“How do we get more women, people of color, and members of the LGBTQ community into the boardroom and C-suite?”
The diversity discussion almost never includes leaders with disabilities.
by Lisa B. Baird and Victoria S. Reese for Heidrick & Struggles
It seems that every conversation about the most critical leadership challenges facing our clients today includes a discussion of diversity: “How do we get more women, people of color, and members of the LGBTQ community into the boardroom and C-suite?” But the diversity discussion almost never includes leaders with disabilities. The conversation is complicated by the difficulty of defining the term “disability”—some people are physically disabled but cognitively unimpaired, others cope with mental illness, and still others suffer from conditions (such as addiction) that make employment difficult to sustain.
According to one study, 3 in 10 white-collar professionals in the United States have a disability.1 Yet, despite being “the nation’s largest minority,”2 people with disabilities remain invisible in the workplace. In fact, there is a widespread notion among senior executives that there are no people with disabilities in their ranks. Indeed, while chief human resources officers (CHROs) and chief diversity officers (CDOs) are increasingly likely to be well versed in the legal, practical, and organizational aspects of disability and inclusion, many of the executives they work with are not. As a result, they may have never taken the time to think about the topic of disability at all, let alone inclusion of people with disabilities as part of diversity and inclusion policies—and how a disability can be an asset in a skilled leader.
While some companies have started building inclusion policies that welcome people with disabilities in entry-level positions, the inclusion of people with disabilities in the ranks of senior leaders is still emerging as a priority. Our research uncovered that to succeed, many leaders with disabilities have had to hide their disability and its extent for as long as possible. If they received support, it was primarily under the radar when an observant and caring leader, boss, or mentor helped them navigate the organization to reach the top ranks.
Simply stated, we can do better.
This three-part article will explore the paths of companies leading the way on inclusion for people with disabilities. It is based on interviews with leaders with and without disabilities, an analysis of research on the topic, and our experience in executive search and disability and inclusion.
In part one, we detail the case for including people with disabilities in the workforce at all levels—from entry-level positions to the C-suite. In part two, we go in depth on the challenges of including people with disabilities. This sets the stage for part three, which focuses on how to create an environment for people with disabilities and the role of leadership in doing so.
Regardless of your role, personally seeking out opportunities to vocalize your support for hiring, promoting, and sponsoring people with disabilities is the best action any individual who cares about this issue can take.
