We often hear that business leaders are hesitant about disability inclusion for fear of “getting it wrong.” It’s a familiar refrain in boardrooms and strategy sessions. But what are we really afraid of? Is it the risk of unintentionally causing offense, disrupting established systems, or venturing into unfamiliar territory? Or perhaps it’s the discomfort of acknowledging our own biases and limitations? These fears, often unspoken but deeply felt, can act as powerful deterrents to progress in the corporate world. Yet, as the most successful leaders and advocates have discovered, confronting these fears head-on is not only necessary but can also be the catalyst for transformative change.
I was recently invited as a guest onto the Small Things Make A Big Difference podcast with Spencer Holt, Chief Experience and People Officer for the world’s second largest amusements company, Merlin Entertainments. As a somewhat unusual prelude to the typical recording process, Spencer invited me to experience Hyperia, a notorious ride at Thorpe Park and the UK’s highest and fastest rollercoaster. For someone with a lifelong fear of rollercoasters, this was an absolutely terrifying prospect. But despite it all, I did it. Afterwards, I spoke to Spencer about how experience became a powerful analogy for the journey of implementing disability inclusion in the corporate world. Perhaps every business leader should share the experience of going on a rollercoaster.
Reflecting on fear at Thorpe Park Resort in Surrey, England.
Until you experience something, the fear in your head is always bigger. The anticipation, the build-up, the moment of buckling up – all mirror the stages of initiating significant organizational change. Much like a rollercoaster, the thought of implementing disability business inclusion often proves more daunting than the actual process. This fear can stifle business leaders, preventing them from taking that crucial first step.
But is this fear a legitimate reason for inaction? While it’s a common barrier, especially for leaders lacking lived experience or familial connection with disability, it shouldn’t be an excuse. The potential for missteps may seem overwhelming, but the only way to make progress is to start the journey. In disability business inclusion, as in life, the best decisions are informed by real-world experience and diverse perspectives.
I can’t stress enough the need for disability representation at all (and especially the highest) levels of business. However, true inclusion goes beyond just having diverse individuals in the room. It’s about actively engaging with and listening to these voices, whether through Employee Resource Groups (ERGs) or other channels. Leaders who are truly committed to inclusion don’t just support the formation of ERGs – they actively engage with them, seek their input on key decisions, and ensure their voices are heard and respected throughout the organization. Representation without genuine commitment to understanding and acting on diverse perspectives is merely symbolic.
This is why those leading in disability inclusion ensure they have the voices of disabled people at all levels of their organization and from the start of every design process. While there’s a solid and by now often-repeated business rationale for disability inclusion, the best approach always combines something more fundamental: the humanity of leaders. We believe that creating change begins and ends with human beings.
Four colleagues meet in an office.
This personal connection is crucial because disability is not a niche issue. It’s something that affects everyone, either directly or indirectly. We’re all just 1-2 steps removed from disability at any given time. By framing it this way, leaders see disability inclusion as part of being human, not as a charity act, but as a valuable market and an essential aspect of doing business in a diverse world.
Over the years, we’ve noticed that retail, entertainment, and tech sectors are often at the forefront of disability business inclusion. We attribute this to their consumer (aka human) focus. These industries recognize the value of having disabled people in their business to inform products and services that engage with a diverse consumer base.
Merlin, for example, have created regional taskforces that bring together employees from all walks of life to shape the company’s approach to diversity and inclusion. It’s not just about ticking boxes; it’s about really listening to the varied experiences and perspectives of their people. This approach is driving real change that resonates across their incredibly diverse workforce.
LEGOLAND Deutschland.
Merlin has also ramped up their efforts to make their attractions more accessible. They’ve increased sign language tours at many of their global sites and invested in extensive sign language training for their front-line teams. This is a perfect example of how those small, consistent adjustments can add up to create a significantly more inclusive experience for everyone.
“At Merlin, inclusivity is not just a commitment; it’s a key part of our mission to be the greatest place to work and play,” explains Chief Experience and People Officer, Spencer Holt. “We are continuously listening and learning from our teammates and our guests to introduce and drive innovative solutions in pursuit of breaking down barriers and ensuring that every guest, regardless of their abilities, can fully enjoy the magic of Merlin’s attractions.”
It’s encouraging to see more and more companies taking both small and large steps towards inclusion. Take two other Valuable 500 companies, the BBC and Nestlé, for instance. The BBC’s Extend hiring scheme represents a significant, systemic change, proactively addressing inclusivity by ringfencing roles for deaf, disabled, and neurodivergent individuals across various seniority levels.
Nestlé logo.
Elsewhere, Nestlé is innovating in product accessibility, trialling Accessible QR codes on popular brands like KitKat and Quality Street to help visually impaired shoppers access product information more easily. From hiring practices to product development, there are myriad ways for businesses to embrace inclusion across their valuable chain and get over their fears of ‘getting it wrong’.
Disability business inclusion doesn’t always require grand gestures. Small adjustments, consistently and constantly applied, can lead to significant change. It’s not about one company being a hero, but about everyone doing small things that collectively amount to systemic change.
Beyond progressing inclusion through small yet consistent changes, the best leaders we’ve worked with are those who are accountable and own their mistakes. They’re not afraid to “hang them out” and demonstrate what they learned from their failures. This transparency is crucial in creating a culture where there is permission to experiment and innovate, and where disability business inclusion can thrive.
Of course, this level of vulnerability can be a frightening prospect in and of itself. Owning up to mistakes, especially when it comes to such a sensitive and important issue as disability business inclusion, can feel like standing at the edge of that rollercoaster drop all over again. But here’s the thing: only leaders can really take this step. It’s their willingness to be transparent, to show both their successes and their failures, that sets the tone for the entire organization. It’s another form of buckling up and taking that plunge, knowing that the journey – however daunting – is absolutely necessary for progress.
The best advice for businesses starting on this journey is simple: just start – get on with it. Have a clear view of where you’re going, but be agile 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, always consult those with lived experience at every single stage of the process.
Caroline Casey and Spencer Holt at Thorpe Park Resort.
As I found myself riding several more rollercoasters after conquering my initial fear (hard to believe), I realized I had been missing out on an exhilarating experience. If I had listened to my fear, I would have missed an incredible opportunity. This experience mirrors the journey of disability inclusion in business.
Every ounce of progress, each small victory in this journey, each moment of overcoming fear, becomes motivation to continue pushing for change. By tackling your fears head-on, you open yourself and your business to the valuable insights and innovation that disabled people bring. Even better, this is an ongoing process – you can build on every ounce of progress, knowing it’s a forever journey of growth and improvement.
As we strive for a more inclusive business world, we need to acknowledge that it’s OK to be afraid. But it’s absolutely not OK to let the fear stop us. I hated (note the past tense) rollercoasters, but I’ve proved to myself time and time again that the things I’m most afraid of are often the most rewarding.
There’s a powerful quote from Leonard Cohen that encapsulates the essence of this journey: “Forget your perfect offering, it’s the cracks where the light gets in.” In the imperfect, often messy process of creating more inclusive businesses, we find the most profound opportunities for growth and change. By facing our fears, embracing imperfection, and committing to constant small improvements, we can create a business world that truly values and includes everyone.
This post was originally published on here
