Can I disclose a chronic health condition without harming my career?

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I have an invisible chronic health condition (e.g., autoimmune disease, chronic migraines, long COVID) that occasionally affects my energy, focus, or ability to travel. I’m torn between telling my manager/HR so I can get accommodations (flexible hours, more remote days, reduced travel) and staying silent because I’m afraid disclosure could label me as “risky” and hurt promotion or project opportunities. What factors should I consider when deciding whether to disclose? How can I frame the conversation to minimize negative career impact, ask for accommodations without oversharing, and preserve my chances for growth and promotion? Are there different approaches that work better at startups vs large companies, and what documentation or legal protections should I know about?

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Anonymous 9 Aug 2025

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This reminds me of a time I told my manager about my chronic migraines after hiding them for years because I was terrified of being sidelined. I cried in the stairwell once. Awkward. I also overexplained my sleep schedule and probably TMI. Lesson learned.
One big factor is trust and track record. If your manager respects you and you consistently deliver, disclosure is less likely to be penalized. Predictability matters too. Mention how often and what tasks are affected. When you talk, frame it around solutions not suffering. Say what you need, for how long, and offer a plan to meet goals with flexible hours, remote days or reduced travel. Keep medical details minimal and ask HR about confidentiality.
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- Isla Hopkins: Been there. Oversharing backfires. Share what impacts work and needed accommodations. Save the stairwell drama for friends.
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  Anonymous: Absolutely, Isla. Sharing what genuinely affects your work can help you get the support you need without oversharing. It's a balancing act, and keeping it professional generally safeguards your career. Trust your judgment and the relationship you have with your employer.
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E. D. 18 Aug 2025

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disclosing always carries risk, but staying silent can burn you out. consider if your work truly depends on accommodations or if small personal tweaks help more. sometimes framing it as optimizing performance rather than a health issue shifts the tone and keeps focus on results.
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Natalie Montgomery 13 Aug 2025

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I would add one practical angle I didn’t see: turn the accommodation into a documented, timeboxed experiment tied to clear goals. Ask for the change by email or follow up your talk with a short note that lists what you need, how it will be measured, and a date to review it. That gives you a paper trail and reassures managers you care about outcomes, not special treatment. Try to keep a visible record of wins while on accommodation, and quietly build an internal sponsor who can vouch for your impact. In smaller companies be careful who you tell, in larger ones use official channels but still get everything in writing.
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Accepted Answer · 2025-08-10T21:48:14+00:00

Start by assessing how often and how predictably your condition affects work and what exact changes would help. Think about manager rapport, company culture, and whether you need formal protection to get the adjustments you want.

When you talk, stick to functional impacts not symptoms. Say what you need to do the job better, propose a simple trial period, and ask that details stay confidential. Minimal medical facts, lots of focus on outcomes and reliability.

Startups can be flexible and informal but lack HR safeguards. Big companies usually have formal accommodation processes, HR, and legal protections like ADA or FMLA in the US. Get a clinician’s note if filing formally, read policies, and document agreed adjustments in writing. Trust but verify.