Effective Communication
Creating a safe space: The foundation of accommodation
“Trust takes time to build, and it can be broken in an instant. Before any accommodation conversation, ask yourself: Have I created an environment where we can have a conversation without others overhearing? Am I prepared to meet their vulnerability with respect? Where they disclose something personal, are their privacy and needs honored, not weaponized? Because when employees feel truly safe, you can work together on co-creating solutions that work for everyone involved. That’s where the magic happens.”
— Liz Horvath
Why communication matters:
Supportive managers and coworkers rank among the most valued workplace accommodations, with 88 per cent of people living with chronic conditions rating this as important or very important. Yet many employees remain hesitant to initiate crucial conversations about accommodations.18
Having “the talk”: Manager scripts
Opening the conversation
Instead of: “Your performance isn’t up to par lately.”
Try: “I’ve noticed some changes recently. I’m wondering if there’s anything I can do to better support you.”
Instead of: “Everyone else manages to meet these deadlines.”
Try: “I’d like to understand the barriers you’re facing with these timelines. Maybe we can work together to find approaches that work better.”
When performance issues arise
Instead of: “You’re always late.”
Try: “I notice you do your best work in the afternoons. Could we adjust your schedule to capitalize on when you’re most productive?”
Instead of: “You need to participate more in meetings.”
Try: “I’d like to make sure we’re getting your valuable input. Would it help to have questions in advance, or perhaps alternate ways to contribute?”
“Language matters, because it can do more than change how we talk about something, it can change how we think about something. And, ultimately, how we behave.”
— Sarah Butson, CEO, Canadian Lung Association
When managers approach these conversations with curiosity rather than judgment, employees feel safer sharing their experiences and needs. This doesn’t require special training — just genuine interest in supporting team members’ success.
18. HealthPartners Health Advisory Network Survey, 2025.
Responding to disclosure
Instead of: “That sounds difficult, but everybody has challenges.”
Try: “Thank you for sharing that with me. It took courage, and it helps me understand how to better support you.”
Instead of: “Have you tried exercise/meditation/positive thinking?”
Try: “What have you found helpful in managing this? What accommodations might make your work experience better?”
“If I could wave a magic wand to make a major change within our health-care system, it would be the eradication of stigma. It cuts across virtually all our partners. It prevents people from seeking help. It contributes to the misallocation of funds.”
— Kimberley Hanson, CEO, HealthPartners
Broadening accommodation discussions
Some employees may feel more comfortable having additional support during accommodation conversations. This is completely appropriate and should be welcomed.
Support might include:
- HR
- union representatives
- members of the Joint Health and Safety Committee
- trusted colleagues
- family members (particularly helpful when English/French isn’t the employee’s first language)
- cultural or community supports
Having additional perspectives in the room can often lead to more creative solutions and ensure the employee feels empowered in the process.
Building bridges with health-care providers
As managers, you are part of a support ecosystem for employees navigating health challenges. Providing employees with information about and access to health benefits is half of the equation. The other half may be bringing health-care providers into the loop, with consent — always with consent. These partnerships aren’t box-checking exercises; they are about closing the gap between medical expertise and workplace realities.
For example, it can be helpful to provide information to the employee to share with their health-care practitioner about how the workplace can accommodate their abilities and limitations.
When we approach these relationships with a mindset of curiosity, rather than compliance, we can often find approaches that serve everyone better.