Disability Business Introduction: What Are You Really Afraid Of?

We often hear that business leaders are hesitant about disability inclusion for fear of getting it “wrong.” It’s a common practice in boardrooms and strategic programs. But what are we really afraid of? Is it a risk of unintentionally causing offense, disrupting established systems, or entering unfamiliar territory? Or maybe it’s the discomfort of accepting our feelings and our weaknesses? These fears, often unspoken but deeply felt, can act as powerful barriers to progress in the business world. However, as most successful leaders and advocates have discovered, facing these fears head on is not only necessary but can be the catalyst for change.

I was recently invited as a guest on the Small Things Make A Big Difference podcast with Spencer Holt, Chief Experience and People Officer for the world’s second largest entertainment company, Merlin Entertainments. As a somewhat unusual introduction to the traditional recording process, Spencer invited me to join Hyperia, Thorpe Park’s infamous ride and the UK’s tallest rollercoaster. For someone with a lifelong fear of rollercoasters, this was an absolutely terrifying prospect. But despite everything, I did it. Afterwards, I spoke with Spencer about how the experience became a powerful metaphor for the journey of implementing disability inclusion in the business world. Perhaps every business leader should share the experience of riding a rollercoaster.

Until you find something, the fear in your head is always great. Anticipation, construction, confirmation time – all indicate the stages of starting a major organizational change. Like a rollercoaster, the idea of ​​implementing a disability business often proves more difficult than the actual process. This fear can hold business leaders back, preventing them from taking that first important step.

But is this fear a valid reason for inaction? Although it is a common obstacle, especially for leaders who do not have the experience of living or a family relationship with disability, it should not be an excuse. The possibility of taking the wrong steps may seem overwhelming, but the only way forward is to start the journey. In disability business integration, as in life, the best decisions come from real-world experience and diverse perspectives.

I cannot stress enough the need for disability representation at all (especially the highest levels) of business. However, true inclusion is more than just having different people in the room. It’s about engaging and listening to these voices, whether through Employee Resource Groups (ERGs) or other channels. Leaders who are committed to inclusion don’t just support the creation of ERGs – they actively engage with them, seek their input on key decisions, and ensure that their voices are heard and respected throughout the organization. Representation without a genuine commitment to understanding and working with different perspectives is merely symbolic.

This is why those who lead the inclusion of disabilities ensure that they have the voices of people with disabilities at all levels of their organization and from the beginning of each planning process. While there’s a solid business rationale that’s being repeated over and over again for disability inclusion, the best practice always involves another important factor: the personality of the leaders. We believe that creating change starts and ends with people.

This personal connection is important because disability is not the main issue. It is something that affects everyone, either directly or indirectly. We are all only 1-2 steps away from being disabled at any given time. By framing it this way, leaders see disability inclusion as part of being human, not as an act of charity, but as an important market and an important part of doing business in a diverse world.

Over the years, we’ve noticed that the retail, entertainment and technology sectors are often at the forefront of disability business inclusion. We attribute this to their customer (aka human) focus. These industries recognize the importance of having people with disabilities in their business to introduce products and services that cater to different customer needs.

For example, Merlin has created regional work groups that bring together employees from all walks of life to create a company approach to diversity and inclusion. It’s not just about ticking boxes; it’s about genuinely listening to the different experiences and perspectives of their people. This approach drives real change that affects their diverse workforce.

Merlin has also stepped up their efforts to make their attractions more accessible. They have increased sign language travel to many of their global locations and are investing in extensive sign language training for their frontline teams. This is a perfect example of how small, consistent improvements can add up to create an inclusive experience for everyone.

“At Merlin, inclusion isn’t just a commitment; it’s an integral part of our mission to be the greatest place to work and play,” explained Chief Experience and People Officer, Spencer Holt. “We’re listening and learning from our colleagues and our guests to develop and offer new solutions in order to eliminate barriers and ensure that every guest, regardless of their ability, can enjoy themselves it’s Merlin’s magic.”

It is encouraging to see more and more companies taking small and large steps towards inclusion. Take two other Fortune 500 companies, for example, the BBC and Nestlé. The BBC’s Extend recruitment program represents a major, systematic, inclusive change by preventing deaf, hard of hearing and hearing impaired roles across the board. different high.

Elsewhere, Nestlé is improving product accessibility, trialling QR Codes on popular brands such as KitKat and Quality Street to help blind customers find product information more easily. From hiring practices to product development, there are many ways for businesses to embrace inclusion throughout their value chain and overcome their fear of “missing out”.

General handicapping business does not always require a good gesture. Small adjustments, consistent and applied frequently, can lead to big changes. It’s not about one company being the hero, it’s about everyone doing the little things that collectively amount to a change in management.

In addition to continuing to incorporate small but consistent changes, the best leaders we’ve worked with are responsible and own up to their mistakes. They are not afraid to “try” them and show what they have learned from their failures. This visibility is essential to creating a culture where there is permission to experiment and innovate, and where disability business can thrive.

In fact, this level of vulnerability can be a terrifying prospect in itself. Getting it wrong, especially when it comes to something as sensitive and important as disability business incorporation, can feel like standing on the edge of another rollercoaster drop. But here’s the thing: only leaders can take this step. It is their willingness to be transparent, to show their successes and failures, that gives meaning to the whole organization. It’s another way to adapt, knowing that the journey – however difficult – is necessary for progress.

The best advice for businesses starting out on this journey is simple: just start – get on with it. Have a clear vision of where you are going, but be proactive and flexible. Seek out people who disagree with you, and don’t fall into the trap of waiting for everything to be perfect – the enemy of progress is perfection. Most importantly, keep in touch with those who have experience at every stage of the process.

When I found myself riding a few more rollercoasters after overcoming my first fear (hard to believe), I realized that I had been missing out on an exhilarating experience. If I had listened to my fear, I would have missed a wonderful opportunity. This experience reflects the journey of disability inclusion in business.

Every step forward, every small victory in this journey, every moment of overcoming fear, becomes motivation to continue to pursue change. By facing your fears head-on, you open yourself and your business up to the valuable insights and creativity that people with disabilities bring. Even better, this is an ongoing process – you can build on each development, knowing it’s a never-ending journey of growth and improvement.

As we strive for an inclusive business world, we must acknowledge that it is okay to be afraid. But it is never okay to let fear stop us. I hated (note the past tense) rollercoasters, but I’ve proven time and time again that the things I fear the most are often the most rewarding.

There is a powerful quote from Leonard Cohen that encapsulates the essence of this journey: “Forget your perfect offering, it’s through the cracks that the light comes in.” In the imperfect, often messy process of creating inclusive businesses, we find deep opportunities for growth and change. By facing our fears, embracing imperfection, and committing to constant small improvements, we can create a business world that values ​​and includes everyone.