Admittedly, I’m feeling a bit sheepish tackling the very delicate and complex challenge of whether or not, and when, to disclose a disability to an employer or prospective employer. The reason? I sustained my spinal cord injury while still in college, so my disability is evident and I’ve only known managing my career within the parameters of also managing my spinal cord injury. Disclosure for me is a non-issue – other than the specifics. But for millions in our nation I know that whether to disclose a disability can keep them up at night and create extraordinary anxiety both during the screening and interviewing process as well as once on the job.
The Very Real Anxiety of Disclosing Disability…from the Trenches
Several years ago, and I remember this vividly, an executive in a marketing firm who had begun to experience some challenging symptoms associated with her management of multiple sclerosis, contacted me for my thoughts on whether to, and if so, how to disclose her condition to her firm. She was anxious on many levels, but mostly because she felt that her productivity was beginning to be negatively impacted due to her fatigue and discomfort while at work. Further, if the symptons continued to escalate she’d be compelled to disclose in her mind, rather than risk colleagues’ coming to their own varied, and likely inaccurate conclusions around her status. We conferred multiple times over the course of several weeks, and I was very conscious of the delicacy of the situation and not overstepping my own knowledge or perceived insights. Her anxiety was evident as she was a successful and tenured professional in the marketing field – and anyone who knows the field understands that it’s as competitive as any for account management roles.
Simple and Sound Advice IF you Choose to Disclose a Disability
As I listened intently over several conversations to my friend and, by this point, client in a sense regarding her anxiety surrounding prospective disclosure of her MS, only one crystal clear suggestion came to mind. A couple of years earlier I’d attended a professional conference around employment and disability, and one of the breakout sessions featured a professor in rehabilitation psychology whose topic was whether or not, when and how to disclose a disability in the workplace. My greatest takeaway from her session was simply this; whatever you do, if you disclose - do so with a plan. She clearly articulated her reasoning and depth around this point.
A Plan for Disclosure and Action
Point 1. Weigh the pros and cons of disclosing BEFORE you are in the moment. Point 2. If the pros outweigh the cons in your mind (and perhaps in that of one or two trusted others), establish a clear and specific plan around how and to whom you are going to disclose.*Remember – the law is very clear on an employer, HR manager, etc. maintaining your confidentiality around a disability just as any other very personal health disclosure – the fact that you’ve chosen, for example, to disclose to your direct manager doesn’t give that manager carte blanche to disclose to other colleagues - far from it. Laws can also vary around the subtleties of this from state to state, so know the law as it should provide you greater peace of mind throughout this process. Point 3. Help to reduce your manager’s or HR professional’s concerns over your disclosure by bringing forth your plan to maintain your value, productivity and loyalty to your employer’s investment in you.This should encompass having familiarized yourself with any assistive technologies and/or process changes to support your ongoing success – as well as an estimate of any prospective costs associated with these, at least some forward-thinking on whether there are others who might benefit from knowing your challenge and might be allies in that challenge, and an educated perspective on what you, and your employer, might expect related to the prospective progression of your challenges and how they might further influence productivity and value to the organization. This should be presented in the spirit of honesty and integrity, but with a strong emphasis on your commitment to controlling your own destiny. Point 4. At the conclusion of the meeting you and your manager or HR representative should have a comfortable plan in place for you to continue contributing to the organization at the highest possible level. The plan might include periodic follow-ups or informal updates, an occasional “everything good?” shared between the two of you or, if it’s more fitting and so determined, a more formal periodic meeting to discuss any additional challenges, regression, or hopefully the successful ongoing management of the disability in the workplace.
Don’t Underestimate Your Co-Workers’ Respect and One Degree of Disability Rule
If you’ve been a valued and respected contributor to your organization, or you present yourself with strength and character, my experience has been that there’s a great empathy, if not sympathy, for any colleague or prospective colleague who is managing a challenging disability. Bright and informed people will respect your taking on the challenge, as well as your respect for the organization in sharing the prospective challenges in the workplace – but only if they know you’ve got a plan of attack. The presence of a disability is really just one degree from any of us. A friend, sibling, favorite aunt or uncle, colleague or committee associate, etc. Familiarity does breed empathy, so don’t think you’re going to be alone on a ledge should you decide to disclose your disability – with a plan.
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