How to Make Workplaces More Inclusive For People with Invisible Disabilities (2023)

Globally, one billion people live with a disability. To put that into perspective, that’s one person out of every seven. While some disabilities are visible, others — including chronic illnesses, food (or other) allergies, eating disorders, and mental health issues, among other conditions — are not obvious to onlookers. In the U.S., at least 10% of the country has a medical condition that could be considered an invisible disability.

Research shows that 88% of employees with invisible disabilities choose not to disclose it at work to avoid stigma and discrimination. Those who do open up about long-term invisible disabilities are often socially isolated, resulting in lower morale and reduced productivity.

To understand the needs of people with long-term invisible disabilities, we conducted a seven-year study across Europe and the U.S. with 58 professionals with invisible disabilities across various industries. We also interviewed 19 HR professionals to gain insights into the feasibility and challenges of implementing some of the recommendations that emerged through the survey.

Our study confirmed that people with invisible disabilities often feel excluded at work, and are likely to receive fewer benefits or access to training and advancement. This can lead to physical and psychological distress, putting them at risk of social exclusion, poor well-being, and decreased job performance. We also found that employers lack awareness about the needs of people with invisible disabilities and are often ill-prepared to provide the necessary support and accommodations. Employees with invisible disabilities may struggle in silence, feel unsupported, and be misunderstood.

There is a real opportunity for new and first-time leaders to drive change within organizations by increasing their awareness and practicing more vulnerable and empathetic leadership. As a manager, you can create a space in which people feel safer disclosing and asking for what they need. You can encourage diversity and ensure that differences are valued — rather than feared — on your team.

Based on the findings in our study, we recommend some practices for new managers to create a more inclusive workplace.

1) Don’t generalize disabilities.

It’s common for non-disabled people to misunderstand what it means to live with a specific condition. The reality is that two people with the same disability may have very different experiences. For instance, two colleagues who both have chronic migraines might have different triggers or discomforts. Similarly, a generalized anxiety disorder can include a variety of symptoms that show up and manifest in entirely different ways depending on the person.

This means your knowledge of a disability and what it looks or feels like may not correspond to your colleague’s experience of the condition. Don’t debate them on this point. Making assumptions about someone’s abilities can cloud your judgment and result in unconscious bias or microaggressions. As a leader, your role in this scenario is to listen. Spend time understanding what symptoms show up for your team members and when, how those symptoms impact their work, and what you can do to support them.

Our research found that managers that were empathetic, patient, and willing to listen to their team member’s experiences and accommodate their requests were more successful leaders. Their teams reported a 63% increase in well-being and 71% increase in engagement compared to the average.

When you approach sensitive conversations about health from a place of curiosity, it creates a safe environment for people to open up about their disabilities. Active listening can help you pay attention to the experiences of others and build trust with your team members. If you’re unaware of a particular condition, don’t hesitate to ask where you can find more information. You can also do your research online to avoid placing the burden of education on your team members. These actions show genuine care on your part and will help your team members perform to the best of their abilities.

2) Figure out how to help your team member succeed in their role.

Our research found that creating a broad policy around disability without understanding an individual’s specific needs does not work. Employees with disabilities may feel stigmatized by an umbrella policy that categorizes them in ways they don’t identify with. Their requirements may not be met by the accommodations offered.

Consequently, it’s important to have a more personalized approach, one that is tailored to each employee’s needs and ensures that they can access the right resources. The best way to figure this out is to ask your team members what accommodations would be helpful for them.

Our research found that when managers used language that linked an individual’s needs or accommodations to their performance and success at work, it helped employees voice their concerns more freely. When managers used phrases such as “How do I set you up for success?” or “What can I, as a manager, do to support you to perform your best?” they were seen as 92% more approachable by their team members. For instance, if your team member asks for a quiet space to work in, or flexible working hours on certain days to manage doctor appointments, look for ways to make it happen. If you need to speak with your boss before approving a request, let your team member know that you’ll get back to them, and make sure you follow up as soon as possible.

In general, make it a habit to check in on all of your employees’ wellbeing from time to time. During one-on-ones, you could say something like, “How have you been doing this quarter? I want to make sure you have all the resources you need to be successful at work. Can you tell me what support or accommodations you might need?”

Finally, if your team member requests your confidentiality, respect their decision, and do not push them to open up or disclose their health conditions with others. Let them know that every conversation you have with them will be private, and will not be shared with the wider team unless they wish to open up themselves. If you’re obligated to inform HR per your company policy, let your team member know.

3) Advocate for inclusive policies and practices.

If your company lacks a policy surrounding disabilities and accommodations, an important part of your job as a manager is to advocate for one or to make your current policies more inclusive. While this may seem challenging as a middle manager, you can begin by sharing your ideas and suggestions with your boss or the leadership team. You now have the (positional) power to bring new ideas to the table.

Set up a meeting with your boss to discuss some ways to prioritize inclusion within your company and share what you learned through your conversations with your team members. For example, maybe you know that some workers could benefit from more flexible work policies, employee resource groups (ERGs), or captioning or sign-language translations during important company calls and events.Just remember to respect individuals’ privacy as requested.

In our research, we found organizations that adopted inclusion initiatives, such as those listed above, reported a 26% increase in productivity. Another idea is to hire an inclusion advocate or consultant to help audit your company’s policies, conduct sensitization workshops, and suggest changes. When companies do that, employee wellbeing is likely to increase by 45%, according to our research.

Whatever your suggestion may be, advocating for changes that make it easier for people with disabilities to succeed can go a long way toward creating an inclusive workplace.

4)Avoid centering activities around food.

Food is vital to the contemporary workplace, whether it’s office parties, birthday celebrations, or lunch options within the company. It fuels long days, networking events, and happy hours; it can help build camaraderie, foster belongingness, andbreak barriers between workers’ formal and informal lives. But for employees with food allergies, the workplace can be a minefield.

Nearly 60% of millennials with food allergiesreport experiencing anxiety at workbecause of their condition. In addition, a study by the Asthma and Allergy Foundation of America found that only17% of employers are very knowledgeable about food allergies. This leaves many workforces in the dark about their colleagues’ needs and how to accommodate them.

As a manager, do not leave it up to your employees to explain the consequences of food intolerances on their own. Symptoms of food intolerance are often very personal, and employees might think twice before volunteering information that can leave them vulnerable to stigma or ridicule at work. Managers who open up conversations about food allergies on their team before an important gathering or event were found to be 72% more approachable than their peers.

When planning office parties, include someone with food intolerances in the organizing group so you can create a more inclusive menu. You can also use creative ways to organize events around food. For instance, set up a potluck and ask everyone to bring one dish that helps you learn a little bit about them. Doing so can help your team members feel comfortable opening up about their intolerances or allergies, and make it easier for the others on the team to support their colleagues.

5) Establish an inclusive community.

Ninety percent of people with disabilities in our survey did not feel a sense of belonging at work. When there are peer support networks at work, people have the space to share their experiences without the fear of shame or reprimand.

Our research shows that managers who encourage their team to open up and create safe spaces by being vulnerable themselves were seen as 75% more approachable than those who didn’t. These “spaces” could include a dedicated Slack channel, regular coffee chats with the team for open-ended discussions, as well as formal ERGs (as mentioned above) where people with disabilities can interact with others going through similar experiences. Advocating for these spaces and motivating people to join them can make feel employees with disabilities feel seen.

Another idea is to create anonymous surveys for employee feedback on inclusion. This not only helps leaders learn where the organization can improve. It is also a moment to show genuine care and intent to change the status quo.

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Making your workplace more inclusive for employees with disabilities doesn’t have to be complicated. If you’re a new manager, know that you can take action and build a team culture that’s welcoming and accommodating. And when you do, you won’t just make your workplace more inclusive for those with disabilities — you’ll make it a better place to work for everyone.