In the midst of the ongoing Covid-19 pandemic, the topic of illness has become a regular part of workplace conversations. It's actually quite encouraging to see that discussing health matters at work is becoming more normalized. However, this shift brings about new challenges for managers. On the flip side, it also presents an opportunity for organizations to enhance their support systems, accommodations, engagement, and overall enablement for all employees. It's highly likely that you either work with someone who has a chronic illness or will experience it yourself at some point. Shockingly, over a third of Europeans aged 15 and older and almost 60% of adult Americans live with at least one chronic illness. These conditions can range from Chronic Kidney Disease, arthritis, musculoskeletal pain, and diabetes to asthma, migraine, blood disorders, cancer, heart disease, irritable bowel syndrome, autoimmune diseases, and various mental illnesses such as depression and severe anxiety. It appears that a significant number of individuals hold the belief that their leaders are ill-equipped to provide the necessary support for employees dealing with serious and chronic medical conditions. Astonishingly, close to 90% of these individuals also express concerns about their own ability to offer support in such situations. This lack of preparedness stems from a dearth of awareness, understanding, and effective resources. Drawing from our experience in assisting individuals with chronic illnesses, we have devised a set of strategies to help leaders gain a better understanding of and provide appropriate support for employees facing chronic illnesses.
Being diagnosed with a chronic illness is a life-altering experience that shakes you to the core. Suddenly, you find yourself grappling with questions that challenge your very identity. Who am I now that I have this illness? How does it change my life, my future, and my career? Coping with these uncertainties can be overwhelming, triggering a profound sense of grief for the life you once had, the abilities you've lost, and the person you used to be. Adjusting to this new reality becomes a journey of trial and error as you navigate the complexities of managing your energy for optimal productivity. It often demands significant changes to old habits, self-expectations, and work methods. It's crucial to understand that individuals with chronic illness are not lazy, incompetent, or lacking motivation. However, they constantly worry about being perceived as such. The weight of societal stigma and negative judgments burdens them with guilt, fearing they may be seen as weak or incapable of carrying their fair share of the workload. They hesitate to ask for accommodations, fearing it may hinder their chances of promotion or leadership opportunities. Would their peers perceive them as feeble, constantly whining, or instantly unfit for a promotion or leadership position? Is it genuinely comprehended by others that although they may not always be able to keep up with the average individual's level of energy and productivity, they are still committed to their job?
Furthermore, effectively managing one's energy becomes a matter of survival when living with chronic illness. The relentless and incapacitating fatigue that accompanies these conditions often hinders one's ability to perform daily tasks. A concept frequently embraced by individuals with chronic illness is the renowned "spoon theory" by Christine Miserandino. This theory likens the energy reserves of those with chronic illness to a limited number of spoons. Each activity, no matter how simple, depletes these spoons. Once all the spoons are used up, there is no energy left to spare. It is crucial to understand that individuals with chronic illness are not unwilling to work; rather, they are physically incapable of doing so without risking their well-being.
When you stumble upon an employee with a chronic illness, it can be quite a conundrum. What's the right course of action? Should you even get involved? How can you ensure an inclusive work environment that values the whole person, including their illness? Chronic illness is an incredibly personal and sensitive matter, and different individuals may have varying comfort levels when it comes to discussing it openly. Rather than directly probing an employee about their condition, provide them with an opportunity to share their needs and how you can support them in maximizing their involvement. To approach this topic with more assurance and compassion, here are a few handy pointers.
- Manage your own emotional response. Learning of an employees’ illness can bring up uncomfortable emotions in yourself. You might experience sadness, worry, frustration, pity, fear, or even helplessness. These are your own emotions and not the responsibility of the employee. It’s also not uncommon to feel some level of envy for the perceived “perks” that the person with chronic illness is offered. Envy may be a sign that you need to take better care of yourself at work. If you (or your colleagues) are envious that someone with a chronic illness takes a full lunch break, works from home, or has flexible hours or a better office chair, consider what it is that you need to best take care of your own energy and balance, and consider discussing this with your own manager. Challenge and update your assumptions about what’s “normal.” Reflect on your assumptions and expectations of their abilities when assigning tasks and deadlines. For example, assuming your employee should be able to do something after they’ve communicated that they cannot, or offering advice about how they should best manage their illness, is a sign that you may not truly understand the limitations they’re facing. To cultivate your own empathy and understanding, consider what information you need to know, read, and research to understand their experience. Also, reflect on what beliefs or values you hold that may be confronted by their behaviors or their illness. One chronically ill woman we interviewed was told by her colleague, “I don’t really believe in being sick, it’s all ‘mind over matter.’” Working with chronically ill colleagues is an opportunity for you to grow and develop as an inclusive leader. It’s also important to challenge your team or organizations’ assumptions about what constitutes “great work.” In a society that increasingly values and even celebrates cultures of overwork and pushing yourself to your limit, to someone with chronic illness, this is not only impossible, but it’s dangerous and can even be life-threatening. As a leader, ask yourself, what and who do you celebrate at work? Do you find yourself valuing the people you see answering emails at midnight, pulling all-nighters, or boasting about a 70-hour work week like it’s a badge of honor? How can you celebrate the contribution of all employees? Ask questions, and be open to learning and adapting. It’s important to educate yourself about chronic illness so you can create an environment that accommodates the needs of all of its valued and diverse employees. This can start with some basic research on chronic illness, reaching out to HR to understand the services available to managers and employees, then progressing to having a one-on-one conversation. Importantly, do not bring up the illness in group meetings or public situations unless the person with the illness invites and initiates the discussion. If you’re not sure how to start, you might ask your employee what they think you should know about their illness. What needs to be accommodated? What have they learned about themselves and their abilities in managing their illness? Sometimes very small changes can make a huge difference, both physically and psychologically. In doing this, you’re allowing them to impart some of the wisdom they’ve gained about their own unique situation. Each person will manage their illness differently so as to minimize its impact on their work. If you work together closely, you might also ask them if they’d like to make space to discuss their illness periodically. For most, the illness will change day to day and year to year. Developing trust and a language around constructively managing the illness in the workplace demonstrates that it’s okay to enforce their own boundaries and limitations and adjust their needs over time. Finally, there are hidden opportunities for leaders and their organizations in addressing and accommodating employees with chronic illness. Health, wellness, and energy management is an important and unaddressed need of all employees. The chronically ill often become masters of self-awareness and energy management; in order to continue to do their best work, they’re forced to know and advocate for their well-being needs. Their experience can offer valuable lessons to colleagues — those who are currently “able” and those who may be confronted with their own chronic illness in the future.
- Regulating Your Emotional Response: When faced with news of an employee's illness, it's natural to experience a range of emotions like sadness, worry, or even envy. Remember that these feelings are your own and not the responsibility of the employee. Envy might indicate your need for self-care at work. If you find yourself envious of accommodations granted to someone with chronic illness, consider discussing your own needs with your manager.
- Questioning Assumptions: Challenge your assumptions about what's considered "normal" when assigning tasks and deadlines to employees with chronic illnesses. Avoid assuming they can perform tasks they've communicated difficulty with or offering unsolicited advice. Seek to understand their experience by educating yourself and reflecting on your own beliefs. This is an opportunity for personal growth as an inclusive leader.
- Redefining "Great Work": Reevaluate your definition of "great work," as celebrating overwork might not accommodate employees with chronic illnesses. Reflect on who and what you celebrate in the workplace. Consider how to value all employees' contributions.
- Being Open to Learning: Educate yourself about chronic illnesses to create an accommodating environment for all employees. Start with research, reach out to HR, and have private conversations. Avoid discussing the illness in public unless initiated by the employee. Ask the employee what you should know and what accommodations are needed. Small changes can be significant.
- Establishing Communication: If you work closely, inquire if the employee would like to periodically discuss their illness. Chronic illnesses vary day to day and year to year. Building trust and communication around managing the illness constructively demonstrates that boundaries and needs are respected and adaptable over time.
- Unveiling Opportunities: Addressing employees' chronic illnesses offers hidden opportunities for both leaders and organizations. The skills chronically ill individuals develop in self-awareness and energy management can benefit all employees' health and wellness needs. Their experiences can impart valuable lessons to colleagues, fostering a supportive workplace culture.
Based on an article by HBR.org
