How to manage people with disabilities

In February of 2025, Peak Performers lead a discussion with Disability:IN Central Texas and Disability:IN North Carolina to answer the age-old question “How exactly do you manage people with disabilities?”

Featured Speakers included:

- Myles Wallace, Peak Performers

- Elizabeth Moliter, The Art of Work Consulting

- Beth Butler, Disability:IN North Carolina

- Chauncy Barnhill, Disability:IN North Carolina

Watch the full recap video included here and skim below for answers to some of the most frequently asked questions.

What are people with disabilities looking for in their employers and managers?

People with disabilities are looking for the same thing that any other employees are looking for: they’re looking for opportunities to leverage their skills and education in the workplace, looking for opportunities to grow and develop, and then looking for opportunities for advancement and promotion.

Additionally, people with disabilities are often looking for an environment where they’ll be supported and accepted. 75% of people with disabilities have had an accommodation request denied at least once, and many others feel alone in the workplace. By focusing on building a workplace where accommodations, inclusion, and accessibility are priorities, we can foster an environment where all employees thrive.

As a manager, how do you navigate the perception that an employee is receiving “special treatment” due to their disability accommodation?

It’s important to remind people that performance expectations remain the same for all employees. Accommodations, as requested and deemed reasonable, are provided to individuals to ensure that they can comfortably and successfully carry out the job they were hired to do.

Remind employees that you seek to build a workplace where everyone can thrive and that disability accommodations are available to all employees if and when they may need them in the future.

Remember that protecting the privacy of an individual and their disability or chronic medical condition is paramount to these discussions.

How do you have “tough love” coaching conversations with individuals with disabilities when the disability itself is impacting performance?

A good manager listens while also setting expectations that need to be met. At the end of the day, disability or not, a person was hired based on merit and is expected to perform the essential duties of their job.

Utilize empathy and respect in these conversations to let employees know how valued. Ask them if there’s anything they need to be supported.

Also, good management means not starting with the “tough love” conversations. When relationships are built over the long-term on trust and rapport, tough love conversations become a whole lot easier to handle.

How do you navigate office friction when some employees say mean things about another employee due to their disability?

It’s best to adopt a “zero tolerance” policy and make your expectations clear that all employees will be respectful and professional in their interactions with all other employees, disabled or not.

When issues come up, address it in the moment. Have a conversation with the offending party and outline clear expectations about what they’re doing wrong, what behavior they need to change, and what the consequences are if they do not.

Also: leadership alone is not responsible for ensuring a respectful work environment. As a peer, if you hear or see something that is wrong, address it yourself.

What about people with disabilities getting hurt on the job?

People get hurt on the job every day, and this includes both people with and without disabilities. According to a nationwide study of Walgreens distribution centers, people with disabilities were actually less likely to get hurt on the job, often because they knew the limitations posed by their condition.

We cannot let fear be a driving factor in hiring decisions. Hire the person most qualified to do the job and then trust them when they say that they can do so without getting hurt.

How do you set performance expectations with people with disabilities?

People with disabilities just want to be held to the same standard as any other employee without judgement being rendered on their ability to perform the job duties.

Set expectations like you would any other employee, provide them with the support and accommodations they need, and then hold them accountable for results.

How do you advocate for employees who face digital accessibility barriers?

Accessibility is a business imperative. Technology such as large print, alternative text on images, and disability inclusive UI will benefit not only those with disabilities but all other employees, especially as they may age into acquiring a disability.

When an employee comes to you because they face an accessibility barrier, advocate for them and what they need in order to do their job.

Disability inclusion bottom line

Success relies on a culture built on trust and empathy. Remember that people with disabilities are people first, and they just want to be given the tools and support they need to successfully do their job.

Additional resources for managers

- To get help with accommodations, we recommend askjan.org.

- To learn about disabled employee safety in the workplace, check out this study from Walgreens.

- To learn about the business case for hiring people with disabilities, check out this study from Disability:IN.

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