February 2026
To self-disclose or not to self-disclose. That is the question.
In the age of constant information, it is easy to become influenced by others who make a case for self-disclosure of a disability. Context here is important. Disclosing a disability at work is different than disclosing to your best friend.
I can say with confidence that I am wholeheartedly against self-disclosure in the workplace. I used to be on the fence about it but after I disclosed my disability in a promotional interview before being promptly rejected, I realized there are times when keeping things to yourself will serve you well.
It’s a shame that we live in a world where we cannot always be our authentic self. Self-preservation gets put ahead of taking risks. Choosing not to disclose is a rational choice since we live in a society that frequently punishes differences. It’s a strategic move.
How do we change the mindset of disclosure in the workplace?
When I think about structural change, especially in making workplaces more accommodating, I tend to think about cost. The most important thing to a company is their bottom line. Hiring someone with a disability may seem like a liability. One way workplaces can navigate this is by asking a standardized question up front to all job applicants by asking if they require accommodations to do their work. I would rather have an employer normalize asking about needs rather than for them to seem burdened by what they are legally obligated to do anyway.
Another strategy can be for companies to make disclosure low risk by backing it with consequences. In a workplace that actually cares about leveling the playing field, discrimination is not discouraged but penalized. Retaliation is named and punished. Promotions and performance evaluations are audited for bias.
Naturally, it is more difficult to hide a visible disability in the workplace than an invisible one. Visible disabilities can invite questions and curiosity. Having pre-set responses may be helpful in these instances. For example, stating, “I’d rather not get into that, but I appreciate the concern,” could be simple enough. Or factually stating, “Yes, it’s a disability – I’m covered on accommodations. Thanks for checking.”
Attitudes shift when employers view disability as a human condition not a niche identity. Disability is part of the human life cycle. It is something that can happen to anyone. Reframing disclosure helps employers move from “otherism” to “relatability”.
Questions to ponder: Do you support disclosure in the workplace? Where do you think employers get their information about disabilities? What would make you feel safe disclosing a disability at work? What responsibilities should employers have to make workplaces more accessible?