I laughed at my Uncle Arthur’s funeral. It wasn’t a small, polite titter that could be mistaken for a sob; it was a genuine, chest-heaving bark of a laugh that cut through the incense and the organ music like a jagged piece of glass. The priest had spent eulogizing Arthur as a man of “unwavering sobriety and linguistic precision,” only to immediately trip over his own tongue and describe Arthur’s legacy as being “be-queened” to his children.
My brain, which has a cruel habit of prioritizing imagery over decorum, instantly presented me with a vision of my grumpy, tax-attorney uncle in a heavy velvet gown and a tilted sapphire tiara. I laughed because the gap between the gravity of the room and the absurdity of the slip was too wide to bridge. For the rest of the service, I felt the radioactive heat of my family’s judgment. To them, my character had been weighed and found wanting based on a three-second failure to sync my external response with the internal expectation of the room.
Which is also how we treat the quietest person in a strategy meeting.
The Tilted Table of Meritocracy
We pretend that the modern workplace is a meritocracy, a flat landscape where the best ideas rise to the top through the sheer force of their own brilliance. We
