Many people are feeling stuck at work these days. Burned out, misunderstood, and disconnected from leadership. Many are unsure what they’re even working toward.
If you’re feeling like something isn’t working, you’re not alone. It’s showing up across industries, job titles, and teams. Some folks feel silenced. Others feel like they’re constantly on edge. Trust is down, and tension is up. And even well-intended conversations about fairness or inclusion can spark frustration, defensiveness, or just plain confusion.
We’ve been told we’re on opposite sides. That inclusion means some people win while others lose, and that if one group gains opportunity, others are being pushed aside. But what if we’re not as far apart as we think? What if some of that division is being manufactured, not by our actual values, but by others who may benefit from division?
We’re Tired, But We’re Not Enemies
Most workplaces still operate using frameworks that were built decades ago. These are frameworks that emphasize control over collaboration, sameness over nuance, and hierarchy over shared power. These systems weren’t designed for the complexity of today’s workforce, where people bring different life experiences, values, communication styles, and expectations for work. So when the system doesn’t flex, friction grows.
That friction shows up in different ways. One person might feel invisible. Another might feel attacked. Some worry they can’t speak freely. Others wonder if anyone is even listening. It’s easy to assume these tensions are about personal failings, or culture wars, or someone being too sensitive. But often, they’re symptoms of a structure that no longer fits.
The Inclusion Disconnect
Inclusion efforts often start with the right intention, which is to create workplaces where more people can succeed. But when people hear the word inclusion, they don’t always know what it really means.
To some, it sounds like a corporate checkbox. To others, it feels like something that benefits “other people,” not them. And some wonder whether it means they’re being blamed for things they didn’t do.
But inclusion, at its core, is about creating conditions where more people have a voice, where more people are part of decisions that affect them, and where the work environment reflects the people doing the work.
And yes — that means talking about power. Not in a way that shames or divides, but in a way that helps us understand who has access to decision-making, visibility, influence, and safety at work, and who doesn’t.
Where Identity and Power Intersect
This is where identity matters. Not because it defines us entirely, but because it shapes how we move through the workplace. Our race, gender, ability, sexuality, socioeconomic background, and other aspects of who we are can influence how we’re treated, what assumptions are made about us, and how much room we’re given to grow or speak up.
That doesn’t mean those with dominant identities don’t face real challenges. It means those challenges are shaped differently and are often made invisible in workplace narratives.
A white man who grew up poor may have had to fight hard for everything he has. A manager with a disability may struggle with invisible barriers that others don’t see. A woman of color may constantly feel pressure to prove her competence, even in roles she’s overqualified for.
Intersectionality helps us understand that people don’t experience power and exclusion in a one-size-fits-all way. Recognizing that complexity helps us stop comparing struggles and start building connections.
We’ve Been Trained to Compete When We Should Collaborate
Part of why inclusion work feels so fraught is because many of us have been taught to view power and fairness as limited resources. We’ve been taught that there’s not enough opportunity to go around, so we fight over scraps, get defensive when others speak up, and shut down when we feel misunderstood.
But what if we flipped the script? What if the issue isn’t that too many people are asking for fairness, but that the system hasn’t caught up to what fairness actually looks like?
What if we stopped seeing inclusion as a threat and started seeing it as a shared goal?
From Power Over to Power With
Workplaces are at their best when people feel they belong, their work matters, and they have influence. That’s true across roles, generations, and identities.
So what if we moved away from “power over” leadership, where decisions are made in small rooms and shared without context, and toward “power with” leadership, where transparency, listening, and shared accountability are the norm?
That’s what inclusive workplaces are really about. Not a list of terms to memorize or perfection, but rather everyday practices that center dignity, equity, and collaboration.
So What Can You Do?
Whether you’re a senior leader, team manager, or individual contributor, you have the power to help build a workplace where inclusion is lived, not just talked about.
Make space for multiple experiences
Avoid assuming that everyone experiences the workplace the same way. Instead, ask questions like:
- “What’s your experience been like on this team?”
- “Is there anything we’re missing that would make this feel more inclusive?”
Listening builds trust and reveals patterns you might not see otherwise.
Watch for power dynamics in everyday decisions
Who gets airtime in meetings? Who gets credit? Who gets asked to speak or lead? Start noticing where unspoken patterns might be limiting collaboration, and actively shift them.
Invite, don’t impose
Inclusion doesn’t work when it’s top-down or performative. Invite your team into the process:
- Share what you’re learning
- Ask for feedback
- Make adjustments visibly and with humility
People engage more when they feel respected and included in the change.
Normalize reflection over reaction
We all get it wrong sometimes. When you’re inclusive, you’re open, reflective, and willing to learn. When you feel defensive, ask yourself:
“What’s being asked of me here? Is there something I hadn’t considered?”
That one question can shift everything.
Final Thoughts
We’re not as divided as we’ve been led to believe. Yes, our experiences are different. Yes, some of us face more barriers than others. But most of us want the same things at work: fairness, respect, purpose, connection, and a sense that we matter.
Inclusion calls us to move beyond blame and competition, and toward recognizing where the system falls short, so we can build something better together. Not because it’s easy, but because it’s necessary, so that we can shape a future of work that works for all of us.