A CEO’s Strategic Guide to Leading People Facing Cancer

Cancer doesn’t just affect individuals – it impacts entire organizations. As leaders, we must anticipate and prepare for the moment when cancer touches our teams. With over 18 million cancer survivors currently in the U.S. workforce1 and over 2 million new diagnoses annually2, the question isn’t if cancer will affect your organization but when and how you’ll respond.

I’ve experienced this challenge from multiple perspectives – as a CMO when my second-in-command needed immediate health treatment (unrelated to cancer but still a crisis) and later as a business owner managing my executive coaching practice through my cancer journey. These experiences and 25 years of leading high-performing teams have taught me that success requires systematic planning and adaptable execution. The first step will be how you respond when an employee shares that cancer is impacting their life. The second step is how you will manage while cancer is having its impact.

Building Your Foundation 

Effectively supporting employees through cancer starts with clear policies that protect individual and organizational performance. Rather than scrambling when cancer arrives, develop comprehensive guidelines for leave, accommodations, and support that ensure consistency and fairness across your organization. This includes defining communication protocols that respect privacy while maintaining necessary business transparency.

Consider implementing business continuity planning that identifies and trains personnel who can step into critical roles when needed. This isn’t about replacing anyone but creating resilient systems supporting the individual and the organization through challenging times. While ensuring compliance with regulations like FMLA and ADA is essential, genuinely effective policies go beyond legal requirements to foster a culture of support and understanding.

The Power of Normal with Flexibility  

When I faced my cancer diagnosis, I discovered firsthand that maintaining regular professional interactions becomes a powerful source of stability. Create an environment where team members can maintain their professional identity while managing their health. This means having private conversations about communication preferences and establishing transparent backup systems without isolating the affected employee.

Cancer treatment affects everyone differently – some find work a welcome distraction, while others need to scale back significantly. Regular check-ins about workload and energy levels allow you to adjust while keeping team members engaged in meaningful work. Focus on outcomes rather than process, trusting employees to manage their energy and time. Companies that embrace this flexibility often see higher project completion rates during treatment periods.

Supporting the Whole Team 

Remember that for every employee facing cancer, there may be several others serving as caregivers for family members. Create systematic support through flexible scheduling, remote work options, and clear backup protocols for urgent issues. Regular check-ins about workload, stress, and connection to Employee Assistance Programs help maintain team well-being.

The financial impact of cancer cannot be overstated. According to a 2024 study in CA: A Cancer Journal for Clinicians3, nearly 60% of working-age cancer survivors report experiencing financial hardship. This isn’t surprising when you consider the combined impact of employment disruptions, loss of household income, potential loss of employment-based health insurance, and high out-of-pocket medical costs. Many patients report delaying or forgoing needed care due to financial concerns, which can lead to worse health outcomes and more extended absences from work.

As leaders, we can help mitigate these financial pressures. Start by ensuring your team understands all available benefits and how to access them efficiently. This includes short-term disability options, PTO policies, FMLA requirements, and healthcare coverage details. Consider implementing policies that allow employees to donate PTO to colleagues facing serious illness. Some organizations have established emergency assistance funds or can connect employees with non-profit organizations that provide financial support during cancer treatment.

Look for creative ways to maintain employment and benefits during treatment periods. Can you adjust roles temporarily to accommodate treatment schedules while preserving income? Could you implement job-sharing or flexible arrangements that allow someone to work reduced hours while keeping their benefits? These adaptations support your employees through critical times, often resulting in deeper loyalty and engagement across your organization.

The goal is to remove as many financial stressors as possible so your team member can focus on their health and recovery. Clear communication about available resources and proactive offering of support reduce anxiety and enable better focus on health and work. When employees know they don’t have to choose between treatment and financial stability, they can make better decisions for their long-term health and career success.

Maintaining Professional Growth 

One of the most overlooked aspects of supporting employees through cancer is continuing to offer professional growth opportunities. Don’t make assumptions about what someone can or wants to handle. During my cancer journey, I traveled to Florida to watch my son play baseball between treatments, led my rock band in performances, and grew my consulting practice. Cancer treatment is temporary for most people, and maintaining career momentum matters deeply.

Have direct conversations about career opportunities: “I’m considering you for this promotion. Would you like to discuss the role?” or “There’s an exciting project starting up – would you like to hear about it?” Let them decide what they can manage. Similarly, don’t make assumptions about travel or in-person meetings. Instead, ask, “What are your current constraints around travel?” or “How would you prefer to handle in-person meetings?” Some people find business travel a welcome distraction, while others must stay close to their treatment center. The key is giving them agency to make these decisions.

Many cancer patients report feeling professionally sidelined during treatment, not because of explicit discrimination but because well-meaning leaders make assumptions about their capabilities or desires. This unintentional sheltering can have long-lasting negative impacts on career trajectories. Instead, continue to include them in developmental opportunities, strategic discussions, and advancement conversations. Trust them to know their limitations and communicate their needs. This approach supports individual careers and strengthens organizational performance by maintaining engagement and leveraging valuable expertise during treatment.

Building Stronger Organizations 

Leading through cancer requires balancing systematic support with human understanding. While cancer is a significant life event, it’s temporary for most people. Your role as a leader is to create an environment where the individual and the team can thrive through the challenge.

Organizations that handle these situations well often find their employees emerge as more substantial, more committed leaders. They remember how their organization supported them when it mattered most. The goal isn’t just survival – creating a culture where people can face health challenges without sacrificing their professional momentum.

When we get this right, we build more than just protocols – we build resilient organizations that demonstrate our values through action. In doing so, we create the kind of workplace where people can bring their whole selves, face life’s challenges with dignity, and continue contributing meaningfully to our shared mission.

The investment in developing these systems pays dividends far beyond the immediate situation. It shows all employees that you’re prepared to support them through life’s challenges, building loyalty and engagement across your organization. In today’s competitive talent landscape, that’s not just good leadership – it’s good business.

Written by Joelle Kaufman.
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