There’s a saying in the disability community: “Nothing about us without us.”
It’s not just a catchy slogan; it’s a reminder that decisions about accessibility shouldn’t be made in isolation or without lived experience at the table. And yet, in many boardrooms across Canada and beyond, conversations about accessibility still happen as an afterthought. If they happen at all.
For businesses that truly want to be inclusive, not just in theory, but in practice, this has to change.
Because accessibility isn’t just a checklist. It’s a mindset. It’s a commitment. And it needs champions at the top.
Accessibility isn’t a side project. It’s a strategy.
In too many organizations, accessibility lives in a single department, or worse, with a single person, who’s tasked with “making things accessible.” Usually without a real budget, senior influence, or long-term plan.
It’s treated like a compliance issue. Or a branding opportunity. Or something you tack on at the end of a product launch, just in time to meet legal requirements.
But the truth is: accessibility touches everything.
From how you design your physical space to how you write your job postings… from your procurement process to your customer experience… accessibility is part of every decision you make. Which means it deserves the same strategic attention as marketing, operations, or risk management.
And for that to happen, it needs to be in the boardroom.
The power of executive buy-in
When leaders genuinely prioritize accessibility, it changes the game.
Budgets shift. Timelines change. Policies get re-evaluated. Teams start asking different questions.
Executive buy-in sends a message: This matters here.
And that message trickles down into project briefs, hiring practices, supplier choices, and internal culture. Suddenly, accessibility isn’t just the job of one passionate staff member. It becomes a shared value. Non-negotiable.
But this kind of buy-in only happens when accessibility is seen not as a barrier to business, but as a path to better business.
Representation matters, especially at the top
Of course, buy-in is one thing. Representation is another.
It’s not enough for executives to support accessibility from the sidelines. We need disabled leaders in those rooms. On boards. At decision-making tables. Not just consulted, but heard, trusted, and empowered.
Why? Because lived experience brings insight that no policy manual can match.
When someone who understands access barriers firsthand is part of the conversation, the questions shift. The priorities shift. The solutions get more creative, and more effective
It’s the difference between designing for someone and designing with them.
And let’s be clear: this isn’t about tokenism. It’s about leadership that reflects the world we live in. It’s about recognizing disability as a valuable perspective, not a limitation.
So why isn’t accessibility already at the table?
Honestly? Because we still see it as “extra.”
Despite all the talk of inclusion, many leaders still view accessibility as a cost, not an investment. Something you get to once the “real work” is done. Something you deal with if someone complains.
This mindset shows up in excuses: “We’ll address that in the next phase.” “We haven’t had any issues so far.” “We don’t have customers with disabilities.”
(That last one? You do. You just don’t see them because they couldn’t access your product or service in the first place.)
The other challenge? Fear.
Some leaders worry that bringing accessibility to the boardroom means opening up uncomfortable conversations or facing their own gaps in knowledge. But avoiding the conversation doesn’t protect your brand; it just delays your growth.
What real leadership looks like
Real leadership is about showing up, even when you’re not the expert. It’s about listening. Learning. Asking hard questions. And then doing something about the answers.
It’s about making accessibility part of your values, your strategy, and your accountability.
Here’s what that can look like in action:
- Appointing a Chief Accessibility Officer or equivalent executive role
- Including accessibility metrics in quarterly performance reviews.
- Prioritizing disability representation on boards and leadership teams.
- Creating internal advisory councils led by people with disabilities.
- Investing in meaningful, ongoing accessibility training for everyone.
None of this is performative. None of it is temporary. It’s structural. It’s sustainable. And it’s how lasting change happens.
The business case? It’s already here.
You don’t need to choose between accessibility and profit. In fact, when you lead with inclusion, you often gain both.
According to numerous studies, businesses that embrace diversity and inclusion, accessibility included, perform better, attract more talent, retain more customers, and drive innovation faster.
The disability market represents over a billion people globally. When you include their families and communities, the number skyrockets.
So, if you’re not thinking about accessibility, you’re not just missing out ethically, you’re missing out economically.
It’s time to open the door.
Accessibility doesn’t belong in the margins of your strategic plan. It belongs at the centre. And the only way that happens is if you give it a seat at the executive table.
Not once. Not when it’s trendy. But always.
Because when we talk about inclusion, we have to start with leadership. With structure. With space.
Accessibility isn’t a nice-to-have. It’s a leadership imperative.
So, the real question is: Who’s missing from your boardroom?