Talking About Disability at Work Isn’t Risky—Staying Silent Is

This article was originally published in the Enterprise Times.

Too often, leaders avoid talking about disability in the workplace. They fear saying the wrong thing, being embarrassed, or unintentionally offending someone. Yet silence isn’t the safe option it might seem to be. Talking about disability—even imperfectly—is what drives innovation, trust, and better workplace outcomes. Silence, by contrast, signals uncertainty at best and indifference at worst.

Much of that silence comes from anxiety. Many leaders simply don’t know where to start. They’re unsure what to do, what to say, or how to approach the topic without making a mistake. That uncertainty can be paralyzing, and it’s one of the biggest reasons leaders hold back from addressing disability at work.

Part of this comes down to exposure and education. In some countries I’ve traveled to, people with disabilities are rarely seen in public, so when I’m out on the street, I can become something of a novelty: people stare, follow, even take photos.

In places like the U.S. and Ireland, legislation has helped increase visibility and awareness. And yet, many people still haven’t had a lot of interaction with people with disabilities. That lack of familiarity breeds nervousness, and nervousness can often lead to awkward or uncomfortable encounters.

A personal story of attitudes to disability

I’ve experienced it first-hand. People have patted me on the head as a way to say hello. They weren’t intentionally being disrespectful: they were just nervous and unsure how to act. Once, a national leader reached out to shake my hand, then froze when he realized I couldn’t return the gesture.

For the next hour, he went out of his way to attempt to accommodate the policy changes I was proposing. It was awkward but also revealing: uncertainty can make people stumble, but when leaders push through the discomfort, missteps can turn into meaningful progress.

When it comes to disability in the workplace, leaders need to do exactly that—push through their discomfort and talk. Avoidance might feel easier in the short term, but staying silent on disability ultimately hurts both businesses and the people within them.

The business case for talking about disability

Globally, around 1.3 billion people live with a significant disability. That’s both a vast talent pool and an influential customer base that many organisations aren’t fully engaging with.

Research consistently shows that inclusion delivers measurable business results. Deloitte found that organizations with inclusive cultures are twice as likely to meet or exceed financial targets. They are three times as likely to be high-performing.

Accenture’s multi-year study reached similar conclusions. It found that companies leading on disability inclusion achieved, on average:

• 28% higher revenue,
• double the net income, and
• 30% higher profit margins than others.
  
  

But this advantage isn’t just about metrics: it’s about perspective. When someone with lived experience of disability is in the room, they notice friction others miss, including:

• A button placed too high,
• A digital form that a screen reader can’t navigate,
• A return-to-work policy that unintentionally excludes.
  
  

Those insights don’t just make workplaces more inclusive; they help design products and services that work better for everyone.

The business potential of having those insights in-house is enormous. The global disability market (people with disabilities and their friends and families) is worth an estimated $13 trillion annually. Leaders who don’t prioritize including those who can contribute such insights, aren’t just missing out on talent; they’re leaving major business opportunities on the table.

The inclusion gap: Why many employees still feel left out

For all the evidence showing that disability inclusion benefits business, many employees with disabilities still don’t feel included or comfortable at work.

Across industries, more companies are asking employees to self-identify as having a disability, but participation remains low. Many people hesitate because they worry about how that information will be received or used. A 2022 UK survey found that more than half of workers with disabilities said they had tried to conceal their condition at work, largely out of fear that it might harm their careers.

45% feared it would stall a promotion, 41% worried about being judged or made to feel like outsiders, and 40% said colleagues valued them less after learning they had a disability.

Research by Global Disability Inclusion also found that employees with disabilities are less likely to raise concerns or share ideas because they don’t want to be seen as complaining or “rocking the boat.”  Many believe they have fewer opportunities for growth or advancement than other underrepresented groups, and they’re more likely to feel disconnected from senior leaders.

The same study found that employees who do disclose their disability are significantly more engaged with their organization, their managers and their teams than those who don’t. But disclosure—and the trust it represents—is less likely to happen unless leaders make it clear that disability is safe to talk about.

When leaders talk, others follow

That’s why leaders must set the example when it comes to disability inclusion. When leaders are willing to acknowledge their own discomfort and talk openly about disability, they let others know it’s okay to do the same. Employee resource groups and internal advocacy networks are incredibly valuable—but a company’s tone and direction come from senior leadership. Many employees take their cues from the top. If leaders stay silent, so will everyone else

Research from The Valuable 500 shows just 3% of senior leaders speak openly about having a disability or caregiving role. In many countries, including the U.S., more than one in four adults lives with a disability; that figure suggests that many leaders still aren’t comfortable speaking about the role disability plays in their daily lives.

When leaders talk openly about their own disabilities, it sends a powerful message to other employees with disabilities. The business world still doesn’t have many visible role models for people with disabilities. Those who self-disclose can show that meaningful work and career growth aren’t derailed by disability—and that their lived-experience is an asset rather than a limitation.

Sir Richard Branson is one of a few rare exceptions. He has spoken openly about his dyslexia, calling it a strength that has shaped his career path, the way he thinks, and how he builds companies. Branson’s openness has helped normalize disability as part of leadership identity. But leaders don’t need to make headlines with their personal stories to have an impact. They just need to start the conversation.

Breaking the silence with action

Disability inclusion doesn’t have to begin with perfection. The goal isn’t getting it exactly right; it’s getting started. Here are a few ways leaders can open the conversation.

1. Don’t fear the discussion—embrace it

Talking about disability may feel uncomfortable at first, but it opens doors to opportunity and variety within an organization. Most workplace adjustments are simple: research shows that many cost nothing, and most others cost less than $500. Small changes, such as a height-adjustable desk or flexible scheduling, can lead to large gains in engagement and performance.

2. Invest in self-education

Leaders can ease their uncertainty by learning, through AI tools, internal experts, or accessibility networks. Formal disability-awareness training can build understanding across the organisation and help remove the anxiety that comes with not knowing. When everyone learns together, it normalizes the conversation, but it helps when leaders take the first step by joining in.

3. Lead with empathy

Leaders should approach these conversations with curiosity and a genuine desire to understand. The fear of “saying the wrong thing” or offending someone often stems from uncertainty about language and etiquette. Should you use disability-first language — “a disabled person” — or people-first language — “a person with a disability”? The truth is, preferences vary. What matters most is showing respect and a willingness to listen. A simple, honest question like “I want to make sure I get this right — how do you prefer I phrase it?” can go a long way.

4. Accept that you’ll make mistakes—and keep going anyway

No one knows everything, and that’s okay. Progress never follows a straight line. Leaders will get some things wrong, and they’ll learn from them. What separates good intentions from meaningful change is action. It’s better to take action and get it wrong than to stay still and never try. The road to a disability-inclusive workplace is built on willingness—the willingness to begin, learn, adjust, and keep moving forward.