I’m a relatively open book when it comes to talking about my disabilities. For whatever reason, conversations usually center around mental health—I talk openly about my anxiety. Given my late ADHD diagnosis, I’ve been admittedly hyperfocused on understanding everything about neurodiversity. I feel like I understand myself so much better now - like I was handed an instruction manual 30 years late, but the directions are helpful nonetheless.
I talk less about my physical disability. I share that I have one, but I usually get caught up in trying to explain it and just leave it at that. Inspired by Disability Awareness Month, I recently shared a bit of a personal reflection. You can check out my “coming-out” story with Retinitis Pigmentosa (RP) here.
The way I approach my work as a consultant, leader, and equity practitioner is largely shaped by my own lived experiences. I have a personal understanding of navigating disabilities in the workplace. Leadership, understandably, plays a pivotal role in creating truly accessible and inclusive work environments. This isn't just about compliance, my friends, and it's not just checking boxes—it's about fostering a culture where every team member can thrive, regardless of their abilities.
Accessibility and Inclusion in the Workplace
Accessibility goes beyond ramps and elevators. Sure, it encompasses physical spaces, but it also includes digital tools, work schedules, meeting hygiene, and perhaps most importantly, organizational culture. It means ensuring that all employees can fully participate in their work, access necessary resources, and not have additional burdens or expenses placed on them to do so.
Inclusion, particularly psychological safety, is the foundation upon which accessible workplaces are built. It's about creating an environment where team members feel safe to voice their needs, share their experiences, and bring their whole selves (as best as possible) to work. This doesn't stop at making sure your organization has policies in place that better ensure equity for people with disabilities; it means ensuring that leaders have established themselves as someone worth disclosing to and have cultivated a trusting environment that's safe for disabled folks to even make the disclosure. Ludmila N. Praslova shares in her article with the Harvard Business Review that many of us with disabilities, especially those that are invisible or non-apparent, are constantly assessing and weighing the risks of disclosure. We identify the short- and long-term benefits, contemplating the impacts on our well-being, career, and relationships.
Of course, there’s no single solution. But there are plenty of actions leaders can take.
Design Accessible Spaces and Implement Inclusive Policies
Design Accessible Spaces and Implement Inclusive Policies
Make sure your organization ensures compliance with the Americans with Disabilities Act (ADA), but go beyond compliance and actively seek out and implement best practices in accessibility, especially if needs have been communicated by your workforce. This can look like:
Ensuring Physical Workspaces are Accessible: Include features like ramps, elevators, and ergonomic furniture. If folks are working from home, provide stipends so that people can purchase the equipment that would otherwise be available in an office, such as a standing desk or ergonomic chair. When scheduling work-related travel, prioritize accessibility as part of navigating all arrangements.
Promoting Flexible Work Arrangements: The pandemic has shown us that flexible work is not just possible but often preferable. For many with disabilities, including myself, remote work options can be game-changing. Leaders should focus on results rather than presence, offering flexibility in both location and scheduling.
Providing Accessible Technology: This may mean providing assistive technology for some, such as screen readers, additional monitors, password management software, etc. Invest in technology that can help employees with disabilities perform their tasks more effectively.
Enhancing Digital Accessibility: In an increasingly digital world, ensuring that all tools and platforms are accessible is crucial. Make digital content and tools accessible by using screen reader-compatible formats, providing captions for videos, and ensuring websites meet accessibility standards. Leaders should prioritize accessible software and provide training on digital accessibility best practices. If external folks are coming in to brief your team or present, make sure they also know your accessibility requirements so they can make adjustments to any PowerPoints or handouts they may share.
Promote Open Communication
Create multiple channels for feedback and concerns. Regularly check in with team members, not just about work tasks, but about their overall experience. 360-feedback is a great leadership practice in general, but can also be an excellent way to gather information from employees about accessibility barriers that exist—with that additional source of information, actively work to address them.
As a leader, model vulnerability by sharing your own challenges and learning experiences when relevant. This helps build trust, a necessity in your goal of creating a culture where employees feel comfortable disclosing disabilities and discussing their accommodation needs without fear of stigma or retribution.
Practice Inclusive and Empathetic Leadership
Model empathetic leadership by listening to employees’ experiences and showing genuine concern for their well-being. Recognize that disabilities are diverse and that each employee may have unique needs and preferences. Then lead by example. Use inclusive language and behaviors—participate in accessibility initiatives, don’t just delegate them to others. What’s an example of a language shift you can pick up? I have gotten into the practice of assuming that everyone needs accommodations. At every point in the employee lifecycle, ask people what accommodations they need, when sending meeting invites, include “let me know what accommodations you need to support you during this call,” recognizing that asking once doesn’t necessarily fit the bill because needs change.
Promote Disability Awareness
Awareness is a prerequisite to behavior change. Share resources about available accommodations and promote the fact that your organization and team are committed to creating accessible work environments. Knowledge is a powerful tool in creating empathy and inclusion.
So you worked hard to establish the policies and now you want to make sure folks actually use those accommodations? Fair! Ensure the process is straightforward and the response time is reasonable. Create clear, simple processes for making accommodation requests. Support the formation of employee resource groups. Empower employees to share their needs by responding positively and proactively when they do so. Practice inclusive decision-making by involving people with diverse perspectives, including those with disabilities, in policy-making and change management efforts. Consider accessibility in all new initiatives.
Measuring Success and Continuous Improvement
We’re not virtue signaling here; avoid accessibility being something you SAY you value, if you’re not demonstrating it. Set clear expectations and establish team norms around inclusivity and respect. Include accessibility and inclusion metrics in team goals and KPIs. Implement regular surveys on team psychological safety and inclusion. Track accommodation requests and resolutions. Most importantly, continuously seek feedback and be willing to adjust strategies based on what you learn.
The GoalPost is Always Moving
Creating accessible and inclusive workplaces is a journey. It requires ongoing commitment, learning, and adaptation from leaders. But the benefits—increased innovation, improved employee satisfaction, and enhanced company reputation—are well worth the effort.
As leaders, we have the power and responsibility to shape our organizational cultures. By prioritizing accessibility and inclusion, we not only comply with legal and ethical standards but also unlock the full potential of our workforce. An accessible workplace isn't just good for employees with disabilities—it’s good for everyone! Designing our workplaces to accommodate diverse needs creates an environment where all employees can perform at their best. And isn't that the goal?
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