A New Story of Work and Chronic Illness

Let’s be honest—most of us grew up with a simple story about illness. You get sick, you go to the doctor, they diagnose you, you get some treatment, and then you’re back to normal. Easy, right? Well, for many employees living with chronic physical conditions, this story is pure fantasy. The reality is far more complex, both in private and at work, and this disconnect often leads to confusion for everyone involved.

Most workplace systems are still designed around a linear narrative of complete recovery. Performance management frameworks, sick leave policies, and return-to-work programs hinge on the belief that illness is temporary and full functionality will return. But for many workers, these assumptions don’t align with the ongoing realities of managing chronic conditions, creating a gap between workplace expectations and lived experience.

The Reality of Chronic Illness in the Workforce

Over a third of Australians are managing at least one chronic physical illness while working. That means juggling job responsibilities alongside fluctuating symptoms like chronic pain, fatigue, brain fog, vertigo, and medication side effects—most of which are invisible. This invisibility makes it even harder for people leaders and colleagues to fully grasp how these conditions impact someone's day-to-day work.
Performing Wellness: The Hidden Cost of Chronic Illness at Work

The assumption that illness is temporary creates real pressure. Many employees with chronic conditions feel stuck between two tough choices: disclose their illness and risk career limitations, or perform wellness—masking symptoms, over-delivering on work, and doing everything possible to avoid being seen as unwell.

In fact, research shows that 67% of workers with chronic conditions actively manage their appearance to hide their illness. For some, that means taking a deep breath before a meeting to steady dizziness, or waiting until after work to collapse from exhaustion. Others might overcompensate—working longer hours or taking on extra responsibilities—just to counteract potential assumptions about their reliability.

On top of external pressures, many employees grapple with their own self-expectations—facing not just the fear of disappointing others, but also the personal weight of feeling like they’re falling short of their own standards. When employees feel they can’t be open about their health, it creates both isolation and a barrier to authentic workplace relationships. People may avoid workplace social situations, become over-responsible for deliverables, shun asking for help or miss out on opportunities for professional growth because they are focused on managing their capacity quietly. This self-management often happens in isolation, adding emotional strain to an already complex dynamic.

The Workplace Assumptions That Need to Change

Chronic illness often feels like a deeply personal issue, but it’s actually a common part of the workforce landscape. Unfortunately, that ‘personal issue’ framing leads to confusion for both employees and people leaders. Employees face emotional pressure trying to figure out what to share, when to share it, and what accommodations might help. Plus, the silence around chronic illness often leaves employees feeling that developing solutions is up to them. Without collaborative support, work can quickly feel unsustainable, causing businesses to lose talented people who could flourish with the right adjustments.

Managers, on the other hand, often struggle to recognize and respond to shifting work capacities—especially when employees are “pushing through” symptoms. Without the right tools, they might avoid health-related conversations, miss signs that someone is struggling, or apply rigid performance expectations that don’t account for fluctuating health. It’s not about a lack of empathy; it’s a lack of frameworks to navigate these situations effectively. And that gap can add unnecessary strain to both health outcomes and workplace relationships.

The old ‘story of illness’ and its underpinning assumptions adds another layer of complexity, potentially creating friction in manager-employee relationships and unnecessary emotional strain. Employees who disclose their illness may be perceived as less capable, overlooked for promotions, or passed over for leadership opportunities. Others may fear that even requesting reasonable adjustments and support will mark them as a burden, discouraging them from seeking the support they need to optimise their work.

Creating a New Story of Illness at Work

Since chronic illness is already part of the workplace, the real questions are:

How do we respond?
How do we prepare leaders and build support systems?
The new story of illness acknowledges that health exists on a spectrum. It recognises that employees can be both highly capable and managing a chronic condition at the same time. This shift moves us away from expecting full recovery and instead embraces chronic illness as a normal part of workplace life. Importantly, this isn’t about lowering expectations. It’s about designing work in ways that support sustainability.

Unmanaged workplace stressors can act as psychosocial hazards, contributing to or exacerbating chronic conditions. When workplaces foster collaborative work design, support chronic confidence, and enable authentic conversations, employees can flourish—even when their health fluctuates.

What Workplaces Can Do

• Redefine Expectations: Move beyond the assumption that illness is temporary. Acknowledge that many employees are navigating chronic conditions while excelling.
• Normalise Health Conversations: Encourage safe, stigma-free discussions where employees feel comfortable sharing their needs.
• Support Disclosure Without Risk: Ensure that disclosure isn’t met with bias or career limitations.
• Develop Chronic Confidence: Equip both people leaders and employees with the skills and tools needed to manage chronic illness confidently in the workplace.

The Future of Work Includes Chronic Illness

Chronic illness is already at work. The question is whether workplaces are acknowledging it and creating environments where employees don’t have to choose between their health and careers.
It’s time to rewrite the story of illness—not as a detour in someone’s career, but as an integrated, supported part of working life.