How to have the conversation

Under the A.D.A., companies with more than 15 employees are required to provide reasonable accommodations to people who disclose a disability, which the law defines as “a physical or mental impairment that substantially limits one or more major life activities.” Those with invisible disabilities may be asked to provide medical documentation to support their need for requested accommodations, and to suggest adaptations that will enable them to perform to their full potential.

“The accommodation changes how you do the work. It doesn’t change whether you do the work,” Ms. Hill said. “You still have to meet the basic productivity requirements, the basic outcomes of the job, just in different ways or in a different location or using different equipment.”

Of course, what’s considered a “reasonable” accommodation can be hard to determine. “The right to a reasonable accommodation doesn’t mean a guarantee of getting the accommodation you want,” Ms. Flaherty said. “The employer is not supposed to just say no; they have to engage in a discussion about the accommodation.”

Ms. Hill and Dr. Goldberg both stressed that communication is key when requesting an accommodation. “The employee can suggest things that might be helpful, when making their case to the employer,” Dr. Goldberg said. “As long as it doesn’t pose undue hardship, there’s really no reason for them not to do it.”

Preparation is also essential. “You ultimately need to be your own advocate,” Mr. Findley said. “Before disclosing your illness or disability in the workplace, come up with a list of answers to questions, and before listing duties you don’t feel comfortable performing, come up with solutions that will allow you to keep doing your job.”

Ms. Flaherty also recommends thinking creatively to come up with solutions that will carry minimal or no cost. The Job Accommodation Network is a helpful resource that your employer can consult for ideas. And as the old saying goes, trust — but verify. “If the employee is feeling in any way concerned that the employer is not responding positively, make sure you’re taking notes and keeping records of those interactions,” Ms. Goldberg said. “If things do unfold and you have to take further action, you’ll have a written record.”

Timing is everything

For people with visible disabilities, it’s not so much a question of whether to reveal, but when. After realizing the only successful job applications she submitted were ones on which she didn’t mention that she used a wheelchair, Ms. Dupont decided to disclose only after getting an in-person interview. “In the face of stigma and misconception, disclosing on my own terms does sometimes give me the opportunity to control the dialogue,” she said. “But I have to be strategic in doing so or the consequences can be disastrous. The balance between discretion and disclosure is treacherous.”