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LinkedIn·2026-06-08·2 min read

Real Inclusion Is Integration

For three weeks I ate lunch alone. Not because anyone was unkind. The team was friendly. Genuinely so. Someone showed me where the coffee was. Another person t…

For three weeks I ate lunch alone.

Not because anyone was unkind. The team was friendly. Genuinely so. Someone showed me where the coffee was. Another person took time to walk me through the product. People smiled in the hallway and asked how I was settling in.

But the conversations happened in a language I did not speak. And I was not part of them.

Not because they excluded me. Because they did not realize I was not included. There is a difference that is almost impossible to see from the inside of the majority. Debates would rage and I could not follow. Laughter would erupt and I had no idea why. I sat in the middle of a team that accepted me and felt completely invisible.

For the first time in my life I understood what it meant to always be the other. Not occasionally. Not in specific situations. Every single day.

Not because I read about it. Because I was living it.

I had managed people for years before that experience. I had genuinely believed I was inclusive. I made sure everyone was welcome. I checked in. I helped people get settled. I thought that was what acceptance looked like.

I was wrong. And I would not have known it without sitting in that chair.

There is a version of acceptance that is structural. You are on the team. You have a seat at the table. You get invited to the meetings. It is real and it matters and it is not enough.

Real acceptance is relational. It requires something more specific and more deliberate than good intentions.

It requires caring enough to know someone's story.

Not their resume. Not their role. Their story. Where they came from. What it cost them to be in this room. What they are carrying that nobody else can see because nobody has thought to ask.

When someone knows your story you are no longer the other. You are a person. And people do not eat lunch alone for three weeks when someone in the room knows their story.

Most leaders who value acceptance mean it. They are not unkind. They are not exclusionary. They are just unaware. They have never sat in the chair where the gap is visible. So they do not know the gap exists.

I missed it for years. Until I couldn't.

Once you see it, you cannot unsee it.


Imported from Post Archives — POSTS FOR WEEK OF 06-08-26.docx

JD

Joseph Diele

Executive Coach · Founder, Diele Consulting · Author of Sustainable Quality

35 years in tech — from engineer to director to founder. Joe helps CEOs, CTOs, and VPs close the gap between technical expertise and people leadership.

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