Let us look at an example that highlights the biassed way most of us think. Think about designing an office space in an accessible way. Many would think of ways to install wheelchair ramps or assure that someone with a visual impairment can find guidance through physical markers on the floor. However, some would argue that we should instead think of ways in which stairs can be overcome completely, for example with technology. Or, thinking of visual impairment, considering visual impairment in the space design. Changing the perspective would entail that we design the work-place in an accessible way to begin with. This logic that most of us go by fails to recognise the potential of rethinking many of the structures around us that are “normal” and working for able-bodied people. We are not seeing the hurdles caused by these structures and thus fail to adopt a holistic approach to building inclusive working cultures. Now, you are not an architect. So, what can be derived from this example? To get to a truly inclusive mind-set, we need to start rethinking places to the person (and not the other way around). In this process, it is important to take seriously the expertise of people with disabilities as consultants to learn from their experiences. This is relevant for both, physical as well as mental disabilities. And in that aspect, it is important to keep re-evaluating our work structures and keep a feedback loop open between employees with disabilities and their colleagues and managers, “to ask individuals for feedback on inclusiveness to know their opinion on what can be done better”, as one employee puts it. Another employee from the DSAA network puts it more precisely: “More effort could be put into the professional development of individuals with disabilities. I feel after hiring, the support provided to individuals with disabilities is somewhat lacking. There is so much focus on being inclusive during recruitment that what happens after recruitment is sketchy. What’s the point of hiring individuals with unique challenges if there are no extensive plans to get them involved in what happens in the actual work environment?”