Many people around the world watched the Princess of Wales announce that she is undergoing treatment for cancer following her recovery from a severe abdominal surgery earlier this year. This announcement has followed weeks of speculation about her health, whereabouts, and conspiracy theories flourishing on social media in the UK and worldwide.
Although the vast majority of people will never have to face illness in the public eye, this unfortunate situation points to the challenges that many people face when they seek a leave of absence from work related to illness or disability. Catherine has, in effect, taken a leave of absence from her job. Given the public nature of her employment, many people feel entitled to her personal medical information to justify her absence from official duties.
What strikes me about the Princess of Wales's illness is that aside from her Royal status, scenarios like this play out in workplace environments in ways that deter people from seeking illness or disability accommodations regularly. The threat of office gossip is often a significant factor that limits people from asking for help. Disability accommodations can be short-term and a valuable source of support in the event of an acute illness. At the same time, long-term accommodations for an ongoing medical issue can distinguish between a flourishing career and exclusion from employment.
Unfortunately, social media pressure and a potential data breach at the London hospital where Catherine obtained her surgery may have factored into her decision to share her private health information publicly. Her recent announcement demonstrates the importance of confidentiality in accessing healthcare. For many people employed in the public and private sectors, requesting disability accommodations is part of the reality of dealing with an unexpected health issue. While confidentiality often exists in theory, many organizations have multiple touch points where employees have to seek accommodations from different work units, including direct supervisors, HR, and unions. The more people involved in the accommodation process, the less likely a person's confidence will be kept.
The fear of private health information becoming public and the unforeseen repercussions prevent many people facing a severe health issue from asking for support that they are legally entitled to. The wealth and privilege of the Royal Family will ensure that Catherine is shielded from unemployment, financial precarity, stigma, and social exclusion related to severe illness - a level of reassurance that most people do not have.
As people worldwide reflect on her cancer diagnosis, let's take this opportunity to think critically about how we approach privacy and access to social and economic support in times of need. My top tips for organizations wanting to level up inclusivity for people experiencing illness and disability are grounded in simple principles of compassion and respect.
1) You never know what people are going through: Make information about accommodations available to everyone when they join the organization and then regularly during their employment.
2) Take a concierge approach: People with experience navigating an illness or disability are experts in their health. Systems that question lived experience are often unhelpful at best and damaging at worst. Disability accommodations are about equity, not equality. Organizations frequently veer towards providing everyone with the same support when individual needs may vary widely.
3) Appearance is not an indicator of health: When people see a colleague out with the family looking well while on leave, they may question the sincerity of their absence. If you are fortunate enough to have never experienced severe illness, you may not be aware of the effort people put into a simple activity or outing. Judging people for looking well or unwell forces isolation and inhibits healing.
4) Respecting privacy is about more than silence: While respecting the privacy of someone going through illness is critical, keeping the lines of communication open without expecting a response is essential. Inviting people to social events, education, and training opportunities can help them feel connected to their work environment even if they cannot attend. Ensuring that people are included in substantial emails, newsletters, and communications is a sign of respect. If a person on leave can participate in workplace events selectively, ensure they are welcome to participate and supported.
5) Compassion drives excellence: People remember how others treat them with a laser-like acuity in times of vulnerability. Furthermore, others learn how they will be treated by observation. Demonstrating compassion builds organizational cohesion and eases the transition of someone experiencing illness or disability back into the workforce when the time is right. Disability is fluid, and illness can strike anyone at any time. Putting systems in place that enable people to manage their health is at the core of personal and organizational wellness.
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