Deb works for Gisborne District Council. She plays a significant role in responding to Civil Defence emergencies, both declared and non-declared, acting as a logistics lead and supporting welfare response.

Deb lives with Complex Regional Pain Syndrome (CRPS) caused by an accident in a former workplace in 2017. For Deb, CRPS means she cannot weight bear on one leg, and must manage constant chronic pain. The condition is degenerative, so her mobility over time is reducing. Deb gets around with use of crutches (for distances of less than 30 meters) and a wheelchair.

We spoke to Deb about her experience in the workplace since her accident, and the enablers and barriers she lives with as she goes about her job.

What are the main things which have made working life easier or better for you – i.e., which have enabled you to be part of the workforce, and succeed in it? Were these enablers provided by your employer/s, or other people or organisations?

An important enabler is colleagues and managers with a willingness to be flexible. People with a sense of understanding, people around you who will support you – finding your ‘tribe’. People who ask if they can help, but don’t overstep. Little things matter so you know you are seen and valued – holding doors open or understanding I can’t stand for any length of time, so won’t be able to chat in the corridor. It’s great when managers consult directly with me about what would be helpful – or come to me with options and incorporate my feedback.

Finding places I can physically fit has been a really important enabler. Because of my mobility challenges, the built environment is tricky for me – stairs, door lips, heavy doors, doors that don’t fit a wheelchair through them! The building code doesn’t help – but people’s attitudes are also really important. When employers are willing to make changes – like organising a desk at the right height, and this isn’t presented as a ‘problem’, its great.  One of my early managers in Council organised a wheelchair at work for me following a really difficult fire drill – this has made me feel much safer, if I have to move big distances around the building or evacuate and means I don’t need to try to arrange support getting mine to and from work every day. Another two colleagues were instrumental in advocating for the widening of doors in a new building, even using my wheelchair to try and get through the door themselves to understand it wasn’t wide enough.

Another enabler has been finding a good role. For example, in my Civil Defence work, I lead logistics. The fact I can’t run around doing things is actually an asset here, as I stay focused on my key role (which is delegating others to do things!). I am at my desk, so things don’t get lost in the rush and people can find me.

What are the main things which have made working life more difficult for you – i.e., which have been barriers to your participation and success at work? Were these barriers a result of actions (or lack of action) from your employer/s, or other people or organisations?

The major barrier I experienced following my accident was the ability to re-enter the workforce. I had to re-enter in a different industry (I had been in hospitality), and this was really hard, as with many candidates, and me having less direct experience for most roles I was going for, I got shunted to the side because my disability was seen as ‘too hard’. I have literally had a hiring manager tell me they wouldn’t hire me because I was disabled.

Now I am well established back into the workforce, the major barrier is the built environment. Having to use crutches (with one non-weight bearing leg, which I can’t put on the floor for balance), is tricky when moving around most office buildings. Heavy doors, stairs, carrying a laptop to meetings, all hard. A lot of the things are ‘little’ – for example when I am using my wheelchair, things like people leaving their office chairs in the walk spaces, meeting rooms with too many chairs, or not being able to get through a door (in a new build building!) are all exhausting and unnecessary.

The lack of understanding is a big contributor to the barriers. Most people don’t take the time to ask or try and understand. There have been times I have been left with the feeling that the person I am talking to thinks ‘its all too hard’. This comes down to attitude and the willingness to learn.

I disclose my disability during the application process for jobs, it’s a good way for me to get an idea of attitude in the employer and their organisation. Not everyone can or wants to do this though, and people should not have to, especially when their disability doesn’t directly impact their ability to do the job (rather than be in the job environment).

If you could give employers one piece of advice about supporting disabled employees, what would it be?

You need to get uncomfortable. You need to ask questions and LISTEN to the responses. Have some awareness – be the person who says, ‘Please let me know how we can help’.

Rephrase the way you check in with your staff – not ‘Can you manage?’, but ‘What can we do to make this easier / better for you?’ If you know you are not the most approachable or accessible person, delegate someone else to be a contact point!

Let your staff know it’s not a ‘problem’ to need some support (we all do at some time). Don’t make assumptions about the staff member or check your assumptions. It’s not one-size-fits-all. If you’ve had one disabled employee working for you before, what was suitable for them might not be suitable for the next person, even if they’ve got the same disability.

Is there anything else you would like to share?

Sometimes it’s really good when people don’t see your disability, but I think sometimes that can be an excuse for putting blinders on. And that, yes, while you may not see that as the first part of me, you do need to be aware of it because there are things that that means that I will need. Be flexible, be open minded, don’t ignore it. Don’t act like the disability doesn’t exist.

So, see the person first but acknowledge the disability. Don’t see the disability first and say, well, there’s no way this person can do this job. Because nine times out of 10, the disability will have no relevance to ability to do the job. For example, if people have a disability that’s affected their lower limbs, we’re not applying for jobs where you have to be on your feet all day – we’re not idiots.  Sometimes it means that we might need a little bit of support, or we just might need to know where to go if we need some support. But that doesn’t mean that we can’t do a really good job.

But most of all – my advice is, be a good person! If you see me struggling, or realise I might, ask how you can help!