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Podcasts #26C & 26D: You and Your Employer

  • Writer: Lynda Price
    Lynda Price
  • Jul 8, 2024
  • 31 min read

Updated: Nov 6


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There's soooo much information in Podcast #26 that I've split it into 4 parts! Here's more great ideas, including answers for key employment questions and extra scenarios, to make your work life really rewarding.....



Podcast 26C: ANSWERS TO IMPORTANT QUESTIONS
Podcast 26C: ANSWERS TO IMPORTANT QUESTIONS

The topic of Work is central to understanding adults with invisible disabilities. However, you still need much more information if you want to be a successful employee in the 21st Century workplace. To help with that, here's some answers to a few common questions:


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Question #1: What Exactly Are Employers Supposed to Give Me?

 

     After you get up the courage to ask for help, it's important to understand exactly what you're entitled to under federal laws in the United States*. This support is called: equal access and reasonable accommodations. I've already given you examples of accommodations that you can use everyday in Podcast #3. But, how do "reasonable accommodations" apply specifically to your job?

     A good definition of reasonable accommodations is: " . . . any change to the application or hiring process, to the job, to the way the job is done, or the work environment that allows a person with a disability who is qualified for the job to perform the essential functions of that job and enjoy equal employment opportunities. Accommodations are considered 'reasonable' if they do not create an undue hardship or a direct threat" (ADA National Network, 2025).  

     That's a lot of words to understand a relatively simple concept. It helps to have a few examples to illustrate why this is so important. For instance, under the ADA your employer should provide these reasonable accommodations to you as needed: change/revise job tasks; provide reserved parking; improve acces-sibility in a work space; change how key tests/training materials are presented; use a flexible work schedule; supply or adjust a product, equipment, or software to fit your disability; provide support to increase access in specific work related situations; or re-assign you to a vacant position that allows you to use your accommodations and skills (ADA Network, 2025).

     Here's two more examples from JAN (2025): a) An information professional with LD and expressive writing problems needs to research key information for various written reports. A reasonable accommodation is to provide him with software that organizes and prioritizes various ideas, along with a dictionary and thesaurus. b) A stock-person has visual acuity issues due to her LD and can't correctly fill out charts or paperwork in dimly lit areas. Her employer gives her a lighted pen to illuminate the materials and fill out her paperwork correctly.

    As the professionals at JAN (2023) concluded after conducting a 4 year study with employers, there are many benefits to reasonable accommodations. For instance, JAN found that cost was rarely an issue, as 56% said reasonable accommodations cost nothing and another 37% reported a one-time price tag of $300. The employers also reported that providing reasonable accommodations: inproved employee retention and productivity; increased employee attendance, improved co-worker interactions; improved company safety, and fostered more company morale overall. Clearly, supplying something to an employee that costs an average of $0 to $300 is a great investment for everyone.


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Question #2: Why are "Essential Job Functions" Important?


     The answer to this question can be found in another term widely used in the ADA--essential functions. The essential functions (or bare-bones) of a job are basically the glue that make reasonable accommodations work. Fundamentally, essential functions are the most basic job duties that you must be able to perform, whether you have reasonable accommodations or not (Burnett & Frislid, 2025).

     As the folks from EEOC (2025) advise employers: "You should carefully examine each job to determine which functions or tasks are essential to performance . . . Factors to consider in determining if a function is essential include: a) whether the reason the position exists is to perform that function, b) the number of other employees available to perform the function . . ., and

c) the degree of expertise or skill required to perform the function."

    This definitely applies to employees as well. For instance, maybe no matter how hard you try, your dyslexia is interfering with taking phone messages, typing, reading memos, answering client questions, or using certain kinds of technology. If these tasks are part of the essential functions of your job as a receptionist, you should disclose this information to your employer as soon as possible. Or, maybe you have great social skills, but as a construction worker you can't install fixtures or read blue prints correctly due to your LD and problems with left/right orientation. Again, these may be issues on the job that should be addressed proactively--not retroactively--with your supervisor.





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Question #3: Where Do I Go For Help?


    Here's another secret that employers never tell you. If you want to access any of the benefits listed above, you're going to have to get them for yourself (Gerber & Price, 2012). So, how do you do that? I've already devoted a whole podcast (Podcast #22, I've Got a Secret) to this important topic. But, now we're going one step further. How specifically does this advocacy apply to reasonable accommodations and the essential functions of your job?

    As we discussed in Podcast #22, what you tell your employer should focus on three things: a) defining the problem (e.g., the essential functions of your job); b) self-disclosing your invisible disability; and c) suggesting a solution (i.e., the necessary reasonable accommodations). After you've practiced what to say, who do you say it to? That's another hidden piece of the puzzle and it may be as important as the words you're using.

    This will totally depend on your company. For instance, if you work for a large, Fortune 500 firm, you probably want to start with someone in Human Resources. (Remember, not all companies have a dedicated "Disability Office" like you may find in higher education.) If you work in a small business, you could talk to your direct supervisor or your boss.

**Caveat: It's probably not a good idea to a co-worker or peer first, as they will not have the authority to help you. Also, this first conversation could only make the whole process more complicated and risk your confidentiality.

    Once you've made the appointment, you will need to give this person two additional things. First, make your request in writing. Then, be sure to follow up this conversation with a written summary of what you talked about. (These documents give credibility to your request and shows that you are serious.)

    Second, many professionals suggest that you also bring a letter from your doctor verifying your disability, whether you have a visible disability or not. The folks from Equip for Equality (2025) clearly state: "Yes, if your need for an accommodation or disability is not obvious, your employer can ask for medical documents to confirm you have a disability and that you need a reasonable accommodation. . . . Employers cannot ask for a complete medical history. Requests for medical documents can only be to show you have a disability and about your accommodation request."

      These two steps start the whole ball rolling. As HRNasty (2025) emphasize: "If you have a note from the doctor explaining you would work more effectively with a reasonable accommodation, then we just moved into ADA (Americans with Disabilities) territory. Employees with a note from the doctor or that have a disability have rights, and there are laws in place that will protect the employee and ensures the employer makes a reasonable accommodation".

    Avvo (2025) echoes this by saying: "Once your employer becomes aware that you have this medical condition or disability, they are obligated under the law to engage in what is called a 'good faith interactive process' with you in order to determine what accommodations you may need and if they can provide them. The term 'good faith' means that your employer must promptly and honestly discuss your available options and that they cannot simply 'go through the motions' and arbitrarily deny your requests. If you can still perform the essential functions of your job with or without the accommodations, your employer must grant the accommodations unless they can prove it would be an unreasonable financial burden for them to do so. Therefore, it is important that you have a list of essential job functions from your employer that accurately reflects your job description, including the essential job functions".




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Question #4: Why do I feel guilty for requesting accommodations?  


   First, it should be emphasized that what you are requesting are not special "perks", but support and compensation for your disability that you are legally entitled to under both Section 504 of the Vocational Rehabilitation Act of 1973 and the ADA*(Haynes-Lawrence, 2025).

    Second, at least in my experience, it is perfectly normal for individuals with invisible disabilities to feel shame, embarassment, and guilt when self-disclosing or asking for reasonable accommodations. Eagan (2025) describes this feeling well: "I expect workplaces to make (reasonable) accommodations to the work environment. This is something I’ve been encouraged to view as normal and acceptable. . . As is typical for me, I have felt heaps of unnecessary guilt over accommodations, even when they are deemed 'reasonable'. . . .When people go above and beyond the call of duty for me, I feel grateful (healthy) and horribly guilty (unhealthy). Instead of simply thanking people and getting on with things, I waste time and emotional resources worrying about how undeserving or inconvenient or high-maintenance I’m being . . . But should I feel guilty? Most people seem to think I shouldn’t. Accommodations are there for a reason, and in many cases they are universal enough to be made into policy and/or law." (**Note: Eagan is referring to his visual impairment, but I have heard this sentiment many times with folks with invisible disabilities as well.)

    Another powerful emotion that many adults with disabilities feel when asking for reasonable accommodations is a sense of shame that may be reinforced by the reactions of others around them. Kleinfeld (2022) describes her own experience: "My colleagues and I who have accommodations to attend meetings remotely are regularly asked to 'make an effort' to attend face-to-face. The implication is clear: if you use your accommodation, you are not making an effort." She later adds: "When people do use their accommodations, the culture of shaming can show up in disgruntled whispers of colleagues who ask incred-ulously, 'What’s their disability?!' or comment, 'I wish I didn’t have to attend in person!' or 'It’s inconvenient for me, too, but I manage it.' ” She concludes: "Accommodations are not about convenience, laziness, motivation, engagement, or priorities. Accommodations acknowledge differences in bodies and neurology. My glasses are technically an accommodation, not something I use because they are convenient or I am lazy. Glasses are commonplace enough that we don’t typically recognize them as an accommodation. Surely, a supervisor wouldn’t ban people from wearing glasses to a meeting."

      Bennett (2024) sums up this dilemma nicely when she says, "I recommend asking for what you need. Shocking . . I know. How many of you immediately said… 'I could never do that'? If I asked for help, they would think I’m weak, couldn’t do my job, or there is something wrong with me."

    While those ideas may cross your mind, or others may voice those thoughts aloud, that's not the real issue. It helps to stay focused on this question: Do you need help or not to meet the requirements of your job?  If so, forge ahead. Talk first to someone you trust. Share and confront your hidden shame and guilt with them. Then--move beyond it. Tell yourself: "This is just another speed bump in the road to a successful career. I've done this before and I'll probably end up doing it again. But at least, now I know how to do it!"


  



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Question #5: Can I get fired or laid off?

  

     Of all of the questions in this section, this one is the hardest to answer. I am not a lawyer, so what I have been telling you is NOT legal advice.  However, based on my own experience and everything I've ever researched on this topic, one theme remains clear. Each experience, each employer, and each employee with disabilities is unique. As there are so many factors that play into every situation, you will always be problem-solving from scratch (Roop, 2000). My one suggestion is to look at the law*.

     Here's what I understand about the law*. The ADA was written to give equal access and protect individuals with disabilities from discrimination. This may include circumstances where employers fire or refuse to hire someone based solely on their disability. Additionally, be aware that the disability cannot be so serious that it will cause undue hardship to the employer and/or cannot be reasonably accommodated in the workplace. In other words, if your disability so strongly impacts your performance that you can't carry out the requirements of your job--even with reasonable accommodations--your employer may be justified in letting you go. As Zatuchni (2025) explains, "While the ADA and state laws protect individuals with disabilities from discrimination in the work-place, it is essential to distinguish between performance issues caused by a disability and unrelated performance issues. Employers have the right to set performance standards and take appropriate disciplinary action if an employee fails to meet those standards, regardless of their disability."

      Just remember that the employer has the burden of proof to show that your disability is the primary issue. If you still feel that you have been discriminated against solely because of your invisible disability, you may want to consult with an Employment Lawyer about the ADA. Or, you can file a complaint with your State's Fair Employment Practices Agency or the Equal Employment Opportunity Commission (EEOC)*. This decision is totally up to you.

   The situation may be similar if you are laid off due to down-sizing or company re-structuring. This can happen because of: mergers, cost-cutting, revised business strategies, or recessions. You could also be let go, along with other employees without disabilities, for such legitimate business reasons as: poor financial decisions, improving overall profit and efficiency, financial instability, or unstable economic and market conditions.

   I think the folks at JAN (2025) say it best: "When deciding to layoff employees, employers need to make sure that their decisions are based on business needs, rather than on a desire to get rid of employees with disabilities. Although the ADA protects individuals with disabilities against discrimination on the basis of disability, employees with disabilities are not protected against non-discriminatory layoffs. For example, employers can base their layoff decisions on such non-discriminatory criteria as productivity, seniority, or job category. However, if an employer bases its layoff decisions on productivity of employees, it cannot penalize employees for accommodations provided under the ADA."

    Unfortunately, downsizing is often a normal part of life in the 21st Century. If this happens to you, you can decide to pursue legal action if you think you've lost your job specifically because of your hidden disability. Just remember that there are no guarantees. The choice is clearly yours to make.





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Question #6: Is it Really Worth It?


    The previous answers to all of these questions may seem mind-boggling at first. In my experience, very few people with invisible disabilities are totally prepared to take these risks in the workplace. It's logical to ask yourself, "Is it really worth it?" The answer to that question again, totally depends on you.

     Clearly, one size does not fit all. Each employee and each work situation is unique. Adults have told me about some employers who were wonderful and supportive when approached with requests for reasonable accommodations. Others--not so much. A few employers already knew something about dyslexia, LD, or ADHD; often because of children, family members, or friends with these disabilities. However, others initially will have absolutely no idea what you're talking about, becoming surprised, confused, or blind-sided by the request. These employers may focus on one thing: What's my legal obligation? In addition, ignorance and confusion can be multiplied by mis-communication or negative stereotypes held by co-workers, direct-line supervisors, clients, and others on the job. So, it's up to you to carefully analyze each situation, in terms of the many advantages and dis-advantages of taking the next step.

    The professionals at Partners Resource Network (2025) are very clear about the dis-advantages of self disclosure and requests for accommodations. They caution: "It can lead to the experience of exclusion. It can lead to you being treated differently than others. It can bring up conflicting feelings about your self-image. It can lead to your being viewed as needy, not self-sufficient, or unable to perform on par with peers. Disclosing personal and sensitive information can be extremely difficult and embarrassing."

    These issues can be so powerful that Griggs (2022) reports: ". . . in a survey of more than 1,000 employees with dyslexia, three out of four people (75%) said they hide their dyslexia from hiring managers for fear of being put at a disadvantage. Much of this fear is born from years of bad experiences in the school system. People with dyslexia who have been judged, punished, or held back for their difficulties with skills like spelling or grammar in the classroom may be less confident when entering the workforce".

    That's why it's critical to carefully read the work culture around you before you self-disclose anything about your disability. As Susan (2021) explains, "There are multiple reasons for the chances of self-disclosure taking a wrong turn. Organizations that do not value the mental health of their employees, either considering it as burdensome to deal with or [are] uninformed, expecting the employees to 'leave your emotions at the door', a carceral work culture, i.e. punitive systems in place, etc." She then cautions, "Wait and observe the organization’s culture and colleagues; Try to get familiar with your environment."

    Two adults share her concerns. Neither_Bluebird_645 (2025) states: "I'm a lawyer. I don't disclose. I don't do it because people assume you're a liability or incompetent, or you can't control yourself." Fit_Preparation_6763 (2025) echoes: "I'm an engineer. I have disclosed to a few trusted coworkers, but not to the company officially, and frankly wish I hadn't even done that. That information will never be used by someone else to help me, but it can be used against me, even if only in the form of subconscious bias." It's important to take the time to ask yourself: "Will I still be respected as an employee?" "Will my boss and co-workers still support me?" Remember: only you can test the waters first and then decide what to do next.

    While all of these risks can seem daunting, the long-term effects of not asking for reasonable accommodations are even more negative. Disclo (2024) stresses that: "Employees who do not receive necessary accommodations are 5x more likely to report significant drops in productivity compared to those who do get the support they need. Gallup found that disengaged employees are 18% less productive than their engaged counterparts, leading to missed deadlines and lower-quality work. Additionally, disengaged employees take 37% more sick days, further disrupting workflow and increasing business costs." He concludes: "In a McKinsey study, 41% of employees [with disabilities] reported feeling under-valued or unsupported, with many considering leaving their jobs as a result. Feeling supported, acknowledged, and a sense of belonging is crucial in the workplaceand accommodations play a key role in fostering that environment"

    It's true that there are multiple reasons why not to self-disclose and ask for reasonable accommodations. But, don't forget the benefits either. For instance, if you do self-disclose, no matter how risky it feels, you could be glad in the long run you that you took the gamble. For example, self-disclosure can: improve work relationships, measurably improve your job performance, and facilitate trust. It may also encourage you to stay at your current job, instead of going through the hassle of looking for new employment. Other advantages include: improving communication, building trust, encouraging reciprocity, plus increasing your own self awareness (HireAbility, 2025; JAN, 2025).

    Morgan (2021) gives you this final reassurance: "Starting the conversation about reasonable accommodations can be daunting, but if you are clear in your request, provide the appropriate documentation, and have the courage to broach the topic in the first place, it’s likely that the outcome will be positive." When you're ready, give it a try!

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Podcast 26D: Scenarios and Tips
Podcast 26D: Scenarios and Tips



Scenario C
Scenario C

Benny is into whole foods and clean eating. Like--definitely into clean eating. He is constantly lecturing his family about why they should eat "healthy" with less junk food, processed meat, or sugar. His job at a small, local health food store is his favorite place to be because he can talk to the customers or staff all day about what to eat and why. Benny is a very social guy. Nothing makes him happier than consulting with customers about fresh strawberries or exploring unprocessed foods and their benefits. In fact, Benny met his new boyfriend Jay over the organic carrots and they've been dating ever since.

    Benny likes the health food store for another reason. Due to his dyslexia, he dropped out of school in the 10th grade and can't read or write beyond the 3rd grade level. He was so grateful when they offered him his first job as a stock boy. Benny's done great at work ever since. He even survived a series of layoffs two years ago because the computer and the cash register do all the work for him. Plus, Kenny's positive attitude and wonderful social skills have made him a valued employee. So, why rock the boat and ask for help?

    However, there may be trouble in paradise. Benny has suffered from severe migraines since childhood. Now, they're getting worse. The medication just doesn't seem to help much any more. Benny is absent more and more, as he sometimes has between 8 and 12 migraines a month. He frequently tries to "work through" the pain, fatigue, nausea, and sensitivity to light or sound, but it's really hard to do. If he makes too many mistakes on the job or leaves work early, he just tells people that he "has a headache". Lately, he's had to leave work or be absent about 4 times a month. His Supervisor and peers were sympathetic at first, but now are starting to question his tardiness, absences, and poor work performance. Where does that leave Benny?

    In trouble, for sure. His recent performance evaluation didn't go well and Benny clearly didn't want to tell the truth to Sandy his Supervisor, who has always been a good friend and mentor. He just kept promising to try harder but Sandy is more confused than ever. She knows something is clearly wrong with her friend, but how can she help if he won't tell her? Plus, Mr. Martinez, the big boss, is pushing her to let three employees go as a cost-cutting measure. He's starting to closely monitor those employees who are doing poorly on the job. Sandy's afraid that Benny's name is on the list. So, what can Benny do to save his job? He never graduated from high school and can barely read or write. What does his future look like? He definitely needs help, but what's next?

                                            

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Scenario D
Scenario D

Susie has always been able to sell anything to anyone at any time. While she enjoyed the money and the travel in her previous sales jobs, she was really excited to get an entry-level position at a nation-wide media company with both radio and TV stations. She was lucky enough to start out with a great mentor in her first position. Susie's determination, hard work, and enthusiasm got her glowing performance evaluations. As the company grew, she eventually replaced her mentor as the Supervisor and continued selling radio and TV advertising time to clients all over the world.

     Susie loved the challenge of establishing rapport and then figuring out the needs of each company. The real fun was creating her pitch to individual clients and closing the deal when she was successful. She was so good at her job that she was promoted twice in three years and won two awards for highest sales in her group. Everyone kept congratulating Susie for a job well done.

     While Susie loved the fame and glory, she was smart enough to realize that a lot of her success was due to Alice, her assistant. Susie had always been the super-creative,"big picture" person, while Alice did all of the grunt work and figured out the details. They made a great team. Susie made sure that Alice shared in the rewards and that they always rose in the company together. This system worked just fine until Susie won a trip to Hawaii for an exclusive seminar for managers only. Without her knowledge, she had been nominated by a colleague who told her this would reflect really well on her company and assure her even more promotions in the future.

    Susie was both excited and scared to death. Now, her big secret will finally come out. Due to her dyslexia and ADHD, Susie had really, really poor time management and organizational skills. She was barely able to fill out any of the forms or other paperwork necessary for advertising sales. At times, she couldn't keep appointments straight or meet important deadlines. She almost missed a few flights because she got on the wrong airline and twice she went to the wrong hotel in a new city. That's when Alice always came to her rescue. It was Alice that made sure Susie knew about various travel arrangements and kept her calendar. Alice organized all of the forms, receipts, and time logs, with multiple copies if needed. She kept everything running as smoothly as possible for three years, with no one suspecting how this arrangement worked.

     What's Susie going to do? She's so flattered to get this huge opportunity. Finally, her career is really on the fast track. But, how can she handle a two week seminar across the country without Alice? Now, she's genuinely worried and can't sleep at night. Something very bad is going to happen soon....


Tips and Tricks


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Tip #3: How To Cope Before You're Let Go

Anyone will tell you that one of the worst times in their lives was when they were fired--or laid off--from their job. As the folks at the Crossroads Church (2025) explain: "Finding yourself out of work is scary and painful. It’s like a double punch in the gut. First, you question everything you thought you knew

about your plans, your purpose, and your future, and then you wonder how you’re going to pay the bills. . . The truth is, shift happens. Typo intended. Things change. Life moves. Circumstances outside of our control can move our life in a direction that we did not intend nor desire. The question in the midst of one of these shifts is—what will I do with what I can control (without losing

myself in the process)?" Smith (2025) adds: "Whether you’ve been laid off, downsized, forced to take early retirement, or seen contract work dry up, losing your employment is one of life’s most stressful experiences. Aside from the obvious financial anguish it can cause, the stress of losing a job can also take a heavy toll on your mood, relationships, and overall mental and emotional health.

Our jobs are often more than just the way we make a living. They influence how we see ourselves, as well as the way others see us. Even if you didn’t love your job, it likely provided you a social outlet and gave a structure, purpose, and meaning to your life."

While this kind of intense stress can happen to anyone, it often causes double stress for people with disabilities. As Reid (2025) says, "People with disabilities tend to have a harder time finding jobs than their peers. For example, in the United States, only about 19 percent of Americans with a disability were employed in 2021." This shocking statistic is due to the barriers that people with a variety of disabilities continually face in the workplace. Examples are: anxiety/lack of confidence, difficulty adapting to new limitations, difficulty finding new job opportunities, physical barriers, inflexible work patterns, or [negative] attitudes of employers or coworkers (Reid, 2025). If you're let go for any reason, as a person with a disability, you will face the triple whammy of shock, stress, and anxiety while simultaneously facing an uncertain future. This is especially true in Benny's case in Scenario A.

Benny's situation is interesting because it is totally different from all of the other scenarios that we've discussed so far. Totally by accident, Benny found a job where he really didn't needed accommodations for his dyslexia--they were already built into his workplace. For instance, he had significant academic issues due to his dyslexia (i.e., reading, writing, and math). However, his essential job functions were primarily customer assistance and support; areas that he's already really good at due to his enthusiasm and great social skills. In addition, when it came to checking out customers, ordering new items, or stocking shelves, the accommodations he needed were already there. Such support as computerized programs with bar codes and a Square POS cash register gave him all the assistance he needed. So, Benny never had to self-disclose his dyslexia or ask for any reasonable accommodations.

On the other hand, he never received any support for his secondary disability--his chronic migraines. Benny's frequent absences and recent poor performance on the job were directly due to this disability. Since he never asked for help with his dyslexia, he's hesitant to ask for help now. Obviously, it's the migraines, not his dyslexia, that are directly interfering with the essential functions of his job.

It should be stressed that Benny's reluctance to ask for help is not unusual for people with invisible disabilities. As the folks from Understood (2025) explain, "[A] new survey found that most respondents [69%] know that employers are required to provide accommodations to employees with disabilities, yet six in ten [60%] feel there is a stigma around asking for support. . . 59% worry that disclosing this would have a negative impact on their career." These educators also reported another disturbing trend: "Among all respondents who requested an accommodation, nearly 1 in 4 [23%] said they lost their job or were demoted after asking".

There's definitely a real risk here--and Benny knows it. But, what's his choice? Lose a job that he loves and already does really well? Quit before he's fired and move into a very competitive job market when he can barely read and write? Or, self-disclose to folks in his current position and hope for the best?

It's ironic, because this is one time that Benny has a huge advantage in his corner. He already knows the work culture and believes that he has a great goodness of fit. He also has a wonderful track record with this company. This was proven when he kept his job after the last round of layoffs. Plus, he has a supportive, caring Supervisor who has always been a mentor and cheerleader for him. But, Benny's definitely at a crossroads. Should he finally come out of the shadows or not? The folks at CHADD (2025) give two, important reasons for self-disclosure: a) If you're going to lose your job because you haven’t received the necessary accommodations for job success, or b) If you are about to be fired due to poor performance issues. Both clearly describe Benny.

Benny confided his problems to his sister and Jay, who both urged him to come forward. Once he got over the initial fear and anxiety, he realized they were right. He really, really liked this job and he really, really wanted to keep it. So, Benny did his homework and prepared to talk to Sandy. First, he defined the problem by listing the essential functions of his current job. Second, he figured out how to self-disclose both invisible disabilities; his dyslexia and the chronic migraines. Third, he came up with some creative solutions (reasonable accommodations) to turn his poor job performance around. Then he rehearsed all of this with Jay and finally set up a meeting with Sandy.

They went out for coffee after work and Benny took a deep breath and self-disclosed to Sandy. He gave her a letter from his doctor about his migraines who said it was definitely time to try new medications that could provide him with some relief. He also shared previous documentation from his high school about his dyslexia. Benny emphasized that he had been very successful at his current job without any support for his dyslexia. He really loved where he was working and wanted to keep growing with the business. However, he was requesting a few reasonable accommodations for his chronic migraines.

First, he had already started making a "migraine plan" with a migraine specialist to explore new medications and figure out the triggers for his headaches. Second, he would keep an emergency pack in his locker to include rescue migraine medications, a snack, a drink, heat packs and ear plugs. Third, if he was temporaily unable to be on the floor with a customer, he would ask another employee to cover for him and then return after his break. Fourth, he was adamant that he make up any extra time he missed due to his migraines. For example, he was more than willing to make up the time by coming in for unpaid overtime on nights or weekends. Or, if he had to go home, he would cover later for anyone else who had to leave work early or couldn't come to work at all. While discussing these options with Sandy, Benny took notes throughout their conversation and gave her a copy for her files. Sandy said she would talk to her boss and get back to him. When Benny went home, Jay cooked him a wonderful meal and they both kept their fingers crossed.

Sandy met with Benny a week later and had good news. She advocated for him as a great employee with a previously spotless work record. Since Benny's suggestions didn't cost the company anything, she thought they were reasonable and could easily be implemented. Plus, it was much cheaper to keep Benny than to hire someone else and train them from scratch. Sandy's boss agreed and gave the green light for the accommodations. He also admitted that his brother had dyslexia, but had never received help, so he was willing to support Benny on a trial basis. He took Benny's name off the firing list and gave Benny three months probation to see if things improved if he used the accommodations.

With Sandy's permission, Benny talked to the other two other grocery clerks, who hated sweeping, moping, and keeping up the displays. He offered to do that for them if they could cover for him during an attack. Both were so glad to let go of the constant cleaning that they readily agreed. Benny only had to go home sick twice during his probationary period, as he and his doctor worked out some stronger medication that finally seemed to be helping. To make up for those days and any other hours he missed, he readily agreed to cover for another employee who was 8 months pregnant and needed bed rest. At the end of Benny's probationary period, he again received glowing reviews from Sandy and was asked to meet with Mr. Martinez himself. Benny told him how grateful he was for his job and the extra accommodations. Mr. Martinez congratulated him on his improved work performance and even encouraged him to go back to school to get his GED. Benny promised to check that out right away. Now, with Jay's help, he's going to Night School to get his HSE diploma.

Benny's story is definitely a successful one that contains lots of useful ideas for you if you currently have great goodness of fit wherever you work. On the other hand, what if your situation is different? Perhaps, you look at your work culture and know it's never going to support you and your hidden disability. Or, maybe the writing is clearly on the wall, and no matter what you say or do, you and other employees without disabilities are going to be let go. If that applies to you, here's a few tips from various professionals that can help you prepare for this next transition.

First, prepare yourself financially (Ameriprise, 2025). No matter what your situation, you should plan ahead by increasing your cash reserve, paying down debt whenever possible, and looking for ways to cut expenses. Next, check out your employee benefits, while you still have them (i.e. unused vacation days, life and disability insurance, prescriptions, medical care, EAP counseling, etc.). Also, acknowledge your feelings and take care of your physical and mental health (Crystal, 2021). In addition, read the ideas found in Tip #4 below to get your head back into the game as you push ahead to find your next job. Just remember whether you've got great goodness of fit, or work where that doesn't exist, you have options to protect yourself and even grow where you work.





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Tip #4: Getting Your First--Or Next--Job

Did you know that the average person will have 12 different jobs during their lifetime? Read that again, because that should be a wake-up call for you. (Kurtuy, 2025). If you have a job you like right now, enjoy it while you're there. Or, if you have a job you hate, not to worry--there may be another one around the corner. It also underscores this important insight if you have an invisible disability: you will always need to know how to hunt for jobs. Those skills will never, ever go out of style.

That's why I wanted to add these tips to your repertoire. They come from Dale Brown's amazing book on employment Job-Hunting for the So-Called Handicapped (2001) and are specifically focused on people with disabilities.

She talks a lot about using "creative job hunting" which is vital for people who may already be at a disadvantage due to their hidden disability. As she says, "When it comes to getting a job, in some ways, your task is basically the same task faced by a person who does not have a disability. You are a person with strengths and talents to share . . . Yet, in other ways your task is very different (Bolles & Brown, 2001). Here's some examples of what she means.

Brown starts by explaining that, ". . . you already have a job--the job of looking for a job" (Bolles & Brown, 2001, p. 17). She goes on to describe the traditional system to find a job: "looking only for 'openings' and then competing with others for them. Or sending your resume out to employers and hoping they'll call you. . . You are taught what we call the 'numbers game' " (Boles & Brown, 2001, pp. 40-41). Other typical approaches include: scanning the internet for job postings; relying only on online job boards; applying to jobs you're not qualified for; emailing mass online resumes to answer any vacancy ad; or using private employment agencies or search firms to help you get interviews. These ideas may work for some people, but are still examples of the "numbers game" and often lead to more frustration and disappointment (Adler, 2017; Fuhr, 2023; Reditt, 2023; USAgov, 2025).

Instead, Brown suggests that you use "creative job hunting" to maximize your potential as a person with an invisible disability:


  • Talk to everyone you know to get any job leads

  • Set up visits with employers through family, friends, or colleagues

  • Research companies you feel may have goodness of fit

  • Make cold calls asking if they will have any openings for your position

  • Join a group of job hunters or a job club

  • Network, Network, Network!


It should be stressed that Bolles and Brown (2001) say this approach has an 86% success rate.

You can also use other ideas that we've talked about in previous podcasts. They include: being honest about your strengths (and issues), while applying them specifically to employment; maximizing your soft skills, as well as your hard skills; working extensively on your oral, written, verbal and non-verbal communication skills; practicing effective listening skills; using all types of feedback; utilizing your local college/vocational school career center or local job fair; getting internships; doing volunteer work; or working with a mentor. You can also return to school for more education and ask your instructors or tutors to keep an eye out for any contacts or jobs to get your foot in the door.  

All of these tips are critical steps to be proactive and get employed again as soon as possible. However, these suggestions assume that you left your job in good standing. Maybe, you decided on your own to voluntarily to leave your job. Perhaps, you were let go because of company issues that are not connected to your job performance (i.e., downsizing, company take-overs, employer bankruptcy, etc.). Unfortunately, we see a totally different case with Susie in Scenario D.

Susie's premonition came true in the very worst way. She flew to Hawaii for her big seminar with high hopes. But things soon began falling apart. For instance, when she checked into her hotel, she realized that she'd deleted half of her paperwork, including materials for an important presentation. She frantically called Alice, but was told that Alice had been diagnosed with severe COVID and was now hospitalized. Susie suddenly realized that she was totally on her own for the first time.

As a result, Susie started showing up late for sessions or totally missing appointments and informal gatherings with the other participants. The lectures were fast-paced and full of complex vocabulary that Susie had never heard of before. She couldn't read many of the materials and took out her anger on her peers when assigned a group project. She was given a huge notebook full of handouts, charts, and narrative that she couldn't understand, along with other materials that she had no idea how to organize. Susie was so embarrassed and frustrated that she totally gave up and flew back home four days later.

As soon as she showed up at the office, she was immediately called in by Byron, her Supervisor. That's when Susie totally lost it. Byron understandably asked what happened, but that trigger set Susie off. She yelled, "Nobody understands me but Alice!" Susie turned on her heel and stomped back to her cubicle, where she gathered up a mound of unfinished paperwork. She shoved it all in a bag and returned to see Byron, where she dumped everything on his desk without warning.

"Now, do you see what I'm going through?"she yelled. Byron was so startled and confused, he asked Susie: "What are you talking about?" When Susie told him it was her dyslexia and ADD, he asked, "Does that mean you're retarded?" Susie screamed back, "How dare you say that!" Things went downhill from there. Bryon informed Susie that he was sorry they had ever given her such a public opportunity to represent the company. He then fired Susie on the spot.

When Alice finally returned, she too was called in to see Byron. After that meeting, she was given two weeks unpaid leave and a letter of reprimand for doing someone else's job. She was also transferred to a new department, where she was able to work well with her boss and finally promoted. Things didn't go so well for Susie. She tried starting her own consulting business, but couldn't make it work. Now, she's broke and trying to sell furniture at a big box store. She's still unsure why she got fired and is contemplating hiring a lawyer.

Susie is clearly in a different position than the other employees in the previous scenarios. She was not fired specifically because of her disabilities, but for insubordination and dishonesty. This is a critical distinction. As professionals from California Labor Law (2025) carefully explain: "Employers are not allowed to discriminate based on this person’s dyslexia or learning disability. Discrimin-ation in the workplace occurs when an employer treats someone differently or unfavorably because of their condition . . . For example, if you are up for a promotion or raise, and your employer happens to find out that you have dyslexia, your employer cannot overlook you simply because you have dyslexia. They must treat your advancement with as much weight as others who are also being considered".

There's also another important point to consider carefully. Clearly Susie's dyslexia and ADHD were issues in performing the essential functions of her job. Susie was her own worst enemy. Because she never self-disclosed either her dyslexia or her ADHD, her employer was not obligated to provide reasonable accommodations for either condition. She was on her own. So, Susie paid a heavy price and has still not recovered from the damage to her life and career.

    The jury's still out as to what will happen to Susie in the future. Sadly, her story contains a few mistakes that we can all learn from. First, when she started having initial problems at work, she never self-disclosed to get accommodations for the "essential job functions" of her job. Second, without meaning to, she ended up relying on Alice to do most of her work. Third, she had a melt-down in her Boss's office which led to her termination. Fourth, she now carries the reputation for lying and dishonesty, which will follow her throughout her career. This also led to a really, really bad job recommendation, from which she has never recovered, as she seeks future employment. Fifth, even now, as Susie is trying to re-build her career, she continues to deny that her dyslexia is an issue in the workplace or that she needs help. While she may be able to cope in some situations, she refuses to admit that it can only lead to disaster in others.


    We can all criticize or sympathize with Susie, but remember that each job situation is unique. It's up to you to decide what you want and need in the workplace. You may be like Mindy and find the necessary support with a helpful boss or company who respects your invisible disability. You may be like Benny. He learned the hard way about his dual disability by nearly losing his job. However, he was able to turn things around with a supportive supervisor and a spotless work record. Or, you may be like Susie who never faced reality--and continues to take the hard road, no matter what has happened to her.

    Your future is up to you. Just educate yourself--and good luck!






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