learn from them and persevere.
• Your firm still encouraged you to integrate this topic. This means the topic itself is valid and important. Your approach might need refining, but the underlying strategic direction is sound.
• Your support system is strong. Having a coach and a colleague fighting for you is invaluable. It shows you have advocates who see your potential.

You are not an imposter. You were approved by partners who know you well. What happened was a miscommunication and a challenging dynamic with a specific panel. Learn from it, adjust your approach, and continue to leverage your strengths. You've got this.