Making the invisible visible when it comes to disability

Last week was Invisible Disabilities Week 2026. With a core theme and slogan of "Invisible No More!", the campaign, an output of the Invisible Disabilities Association (IDA), sought to “challenge misconceptions, recognise the experiences of people living with these conditions and promote understanding and acceptance.”

According to the IDA, estimates indicate that 70% to 90% of all disabilities are non-visible or hidden, affecting roughly 1 in 5 adults. Conditions can cover physical, mental and/or emotional impairments, which could include:

• Chronic illnesses and pain conditions – e.g. multiple sclerosis, diabetes chronic fatigue syndrome, Crohn’s disease, arthritis, migraines and nerve pain;
• Mental health conditions – e.g. depression, anxiety, PTSD, and ADHD;
• Sensory conditions and impairments - including hearing loss or low vision; and
• Neurological conditions - such as, traumatic brain injury, epilepsy autism and dyslexia.

Despite a number of active partners and a lot of supporting material, my perception of people’s awareness of the campaign, was they hadn’t seen it or it had just passed them by, paradoxically much like the conditions it is aiming to highlight and champion.

The sunflower lanyard is a very visible and increasing symbol of hidden disability, but it will not be for everyone, and so in a really inclusive workplace more needs to be done.

The most effective support comes from asking individuals what they need, being open to suggestions and creating a workplace where adjustments are seen as just part of you enabling all to perform at their best.  Some other aspects you could consider or review would cover, for example:

• Raising awareness and educating – provide (if you don’t already) training for managers and team (particularly facilities and front of house) to understand the nature of hidden disabilities and recognise the potential need for support/adjustments.
• Keeping an open culture – create an environment where employees can discuss needs without fear of stigma.
• Provide ongoing support – not just in access to benefits like wellbeing, occupational health, or employee assistance programmes, but in the ability of managers (and others, e.g. mental health first aiders) to have meaningful conversations/check-ins.
• Flexible and reasonable adjustments – these could include, flexible and remote working time, adjusted workloads, breakout or quiet workspaces, assistive technology (including IT and communication methods), but all based on the needs of the individual.

• Review policies and workplace processes – from recruitment and onboarding, onwards have your policies and processes geared to creating an environment where everyone in the organisation has the ability and resources to positively contribute and thrive.