A Message from Penny Forward Founder and CEO, Chris Peterson
Hello Penny Forward members and supporters!
One of the most common questions we receive about employment is, “When and how should I disclose my blindness or vision impairment?” It’s a tricky question with no clear-cut answers, and one that we grappled with when developing our Employment Essentials course, which we released earlier this year. On the one hand, you don’t want to disclose too early, as an overzealous HR professional might screen you out before you even get a chance to interview. On the other hand, disclosing too late might mean you won’t get the accommodations you need to perform at your best from day one.
But beyond the timing of disclosure, I think how we disclose is just as important, if not more so. The way we present ourselves can significantly influence how others perceive us, and I’ve learned that managing this balance is crucial. If you disclose your blindness in a way that makes you seem unsure of your ability to do the job, it could raise red flags for the hiring manager. But if you come off as overly fierce and independent, that might create a different set of concerns—making you appear less approachable or cooperative.
I was reflecting on this when I came across a fascinating article last week in Fast Company titled, “Why Men Get More Credit Than Women for Doing the Same Work.” Although the article focuses on gender, it highlights something we can all relate to: confirmation bias.
Let me give you a quick rundown. The article explains that when people meet you for the first time, they’re not starting with a blank slate. They’ve already made assumptions about you based on a few things they know, like your demographics or occupation. Confirmation bias, one of the most well-documented psychological phenomena, means that people tend to interpret new information in a way that confirms their pre-existing beliefs.
Think about it like this: Imagine you see someone raising their voice. If you believe that person to be helpful, sincere, and competent, you might assume they’re justifiably upset about something. But if you think that person is quarrelsome and unsympathetic, you’ll likely interpret their raised voice as further proof that they’re an aggressive and unreasonable bitch. Now, if we swap out the word “bitch” for “blind person,” the pattern still holds true.
The same concept applies when you’re in the workplace, especially when you’re introducing yourself as a blind person. People may have preconceived notions—whether they view you as capable or bumbling, assertive or aggressive. These assumptions shape their future interactions with you, sometimes before you even get a chance to show them who you really are.
What’s even more perplexing—and frustrating—is that as blind people advance in their careers, it can actually become harder, not easier. I’ve seen this play out firsthand and in conversations with other blind professionals. We expect that gaining experience and expertise will naturally make others view us more favorably, but often the opposite happens. As we climb the ladder, we’re seen as more assertive, which can then trigger perceptions of coldness or unapproachability.
There’s even research to back this up. A study of business school professors found that female professors, as they aged, received lower student ratings compared to their younger counterparts—something that didn’t happen to the male professors. The idea is that as people from lower-status groups gain power, others may see them as threatening or aggressive. Would the same hold true for blind people? My gut says yes.
This brings us to a troubling reality: the more we succeed, the harder it becomes to maintain the warmth and competence others expect from us. It’s a balancing act—one that sighted people often don’t have to navigate in the same way. And it’s not just an abstract problem. The psychological toll of constantly having to manage how others see you can lead to burnout, disengagement, and even a desire to leave the workplace altogether.
So, how can we avoid falling into these traps? How do we present ourselves in a way that feels authentic, yet powerful?
One of the biggest lessons I’ve learned from the Fast Company article is to add, don’t subtract. That means instead of trying to downplay your assertiveness to seem warmer, or your warmth to seem more competent, lean into both. Be unapologetically confident about your abilities while also showing your human side. If you’re naturally assertive, find ways to inject warmth into your interactions—maybe with a friendly greeting or a compliment. If you’re more inclined to be warm, work on signaling assertiveness by speaking up more in meetings or emphasizing your accomplishments.
I think this “add, don’t subtract” approach can be especially helpful when disclosing your blindness. Instead of making it the central focus of the conversation, talk about your skills, experiences, and what makes you a great fit for the job. Then, introduce your blindness as just another facet of who you are—something that, like all the other parts of your identity, contributes to your strengths.
I had a friend who nearly lost out on a job because she tried too hard to downplay her low vision during an interview. She had been told she was “not confident enough” in the past and didn’t want to give off that impression again. But as a result, she ended up coming across as underqualified for the role. Fortunately, she was able to course-correct midway through the interview and eventually got the job. The lesson here is that trying to fit into someone else’s expectations can backfire. It’s much more effective to present yourself fully—blindness included—and show how your vision fits into your overall competence.
Finally, if you ever feel like your current environment isn’t recognizing your value, don’t be afraid to seek out a new audience. Sometimes, the best way to thrive is to find a place where your contributions are appreciated from the get-go. Just like the poker player Annie Duke, who switched from the poker table to corporate speaking gigs, sometimes a change of setting can lead to the respect and recognition you deserve.
In closing, I encourage you to think about how you can add, not subtract when it comes to presenting yourself as a blind professional. Don’t let outdated stereotypes or confirmation bias hold you back. You are more than capable of being seen as both a likeable and badass contributor in any workplace. And when it comes to disclosing your blindness, remember to approach it confidently as one part of the whole, amazing person you are.
Until next time, keep being the likeable badasses I know you are, and consider reading Alison Fragale’s new book, “Likeable Badass: How Women Get the Success They Deserve”. It’s on my list because I think it just might have as much to offer for blind people as it does for women.
Warmly,
Chris Peterson, AFC®
Founder and CEO, Penny Forward
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