An Elite Athlete’s Perspective on Workplace Excellence

I compete in two high-performance environments, the ocean and the track. In surfing, I cannot control the waves. In javelin, I cannot negotiate the distance. The standard is the standard. The ocean does not adjust its expectations, and the runway does not change for me.

In the workplace, performance still matters. Disability often enters the conversation as either a compliance issue or a performance concern. Rarely is it treated as what it actually is, a normal dimension of human diversity that shapes how someone communicates, processes information, collaborates, and produces results. That gap in understanding creates tension not only for HR, but for managers, senior leaders, and coworkers who want to do the right thing but are unsure how. What changes is their preparation, strategy, and understanding the variables.

HR professionals understand essential job functions. They understand ADA compliance, documentation, and the interactive process. Managers are responsible for output and team performance. Leaders are accountable for culture and risk. Coworkers are navigating day-to-day collaboration.

Each group holds a different piece of the equation.

Compliance creates structure. Accountability maintains standards. Culture influences behavior. But none of those automatically create comfort or clarity when disability becomes part of the conversation.

The central question remains straightforward: Can this person perform the essential duties of the role? High performing organizations are not asking whether standards should change. They are asking whether leaders understand how performance is expressed across different working styles.

That is the performance question.

Yet what often surfaces underneath are quieter, human concerns. Will this be complicated? Will the team feel awkward? What if I say the wrong thing? Is this going to create more work for others?

Those are not performance questions. They are discomfort questions. And when they go unexamined, they shape hiring decisions, performance conversations, promotion paths, and team dynamics.

One of the most persistent misconceptions about disability inclusion is that it requires lowering the bar. It does not.

In sport, I am not given a shorter field. I train differently. I adapt strategically. I use tools and techniques that allow me to compete. But the measurement remains objective. Either I hit the distance or I do not.

The same principle applies at work. An employee with a disability must still meet the essential functions of their role. What organizations need is the literacy to distinguish between what is truly essential and what is tradition, habit, or personal preference. Without that clarity, managers may overcompensate, coworkers may resent perceived inequity, and leaders may quietly hesitate in advancement decisions. None of that strengthens performance.

This is where disability awareness becomes more than a legal requirement. It becomes a shared competency.

When managers gain clarity, they evaluate more accurately. When leaders gain literacy, culture strengthens. When coworkers gain understanding, collaboration improves. HR is no longer managing discomfort. They are reinforcing competence.

The workforce already includes people with disabilities, both disclosed and undisclosed. The question is not whether disability exists inside your organization. The question is whether your managers, leaders, and teams have the perspective to engage it effectively.

Keep the bar high.
Understand the human context.
 Lead with clarity instead of discomfort.

That is where real performance culture begins.

Learn More About How Strong Leaders Balance Accountability and Disability Awareness

“Disability Awareness in the Workplace” is a virtual, SHRM certified course offering 2 PDCs that helps HR professionals and leaders move beyond compliance toward measurable impact. Designed as a foundational learning experience, it strengthens disability literacy through a practical, human centered framework while maintaining clear performance standards. The course explores how disability presents differently, how communication styles are often misread, and how to discuss accommodations without stigma or lowered accountability. Participants gain practical language, stronger perspective, and confidence to lead direct, effective workplace conversations.

Author Bio

Emily Purry is a disability inclusion strategist, keynote speaker, and founder of Purry Consultants. She partners with organizations to strengthen disability literacy, improve performance conversations, and build sustainable, inclusive workplace practices.

Emily is also a Team USA Paralympic surfer and is training for the LA28 Paralympic Games in javelin. Her work bridges high-performance athletics and high-performance workplaces, bringing a practical, business-focused lens to disability awareness.

Contact:

Emily Purry

Purry Consultants

Phone: 503.516.5383

Email: emily.purry@purryco.com

Website: https://purryco.com/

LinkedIn: https://www.linkedin.com/in/emilypurryspeaker/