Being capable and needing support are not opposites. But for Heidi Jo Gunn, an S04 lead in Sage Hall, learning to accept that distinction took time.

Gunn had spent years managing an invisible disability while doing her job. When her condition became more difficult to manage, asking for help meant confronting a concern she had carried for years — letting others see her struggle.

“I didn't want to let people know I was weak in one area,” Gunn said. “You want to be strong, you want to be independent, you don't want anybody to see that you're struggling.”

That hesitation reflects a larger reality of disability inclusion in the workplace — one that is not only about policies, processes or accommodations, but also about creating an environment where people feel comfortable acknowledging when they need support.

Throughout October, Cornell’s Diversity Includes Disability campaign highlighted four employees who shared their experiences with disability and work. Their stories recognize National Disability Employment Awareness Month by both celebrating progress and highlighting the work that still needs to be done.

For Andrea Haenlin-Mott, the ADA coordinator in Cornell’s Office of the University Architect, that work starts with listening.

“You don't have to be an expert in understanding every aspect of the individual and whatever the disability is that they happen to have,” Haenlin-Mott said. “But rather to trust the individual to be able to know what they need and what they don't need.”

That trust can help employees feel supported in seeking accommodations, finding resources and communicating their needs at work.

D Kramer, a social sciences research and instruction librarian in Catherwood Library, builds on that idea, encouraging managers to listen to employees while recognizing the strengths they bring to their roles. Kramer also urged managers to familiarize themselves with Cornell’s Office of Civil Rights and know when to connect employees with additional resources.

“Focus on what people bring, as opposed to what their disability might be,” Kramer encouraged.

Angela Freeman, a sponsored financial analyst in Cornell’s Division of Financial Services, also pointed to the consequences of falling short on inclusion, both for employees and for the teams around them.

“The cost of inclusion is free, but the cost of not doing it is detrimental to the employee, to the team and to the entire workforce,” Freeman said.

For Freeman, creating a disability-inclusive culture means being open to different ways of working and willing to understand the employee’s disability experience. Managers and coworkers can help by recognizing employees’ strengths, being willing to listen, and making sure people know they can be honest about having a disability. When employees feel supported rather than isolated, Freeman said, they are better positioned to succeed in their work.

That kind of culture benefits more than individual employees. As Kramer noted, disability inclusion can also mean creating workplaces that recognize what people bring to their roles rather than defining them by what they may need support to do.

Disability inclusion extends beyond workplace accommodations. Building a supportive environment also means creating opportunities for employees to connect with others who understand their experiences. Cornell’s Disability Colleague Network Group (DCNG) offers that connection through monthly coffee hours, topic-driven discussions and peer support. The group provides a space for employees to share experiences and learn from colleagues who may face similar challenges.

“You don't have to understand everything, but we all can treat people with respect and awareness,” said Haenlin-Mott, who co-leads Cornell’s DCNG. 

As National Disability Employment Awareness Month comes to a close, the conversation doesn’t have to. Creating a more inclusive workplace happens through the everyday choices to listen, make space for different experiences and recognize what each person brings to the workforce.