This article was provided by MINES affiliate Trainer Jennifer Grindeland, MOL, CYT-200 — Founder, The Working Well
More than 70% of disabilities are invisible, and in the workplace, that reality creates a powerful dynamic:
Many employees who qualify for disability accommodations will never disclose.
They may fear being viewed as:
- Less capable
- Less promotable
- A burden to their team
This means managers play a critical role in either creating psychological safety… Or unintentionally reinforcing stigma.
Common Myths That Keep Employees Silent
Myth: “If they really needed accommodations, they’d tell me.”
Reality: People often feel unsafe disclosing due to past discrimination.
Myth: “Hidden disabilities are rare.”
Reality: Statistically, there is a high probability that your team has one, so assume it’s there.
Myth: “Accommodations are expensive.”
Reality: Most accommodations cost nothing: flexible scheduling, meeting agendas in advance, and written instructions instead of verbal overload.
Myth: “If I give this person accommodations, everyone will want them .”
Reality: Use that to your benefit. Ask employees how you can set them up to be the most successful, and watch your team thrive.
5 Ways Managers Can Support Hidden Disabilities
- Focus on performance outcomes, not methods.
Ask yourself:
Does it matter how the work gets done, or that it gets done well?
Give employees autonomy in their process.
- Build flexibility into your default practices.
Examples:
- Agenda distributed 24 hours before meetings
- Cameras optional
- Mixing asynchronous and live collaboration
Flexibility supports everyone — not just disabled employees.
- Remove the burden of self-advocacy.
Instead of waiting for disclosure, ask:
“Is there anything that would make this work easier or more effective for you?”
Employees shouldn’t have to reveal medical information to be successful.
- Model boundaries and rest.
Your team follows your behavior. If leadership praises overwork, accommodation requests will disappear.
- Assume there is always more to the story.
When performance dips, don’t jump to discipline. Start with curiosity.
Inclusive Leadership Is Preventive, Not Reactive
Great managers don’t wait for a disclosure. They build systems where disclosure isn’t necessary for someone to access support.
Inclusion isn’t something you offer after a problem arises. It’s something you design into the workplace from the start.
To Your Wellbeing,
The MINES Team
About the Author
Jennifer Grindeland, MOL, CYT-200 — Founder, The Working Well
Jenn has a Bachelor’s degree in Psychology, a Master’s degree in Organizational Leadership, and is a multiple brain injury survivor. With this background, she teaches team leadership skills designed to support equity for and inclusion of neurodivergent and invisibly disabled employees.
