How to Weigh the Risks of Disclosing a Disability

Whether to disclose your long Covid, or any other nonapparent condition or disability, to your employer is a deeply personal and consequential decision. While disclosing may help you access accommodations, it carries risks stemming from stigma and ableism. You might get support, but you might also be met with suspicion, resentment, and accusations of making it all up.

Consider a composite case study. Ali developed long Covid while working at an international consulting company. He worried about disclosing it at work, but symptoms including extreme fatigue and dizziness were interfering with his travel for in-person projects. He eventually confided in the department head, who made accommodations, assigning Ali to remote consulting and research projects.

However, even though Ali contributed extra work and ensured his output was impeccable, coworkers began to make snide remarks, perhaps resenting that they had to travel while he did not. When a new department head came in, colleagues upped their complaints about Ali being a “flake,” and when he disclosed his illness to the new manager, he was met with a suspicion of faking it. The additional stress caused Ali’s health issues to flare and he was ultimately forced to resign.

Unfortunately, research indicates it’s not rare for a disability disclosure to lead to accusations of faking and other negative attitudes, both conscious and unconscious. Many studies have also documented high rates of workplace bullying and stigmatization of disabled people. (Note: disability communities generally favor identity-first language.)

As an autistic woman (misdiagnosed, like many, with depression for much of my life), I’ve navigated various disclosure options and fear of mental health stigma for over 25 years while also encountering additional, more physical challenges. In most work settings I haven’t disclosed or asked for accommodations, relying instead on job matching and job crafting to use my strengths to excel. Successful matching meant that I faced misalignment between my work and abilities only when responsibilities far outside of my job description — or other surprises, like office moves — were thrown my way. When that happened, I found work-arounds. I did, however, lose career opportunities — my sensory sensitivities make noise and artificial lighting debilitating, so I’ve had to turn down otherwise excellent job offers that didn’t come with access to quiet space, natural light, or hybrid work.

When I do disclose my health needs, most people are considerate, but some have laughed in my face, dismissed the information, or even used it against me. I’ve learned many lessons the hard way, and over time stopped trying to blend in and have become increasingly open. In the last several years this “radical disclosing” has taken the form of autism, neuroinclusion, and disability advocacy via social media. I write on topics of neurodiversity and disability at work in both academic and general forums.

In this article I’ll discuss why disclosure is a risk, how to decide whether it’s one worth taking, and how a network of supporters at work can help you minimize the potential downsides.

Deciding Whether to Disclose

Unfortunately, disclosing a disability or neurodivergence information is often a “damned if you do, damned if you don’t” situation. Research shows that 61% of disabled employees have experienced some form of workplace discrimination, including hiring biases, pay gaps, bullying, and mistreatment. And when people with nonapparent conditions share their struggles, they often get a “You look fine” response, adding to their reluctance to disclose.

Ableism, or the belief that a disability makes a person inferior to or less valuable than others, can lead to discrimination and exclusion. While hostile ableism manifests in rude treatment and bullying, benevolent ableism — a form of paternalistic bias — may result in people limiting others’ opportunities for participation and professional development to “protect” them. For example, the boss of a disabled employee may assume the person will face resentment if promoted, and withhold information about leadership development opportunities “for their own good” — taking away the employee’s choice. Regardless of motivation, both hostile and benevolent ableism can undermine a person’s career.

Legislation such as the United States’ Americans with Disabilities Act (ADA), Australia’s Disability Discrimination Act 1992, and other countries’ equivalents can somewhat protect a disabled employee from blatant discrimination, such as being fired specifically because of their condition. But it does not prevent more insidious forms of mistreatment, such as gossip, social exclusion, being assigned an impossible workload, or being excluded from professional development and advancement opportunities.

How can you determine whether it makes sense to disclose your condition at work? Here are the key steps.

Clarify your priorities.

Disclosure involves many uncertainties since you can’t control others’ reactions and biases. Rather than attempting to predict how people will feel, tie your decision-making to your personal guiding principles. To start, figure out your nonnegotiable needs for your health and well-being. A few questions can help:

1. What are the health risks? Ask yourself, “Is continuing to work without necessary accommodations risking my health, safety, or energy levels?”
2. What are the career risks? Ask, “What’s the worst that could happen if I face ableism, and how does it compare to the potential risks of not advocating for my needs?”
3. What are your essential needs? Ask, “What’s core to my survival and to maintaining a basic quality of life?”

Once you’ve identified your key needs, look for alternative ways to meet them in case your work situation does not improve or your disclosure backfires. Ask yourself, “What other sources of support or earnings have I not considered?” This could involve exploring job roles with the necessary accommodations or alternative income sources.

It’s hard to see all the options when you’re stressed; a friend, a family member, or a trusted colleague can provide new perspectives. Ask them, “Can you see alternative solutions I might have missed?” or “How would you approach this situation?”

Weigh the pros and cons of disclosure.

With your priorities and backup plan in mind, consider the pros and cons of disclosing your condition in your current job. Here are some typical ones; the odds of specific outcomes may depend on organizational culture and power holders.

Pros:

• Legal protection from blatant discrimination
• Opportunity to openly discuss health-related needs and proactively manage symptoms
• Access to accommodations
• Potential for a supportive workplace environment
• Potentially higher likelihood of maintaining employment

Cons:

• Risk of stigma and subtler forms of discrimination and exclusion
• Privacy concerns about medical information
• Coworker envy, resentment, and bullying in response to accommodations
• Uncertainty about how disclosure will be received
• Potential bias from supervisors or coworkers
• Potentially lower likelihood of advancement
• Possible obstacles to professional development

Consider your timing.

There are also pros and cons to when to disclose. For example, while job candidates are not required to disclose during the hiring process, many hiring managers feel affronted by a lack of disclosure. And yet many hiring managers also discriminate against disabled applicants.

There is no one-size-fits-all advice here. Many people believe that disclosing early allows them to live according to their values and to filter out organizations that might be a poor fit. At the same time, others lack the economic safety net to allow for a prolonged job search.

Think about these factors for different timing options:

In the application or cover letter:

• Pros: Allows the employer to prepare for accommodations
• Cons: May harm your chances of getting to demonstrate your capabilities and be hired

During the hiring process:

• Pros: Gives you an opportunity to address questions about your condition
• Cons: Risks drawing attention away from your strengths and abilities; risks lowering your chances of getting the position

After getting an offer or being hired, but before beginning work:

• Pros: Possibly provides you with legal recourse if the hiring decision changes unjustly
• Cons: Employer may distrust you for not disclosing earlier

After beginning work:

• Pros: Gives you an opportunity to establish your competence before disclosing
• Cons: May cause you anxiety about your ability to perform without accommodations; potentially harms your health due to working without needed accommodations; employer potentially has a negative reaction to the delayed disclosure

After a problem arises, when new job requirements are introduced, or when your need for accommodations becomes clear:

• Pros: Gives you an opportunity to prove your capabilities before disclosing
• Cons: Potentially harms your health due to working without needed accommodations; employer potentially has a negative reaction to the delayed disclosure

Never:

• Pros: Reduces the risk of discrimination based on stigma
• Cons: Increases your risk of being fired or suffering other adverse actions if your disability impacts your performance; potentially harms your health due to working without needed accommodations

Your decision about timing may depend on the extent of your need for accommodations and whether you have the resources to continue a job search until you find a disability-inclusive company. Your desire to help normalize disability and disclosure may also come into play.

But what if you develop health issues while employed and need to disclose, but are worried about the employer’s lack of understanding? The next strategy can help reduce the risks.

Creating a Network of Disclosure

People often want to disclose just to one person — maybe their supervisor or someone in HR — and only if they must. But as Ali’s story earlier in the article illustrates, having limited support can backfire. What happens if that person leaves your team or company?

Creating a network of disclosure — in other words, disclosing your condition to two or more people — can be a part of the solution, though it may sound counterintuitive. After all, doesn’t it increase your chances of experiencing bias? Possibly, but it can also increase the chances you’ll get the support you need, and research shows that people who make a commitment known to others are more likely to keep that commitment. If your accommodations are discussed with your manager, HR, and the accessibility officer, any one party will have a harder time going back on their word.

Caution is advisable because it’s not always possible to predict how people will react to your disclosure. Your friendly supervisor may end up showing a cold and suspicious side, but a gruff coworker could turn into your staunchest champion. So, much like when you took stock of your guiding priorities, start with the basics. Consider your organization’s overall culture and standard procedures. Are there policies or practices in place to assist disabled employees? Are there any examples of people who received help for health issues? If so, can you find out which units and individuals were most considerate of them?

Then, decide who to reach out to. Here are the people and groups you might look to for support, albeit with downsides for some:

Your manager.

Disclosing your health challenges allows your manager to better understand your needs and provide accommodations that contribute to your well-being and productivity. These could include flexible work arrangements, aligning your assignments and tasks with your abilities, or access to assistive technology. Disclosure could also help build trust and open the door for better communication. In most cases, it’s important to have your manager as part of your disclosure network. That said, not all managers are equipped to support employee disability needs; this is why a network of other potential advocates might be necessary.

Human resources.

Discussing your health challenges with HR usually maximizes the likelihood that your rights under disability laws like the ADA will be protected. In many organizations, HR is best positioned to provide guidance on available accommodations and resources. Unfortunately, in others HR accommodation procedures are extremely difficult to navigate; getting assistance from some of the offices below might be useful.

Accessibility office.

At some organizations, ensuring that work environments meet employees’ needs is the responsibility of a separate office. The accessibility office or officer can help you navigate the accommodation process, ensure that your needs are addressed promptly and effectively, and provide resources and guidance.

DEI or DEIA offices.

While disability is not always prominent among DEI (diversity, equity, and inclusion) initiatives, it is a form of diversity, and disability inclusion is a DEI responsibility. The DEI team can serve as an advocate and ally to promote your well-being and professional growth. This is particularly likely if your DEI office is explicitly responsible for “A,” the accessibility part of DEIA.

Coworkers.

Disclosing your health challenges to at least some of your colleagues allows them to understand any accommodations or adjustments you may need, and this understanding may help them develop a more empathetic perspective. Sharing your experiences with coworkers can also create a network of allies who can offer support when needed.

Disability employee resource group.

An employee resource group (ERG) can connect you with a community of peers who understand your experiences and can offer empathy, guidance, and encouragement. It provides a safe space to share your concerns; work through any feelings of anxiety, self-doubt, or shame associated with internalized ableism; and develop a positive identity around disability, chronic illness, or neurodivergence. Some ERGs also help organizational leadership improve accessibility and accommodation processes and otherwise advocate for inclusion.

Outside disability organizations.

These can range from national to local, and from formal associations to informal groups. Participating in them can validate your experiences, help you feel less alone, and provide many practical tips. For example, the American Lung Association has online mutual care communities, including one for long Covid, and the Long Covid Alliance provides links to a variety of support groups.

Having the backing of your manager, HR, an ERG, and/or multiple colleagues can provide a much stronger foundation for building a positive work environment despite your health challenges. In some cases you may also consider a “radical” disclosure (such as educating colleagues about your condition in a meeting, explaining how it impacts your communication in your email signature, or “coming out” via social media) to both live out your authentic identity at work and help reduce the stigma surrounding health differences. While not without risk, radical disclosure can expand your network in ways that prevent the potentially catastrophic consequences of losing a sole supporter.

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Focus on Strengths

If you decide to disclose a medical condition or a disability, the next step often involves working with your manager, team, or organization to develop a strengths-based plan for your work. The plan should be tailored to what you do best and what you can do well regardless of health challenges.

A comprehensive flexibility framework that I created suggests aligning what people do with their strengths and how they do it with their health needs and energy levels. Rather than focusing on deficits, this approach calls for focusing on what people can do (for example, working on project planning versus attending client meetings, or negotiating over the phone versus doing it in person). Here’s what comprehensive flexibility might look like when applied to a dynamic disability such as long Covid or many mental health conditions:

1. Identify the individual’s strengths and what they can do with or without accommodations.
2. Match their strengths to specific tasks and responsibilities.
3. Ensure access to professional development, accommodations, or tools as needed.
4. Provide maximum flexibility in how and when the work is done.
5. Evaluate, reassess, and adjust as needed.

A version of this approach can even be used by entrepreneurs or self-employed people who are managing themselves. Some adjustments might be more substantial than others, but a strengths-based, flexible approach to work can be a foundation for building a rewarding and productive career even while dealing with health challenges.

Of course, organizations have an important role in helping all talent thrive. Principles for developing flexible organizations and examples of effectively overcoming barriers to disability inclusion are described in more detail in my HBR article “The Radical Promise of Truly Flexible Work” and my book, The Canary Code: A Guide to Neurodiversity, Dignity, and Intersectional Belonging at Work.

. . .

I’m still fine-tuning my own approach to disclosure. As of this writing my neurodivergence is radically shared with the world, but with more-physical differences I am using a network of disclosure at work. Both strategies seem to be working much better than the “quietly pushing through” approach, which on several occasions has led me to the dangerous extreme of overworking while trying to prove myself. They also work better than disclosing only to a supervisor.

You may follow a similar path, or you may not. Disclosure decisions are deeply personal. But it’s important for all of us to remember: Our worth and human dignity far surpass our ability to perform specific tasks. The responsibility for ableist behavior lies on those who exhibit it — not on us. Our health should come before having to prove ourselves to others. Advocating for inclusive workplaces isn’t just about securing accommodations; it’s about creating organizations where every person is valued for their unique talents, experience, and insights. And we all can do our part by validating each other’s experiences and believing each other.