We talk a lot about burnout, disconnection, and disengagement at work—but we don’t talk enough about how community can be the antidote.

In this episode of DEI After 5, I share some reflections on how easy it is—especially for middle managers—to feel like you're carrying the load alone. You're expected to show up for everyone else, but who’s holding space for you? That’s where community comes in. And I’m not just talking about team bonding or a happy hour after work. I’m talking about the people who see you. The people who remind you that you’re not crazy. The ones who tell you the truth, even when it’s hard—and love you through it.

Community isn’t just one thing. It might be your team, your friend group, your family, your group chat, or even your sorority sisters. Each circle gives us something different—sometimes it’s laughter, sometimes it’s accountability, and sometimes it’s the silence we need to breathe. But here’s the catch: we have to nurture it. Community doesn’t just happen. We have to choose to show up and be honest, even when it’s uncomfortable.

In one of my recent trainings, folks from different departments came together for the first time—and they were shocked to realize how much they had in common. That moment reminded me how often we operate in silos, even within the same organization. We’re so focused on the work that we forget to connect as people. But when we make time for real conversations, we start to see that we’re not alone. And that changes everything.

So I’ll ask you what I asked the group:Who’s in your corner right now?Where do you feel safe enough to be real?And what communities have you maybe drifted away from, that it might be time to revisit?

This is about survival. Especially in times like these, we need spaces that refill our cup. And when we tend to those spaces, we become better teammates, better leaders, and better humans.

We don't have to do this alone.Let’s stop pretending we do.

In this re-release of my conversation with Amy Waninger, we’re revisiting a topic that’s even more urgent today than when we first recorded it: the vital role middle managers play in building inclusive, psychologically safe workplaces—and the real cost when they’re left out of the conversation.

The Reality Behind the Rhetoric

It’s easy to talk about inclusion at the top. Executive teams set strategic priorities, launch statements, and announce new initiatives. But the real test of whether those values translate into everyday action? That falls to middle managers.

They’re the ones leading the one-on-ones, navigating interpersonal tensions, and trying to keep teams engaged—all while fielding pressure from above and burnout from within. And when they aren’t equipped or supported to lead inclusively, the gap between what’s said and what’s done starts to widen.

The Disconnect We’re Not Talking About

As Amy and I discussed, the DEI goals that sound good in the boardroom often miss the mark on the ground. Middle managers are expected to deliver results, keep their teams motivated, and somehow embody organizational values—without a clear roadmap or the breathing room to figure it out. No wonder so many feel overwhelmed, unclear, or caught in the middle.

And now, with formal DEI programs under scrutiny or disappearing entirely, many organizations are quietly shifting the burden of inclusion to people who are already stretched thin. That’s not a strategy. It’s a setup.

Empowerment ≠ Expectations Without Support

If we want DEI—or more broadly, inclusion, safety, and belonging—to take root, we have to stop treating middle managers like afterthoughts. Instead, we need to empower them with:

* Practical, action-focused training that helps them build inclusive habits into how they lead—not just what they know.

* Clear expectations and aligned incentives so inclusion isn't treated as "extra" work.

* Ongoing coaching and peer learning to normalize the messiness of leading people through real-life challenges.

* Resources and tools that take the guesswork out of hard conversations.

* Recognition that reinforces that people leadership is culture work—and it matters.

This isn’t about turning middle managers into DEI experts. It’s about helping them become the kind of leaders people trust. That’s what psychological safety looks like in practice.

What This Means for the Work Ahead

The middle manager burnout I’ve been speaking about lately? It’s tied directly to this gap. We keep asking managers to do more without giving them the conditions to do it well. If we want accountability, we need alignment. If we want impact, we need investment. And if we want culture change, we need to start with the people holding the line.

Amy’s insights remain incredibly relevant—and if anything, the stakes have gotten higher. Let’s not keep putting the weight of inclusion on the shoulders of people we aren’t willing to support.

✨ Want to dig deeper into this conversation and learn how to support your middle managers?

Let’s be real—what’s happening in the world doesn’t stop at the office door. We don’t get to hang our worries on a hook next to our coats and step into a perfectly insulated work bubble. And yet, too often, that’s exactly what workplaces expect us to do.

In this week’s episode of DEI After 5, I’m talking about the impact of external events—whether they’re global, national, or deeply personal—and how they show up in our work lives. Because they do show up. In our energy levels. In how we communicate. In the tension that’s just under the surface of our meetings. In our ability to lead, manage, or just make it through the day.

If we’ve learned anything over the last few years—from the pandemic to political shifts to ongoing violence and injustice—it’s that there is no clean line separating our professional and personal lives. And pretending that line exists only makes things worse.

Workplaces that recognize this reality—and respond with empathy, flexibility, and support—are the ones that build trust and loyalty. The ones that ignore it? They risk burnout, disengagement, and quiet quitting long before anyone sends in a resignation email.

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Here’s what I break down in the episode:

Leaders, Check In—And Mean It

Asking “how are you?” can’t just be a formality. It has to be an invitation. One that people trust won’t be used against them later. Leaders don’t have to solve everything—but they do need to create space for honesty and support.

Stop Romanticizing the Grind

Taking a break isn’t weakness. It's wisdom. We all need time to reset, especially when the world feels heavy. Encourage your team—and yourself—to slow down when needed. A rested team is a resilient team.

Don’t Wait for the Ask

Sometimes the people who are struggling the most won’t say a word. That’s why it's so important to proactively share resources, support systems, and flexible options. Don’t make care conditional on a formal request.

Inclusion Is More Than a Policy

It’s about recognizing that we all carry different burdens—and that what’s happening outside of work impacts each of us in unique ways. Let’s lead with curiosity, not assumptions.

This episode is a reminder that our humanity doesn’t pause during work hours. And that acknowledging what people are carrying—without judgment—might be the most powerful leadership move we make all week.

Give it a listen. Reflect. Then ask yourself: how am I showing up for others… and for myself?