Editor’s note: Veteran entrepreneur and investor Donald Thompson writes a weekly column about management and leadership as well as diversity and other important issues for WRAL TechWire. His columns are published on Wednesdays. Thompson of The Diversity Movement was named an Entrepreneur Of The Year 2023 Southeast Award winner.
Note to readers: WRAL TechWire would like to hear from you about views expressed by our contributors. Please send email to: info@wraltechwire.com.
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RESEARCH TRIANGLE PARK – According to the CDC, one in four Americans is currently living with some type of disability, meaning that most people are contending with this topic within their immediate family or friend group. Yet, despite its pervasiveness and far-reaching implications, disability does not get the attention it warrants in the nation’s workplaces, whether among frontline employees or board members.
In an attempt to spread awareness, July has been designated Disability Pride Month, which commemorates the passage of the Americans with Disabilities Act (ADA) in July 1990. Despite legislation, guidelines, and increased education on the topic, the employment rate for people with disabilities has hovered at 30% to 40% for several decades – half that of people without disabilities.
There are a myriad of repercussions as a result of this dismal record, including chronic bias disabled people face on the job to increased health risks, including generally higher levels of heart disease, obesity and diabetes. Disability advocate and writer Andrew Pulrang explains that many challenges disabled people face, particularly at work, are related to “accessibility, accommodation, and non-discrimination.”
Donald Thompson
DISABILITY IN TODAY’S WORKPLACE – FEAR AND SILENCE
Pulrang’s ideas are backed by the findings of the 2023 Disability Equality Index survey by Disability:IN and the American Association of People with Disabilities (AAPD). One of the pressing results was that although 93% of employers encourage their employees with disabilities to self-identify, only 4.5% voluntarily do so.
While many DEI efforts focus primarily on gender identity, race and sexual identity, Pulrang suggests “There also should be a more focused effort by employers themselves to reduce the informal stigma against workers self-identifying their disabilities and seeking accommodations. Disability rights protections don’t do much good if, deep down, disabled people don’t believe they will work for them.”
The Disability Equality Index also revealed that just 7% of respondents report disability representation on their board of directors. “People with disabilities are drastically underrepresented in corporate governance,” the report states. “Very few companies include disability in their definition of board diversity, leaving disability out of criterion for nominating of new directors.”
WHAT YOU CAN DO AS A SENIOR LEADER
One of the striking aspects of disability is that it is so prevalent and can happen to anyone at any time, yet we talk about its challenges so little. And disability-based solutions pervade our world – everyone has benefited from tech solutions to help people with disabilities, from voice command technology, like Siri, to ramps and revolving doors. Perhaps we need to recalibrate our thinking from what is required by the ADA to what will allow people to perform their best for themselves and our organizations.
In an increasingly competitive global economy, it is a travesty that some 43 million American adults with disabilities cannot find employment. Our colleagues need our leadership at every level of the organization, from creating more equitable hiring practices to erasing the stigma of asking for accommodations and other workplace resources. The entire country is missing out on the untapped potential people with disabilities bring to the workplace.
The challenge for senior leaders is clear – we need to create safe environments so employees feel they can address their needs without retribution. While you shouldn’t inquire about a disability if the person hasn’t openly shared it with you, you can create a space where employees feel supported and able to ask for what they need to be most productive. If you ask employees to self-identify their disabilities, conditions, invisible illnesses, learning differences, and more, make sure you also explain why their sharing is important – because you are committed to providing what they need for success.
Build a culture of trust and transparency by speaking and acting with empathy and personalizing your leadership style to each person’s strengths and needs. Some employees may thrive with a regimented daily plan of tasks and priorities while others may thrive with flexible work schedules and self-set deadlines. Begin by asking the person for their input on what will help them be most productive. Sometimes, a simple adaptation to their workspace or work schedule can make a big difference, as well as increase their sense of belonging and trust.
One question we hear frequently is, “Should I help an employee with a disability if I see them struggling?” The simple answer is, always ask, especially before you touch them or their assistive devices. Respect each person’s bodily autonomy and privacy, and accept that they will ask for what they need. Even if your heart is in the right place, what you think is helping might actually be harmful.
A point I am always reminded of in my own daily work is to be gracious with myself and others as we learn together. Well-meaning people can make mistakes, but our grace comes in being open to learning, admitting what you don’t know and continuing to move forward. By doing so, you will create a culture of trust for your employees and set the stage for real change.
THE POWER OF INCLUSIVE LEADERSHIP
What we can do to eliminate these obstacles in our own workplaces is to use our inclusive leadership skills to create fair and equitable practices that remove obstacles and empower our teammates and colleagues. Inclusive leadership is critical because it sets the conditions for employees to do their best work, while simultaneously demonstrating the values of the leader and organization.
What we know for certain is that people with disabilities yearn for better opportunities, but are held back by a lack of services and resources that would empower them. According to the World Health Organization, the consequences are severe, including “generally poorer health, lower education achievements, fewer economic opportunities and higher rates of poverty than people without disabilities.”
Yet, as inclusive leaders, we have the authority to integrate DEI into systems, procedures and workflow to help people with disabilities find meaningful employment and ways to overcome the obstacles they have historically faced. The benefits include a more cohesive, efficient workplace filled with people who are more productive, collaborative and have stronger problem-solving and decision-making skills.
About the Author
Donald Thompson, EY Entrepreneur Of The Year® 2023 Southeast Award winner, founded The Diversity Movement to change the world. As TDM CEO, he has guided work with hundreds of clients and through millions of data touch points. TDM’s global recognition centers on tying DEI initiatives to business objectives. Recognized by Inc., Fast Company and Forbes, Thompson is author of Underestimated: A CEO’s Unlikely Path to Success, hosts the podcast “High Octane Leadership in an Empathetic World” and has published widely on leadership and the executive mindset. As a leadership and executive coach, Thompson has created a culture-centric ethos for winning in the marketplace by balancing empathy and economics. Follow him on LinkedIn for updates on news, events and his podcast, or contact him at info@donaldthompson.com for executive coaching, speaking engagements or DEI-related content. To further explore DEI content and issues impacting your work and life, visit TDM Library, a multimedia resource hub that gives leaders a trusted source of DEI content.
