Image source: DDI, “How to Support Someone With an Invisible Disability in the Workplace”
In conversations about disability, many people still expect something visible: a walking stick, a wheelchair, or a service animal. But for millions of Canadians, disability doesn’t come with visible markers. In the workplace, one in five Canadian workers experience some form of disability, and many of the most common disability types can be invisible. Pain-related disabilities lead at 62%, followed by flexibility at 40%, mobility at 39%, and mental health-related disabilities at 39%. A colleague who may appear fine in meetings may be managing chronic pain through every hour of the workday.
Yet many people living with invisible disabilities continue to face scrutiny, skepticism, and judgment because their disability isn’t immediately visible. Some feel they must constantly explain or justify their need for support and accommodations before they are believed. As I’ve written before in previous entries, despite the progress we’ve made in accessibility and inclusion, one of the most persistent barriers facing the disability community remains to be attitudinal barriers. It isn’t always the physical environment that excludes people; most often, it’s the assumptions people make when someone’s disability doesn’t look the way we expect it to.
Asking for support, even without proof, shouldn’t be complicated. But many employees still weigh whether a conversation with their manager will bring understanding or judgment. Some decide that staying quiet is the safer option, especially when they want to avoid stigma or protect their privacy. Silence can look like someone who has no needs. Sometimes it means someone who has learned that asking costs too much.
Fortunately, it’s not too late for employers to change that.
It starts with making accommodations a standard part of how an organization operates. Job postings can clearly state that accommodations are available. Managers can reinforce early and often, that support is part of how the team works. When people hear that message before they start to struggle, they are more likely to speak up when their needs change.
Regular check-ins matter as well. Respectful conversations about workload, energy, and what helps someone do their best work create a low-pressure opportunity for employees to raise concerns. The question worth asking is “What would help you be successful in this role?” and not whether you have a disability. Employers should also avoid requiring unnecessary disclosure, and instead focus on barriers and solutions. Medical information belongs with the employee and their healthcare providers, not in performance discussions.
Flexibility is often one of the most effective accommodations. Adjusted hours, remote work options, scheduled breaks, and clear expectations can make a significant difference for employees managing pain, fatigue, mental health conditions, or fluctuating symptoms. Interestingly, these same practices often benefit parents, caregivers, and anyone navigating a challenging period in life. Workplaces that embrace flexibility as part of their culture rarely treat accommodation as an exception.
Managers need support too. A missed deadline, change in behaviours, or a quieter-than-usual week may be signs that something else is happening. Managers who understand this are more likely to respond with curiosity than discipline, and in doing so, are more likely to retain talented employees.
One of the things I’ve learned after decades of working in leadership roles is that people do their best work when they’re given the opportunity to contribute in ways that play to their strengths. I’ve seen employees flourish when expectations are clear, support is available, and flexibility is built into the culture. Rarely has the challenge been a lack of capability. More often, it’s been a mismatch between what a person needs to succeed and what the workplace expects success to look like.
Research supports this approach. In a 2023 Harvard Business Review article, researchers noted that employers are often unaware of the needs of employees with invisible disabilities, and encouraged leaders to avoid assumptions, conduct regular check-ins, and proactively create inclusive workplace cultures. Another 2017 review published in the Journal of Vocational Rehabilitation found that disclosure can be particularly challenging for employees with invisible disabilities, and that many effective accommodations are simply examples of good management: clear expectations, open communication, and inclusive practices.
Invisible Disabilities Week takes place every third week of October, and serves as an important reminder for employers to regularly examine not only their policies and training, but also the everyday interactions that reveal whether people are thriving and feel they truly belong.
Invisible disabilities are not rare exceptions in our workplaces and communities. They are part of the everyday human experience, and they deserve the same thoughtfulness, planning, and commitment we bring to any other form of accessibility.
I’d love to hear your perspective: if someone on your team needed support tomorrow, would they know how to ask for it, and would they feel safe doing so?
Published by
Experienced Non-Profit Executive Director