Burnout Isn’t a Personal Failing. It’s a Systemic One (Part 3)

The System Can Be Built Differently

In my last two posts I unpacked the personal cost of working in an environment that claimed to be inclusive but wasn’t - and the systemic conditions that make exclusion and discrimination feel normal, even justified.

In my first post, I shared my personal experience of burnout and breakdown to highlight how organisational culture shapes mental health, belonging, and professional confidence, particularly for Disabled and neurodivergent employees.

In my second post, I explained that workplace exclusion isn't a flaw in the system—it's built into it. I unpacked how performative inclusion, demands to be “reasonable,” and epistemic injustice create environments that silence disabled and neurodivergent employees, ultimately leading to burnout.

In this post, I’ll explore what the alternative looks like.

Because inclusion shouldn’t depend on whether someone feels safe enough - or brave enough - to advocate for themselves in a system that’s already sees them as a risk.

 Support shouldn't be  something you offer only when people are already struggling.

Real inclusion isn't reactive - it's proactive.

Diversity shouldn’t just be tolerated or accepted in the workplace - it should be expected.

People think differently, communicate differently, and move through the world differently, and workplaces should reflect this.

This means intentionally designing physical environments and organisational policies, procedures, and practices that consider diversity of:

• Body

• Mind

• Energy

• Communication

• Processing

• Pace

 Because when systems are designed to be safe, accessible and inclusive by default, you’re not just supporting disabled employees, you’re building a workplace where everyone feels safe and has the support they need to  thrive.

Universal Design for the Workplace: Building Workplaces That Are Safe and Inclusive For Everyone

When people hear “universal design,” they usually picture ramps, accessible toilets, or door widths. And yes, physical accessibility matters. But universal design goes beyond the built environment. It’s about how we:

• Communicate

• Lead

• Manage change

• Set expectations

• Build and maintain trust

You don’t need detailed knowledge of everyone's access needs to build better workplaces.

What you do need is a culture grounded in psychological safety, clarity, and respect. Where accessibility isn’t reactive or exceptional, but embedded into everyday practice.

Clarity and Consistency

People can’t meet expectations that keep changing. And they definitely can’t meet expectations that were never made clear in the first place.

Clarity and consistency in the workplace looks like:

Documented processes and procedures

• Important tasks and processes are written down simply and clearly.

• These documents are easy to access, regularly updated, and shared openly to reduce confusion and mistakes.

• This means everyone understands the steps they need to follow, even when circumstances change or staff turnover happens.

  
  

Clearly defined roles and expectations

• Everyone knows exactly what their job is, what they're responsible for - and what they’re not responsible for.

• Expectations are clearly communicated right from the start - no hidden agendas or unclear guidelines - and are revisited regularly to make sure everyone stays on the same page.

• If expectations change, updates are communicated clearly, early, and openly.

  
  

Good Change Management

Change isn’t the problem - poorly managed change is.

Well-managed change respects people, recognises their value, and reduces stress - keeping the team healthy, motivated, and engaged. It looks like:

Consultation that’s meaningful

• Employees aren't consulted just to tick a box.

• Employees are involved early because their experience, knowledge, and ideas genuinely matter.

• Feedback provided by employees is actually considered and influences decisions, rather than being ignored

  
  

Communication that’s clear and timely

• Changes are communicated as early as possible—no sudden shocks or surprises.

• Information about changes is clear, easy to understand, and explains why the change is happening.

• The communication around changes shows genuine care for how these changes might impact people personally, professionally, or emotionally.

  
  

Transparency and openness

• Leaders and managers are honest about what they do and don’t know.

• Updates are provided regularly, even when nothing has changed, to prevent anxiety caused by silence or uncertainty.

• Employees trust what they’re being told because there are no hidden agendas or withheld details.

  
  

Flexibility that Normalises Difference

Flexibility shouldn't be a privilege to be earned, or a perk given to a few.

True flexibility signals that different ways of working are valid and valued. And it's not  just about flexible work locations or hours. It includes flexibility in:

Methods of communication and engagement

• Allowing choice between face-to-face, email, text/chat, phone, video calls, or voice notes.

• Having options for camera-on or camera-off during online meetings.

• Allowing asynchronous (not real-time) input into meetings or decisions.

• Offering agendas and questions ahead of meetings, to help prepare thoughts.

• Clearly identifying mandatory meetings versus optional participation.

Task distribution and sequencing

• Letting employees choose which tasks to tackle first, based on their energy and focus levels.

• Allowing employees to swap tasks with colleagues based on preferences and strengths.

• Offering flexibility in deadlines (within agreed limits) depending on workload and capacity.

• Creating clear frameworks, but allowing employees to structure individual workflows to best suit their working styles

How much support and guidance are given for different tasks and at different times

• Flexibly adjusting how much guidance, check-ins, and feedback are given—some employees prefer regular, detailed check-ins, while others thrive with more independence.

• Allowing employees to request more support on complex or new tasks and less support on routine tasks.

• Clearly stating expectations upfront, but remaining open to discussing and adjusting the level of support as needed.

• Offering both written and verbal instructions and allowing the employee to choose which works best for them

Timing and duration of breaks and downtime:

• Freedom to schedule breaks according to individual energy patterns.

• Creating space for sensory breaks or quiet downtime during the workday.

How tasks are completed

• Allowing employees the freedom to choose their preferred methods, tools, or processes for completing tasks, rather than prescribing a rigid approach.

• Encouraging experimentation and creativity in how outcomes are achieved, provided the final goal and quality standards are clearly met.

 Psychological Safety

This one is non-negotiable.

People need to feel genuinely safe to:

• Raise concerns without fear of them being  dismissed, minimised, or weaponised.

• Speak up without their honesty being turned against them.

• Ask for support without judgement or feeling embarrassed .

• Share access needs without being labelled “difficult,” “unprofessional,” or “not a good fit.”

Psychological safety looks like:

Leaders who show vulnerability

• Leaders admit when they don’t know something, get things wrong, or need help.

• They lead by example, showing it's safe for others to be open and human too.

Feedback that flows both ways

• Employees feel safe giving feedback to leaders, knowing they won’t be punished for honesty.

• Leaders actively encourage and welcome feedback, using it to improve—not defend.

Mistakes that are acknowledged, not weaponised

• Mistakes are seen as normal and valuable learning opportunities.

• People aren’t blamed, shamed, or isolated for getting things wrong.

Discomfort that’s not deflected

• When challenging topics arise, discomfort is addressed directly, compassionately, and respectfully.

• Leaders hold difficult conversations with care, without shutting them down or avoiding them.

Good leadership isn’t about being perfect. It's about how you respond when you're not.

Psychological safety creates workplaces where everyone feels secure enough to be their full selves, contribute openly, and grow without fear.

If My Previous Workplace Had Provided Clarity, Good Change Management, Flexibility and Psychological Safety…

…It wouldn’t have stopped the storm.

I'd still be navigating ableism, dealing with sensory input, chronic pain, and sector-wide instability.

But  Clarity, Good Change Management, Flexibility and Psychological Safety would have built a boat sturdy enough to help me weather the storm.

None of these practices are revolutionary.

They don’t cost much.

They aren’t “radical.”

They’re the absolute minimum for any workplace that claims to be genuinely inclusive.

Yet even with these systems in place, individualised support still matters.

And so in Part 4, I’ll talk about the importance of real, meaningful accommodations, why they often come too late, and how we can support people to advocate for themselves by creating low-barrier, high-trust workplaces that promote ongoing conversations about support and access needs.

Because supporting individual needs isn’t just about disability. It’s about creating a workplace culture where asking for support is a normal part of everyday working life. And where people trust they’ll be heard, respected, and supported.