Johnny C. Taylor Jr. answers workplace questions every week on USA TODAY. Taylor is president and CEO of SHRM, the world’s largest human resources professional organization, and author of Reset: A Leader’s Guide to Work in an Age of Upheaval.
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Question: I recently disclosed that I have a disability at work, and since then my manager has treated me differently. Even though I didn’t ask for any special treatment, I feel uncomfortable right now. What is the best way to deal with this? – Alicia
Answer: Let’s start with the facts. The Americans with Disabilities Act (ADA) prohibits discrimination on the basis of disability. It is clear that when an employee discloses a disability, there is an expectation of fair, consistent and professional treatment. There is no favoritism. There are no penalties. Exactly equal. Full stop.
Now, disclosure itself is a personal decision, and it varies from person to person. Disability is not uniform. Some are visible. Many people don’t. In fact, SHRM research shows that nearly half of U.S. employees with invisible disabilities do not disclose that fact to their employers.. This point needs to be taken seriously, not because disclosure triggers a special response, but because it signals a trust gap that organizations must close through better leadership, clearer expectations, and stronger management training.
This is where things often go sideways. Some managers, when they hear “impediment,” immediately go into protection mode, changing assignments, softening expectations, or acting differently than before. It’s not inclusion. And that’s not what the law requires. If you disclose your disability, do not have It means asking for special treatment. This means discussing reasonable accommodations if an employee requests it.
It’s also worth remembering that all employees, even those without disabilities, bring personal circumstances and challenges to the job that would never be listed on a resume. That’s why it’s important to lead with empathy. You never know what someone is facing.
In a tight labor market, employers cannot afford to cause confusion here. Inclusion is not about pity or lowering standards. It’s about treating talented people like experts and having clear and consistent expectations for everyone.
So what should you do if your boss treats you differently?
Start by addressing it directly and professionally. Please explain specifically what has changed. For example: “Since disclosing my disability, I’ve noticed some changes in the way I handle my work. To be clear, I’m not asking for different expectations from the rest of the team. Can we align on what success looks like going forward?” This puts the focus where it should be: performance, clarity, and accountability.
If you have not requested accommodations, please let us know. Sometimes managers overcorrect and what feels like “different treatment” can be rooted in misunderstandings. Good intentions won’t erase the impact, but clarity can help reset expectations.
If the behavior continues and begins to interfere with your ability to perform your job, please escalate through your normal organizational channels. It’s not adversarial, it’s a healthy way for a workplace to function. Human resources departments exist to help align manager and employee expectations and ensure that policies are applied consistently.
Bottom line: Disclosure should not change how you are evaluated, developed, or managed. You were hired because you could do the job. The goals for you and your employer are the same as the goals for everyone else. Clear expectations, fair treatment and high performance. That’s a professional workplace.
The views and opinions expressed in this column are those of the author and do not necessarily reflect those of USA TODAY.
