Paul Foster

Building a career with ME/CFS: Learning to work differently

I have worked for Lloyds Banking Group for more than 20 years. In 2019, I contracted a virus that took months to recover from. My health did not return to how it had been before, and I was eventually diagnosed with myalgic encephalomyelitis/chronic fatigue syndrome, usually known as ME/CFS. For me, the condition can cause severe fatigue, brain fog, pain, headaches, flu-like symptoms and post-exertional malaise, where physical or mental activity can lead to a delayed worsening of symptoms.

Receiving a formal diagnosis took several years because other possible conditions first had to be ruled out. That uncertainty was difficult, but throughout it my employer and line managers were patient and supportive. Their willingness to listen and adapt made a significant difference to my ability to remain in work.

My career journey

Before becoming ill, I generally moved roles every two years because I enjoyed new challenges and opportunities. Some moves were sideways within a major programme, while others took me into completely different areas. That variety helped me build broad experience and confidence in learning new things.

Since developing ME/CFS, I have had to slow down and redefine what progress looks like. Career development is no longer simply about moving quickly into the next role. It is also about finding work that is sustainable, using my energy carefully and focusing on where I can make the greatest contribution. This has required honesty with myself and others, along with a willingness to work differently rather than trying to recreate my old routine.

Recruitment and internal moves

My recruitment experience has been through internal moves rather than applying to LBG as a new candidate. Even so, changing roles involves conversations about what I need to perform at my best. I choose to tell hiring managers about my condition and ask for relevant adjustments. Travel, for example, can have a substantial effect on my symptoms, so I may request a virtual interview.

In most cases, hiring managers have been willing to be flexible. Asking for an adjustment is not about lowering the standard expected of a candidate. It is about removing an avoidable barrier so that the person can demonstrate their suitability for the role. Being clear early in the process also helps both sides understand what a sustainable working arrangement could look like.

Support and workplace adjustments

LBG provides healthcare and a range of mental health support options. I have a mixture of formal and informal adjustments, supported by occupational health assessments. These are recorded in a confidential Workplace Passport that I can share with my line manager. When I change roles, the passport helps explain the adjustments that have already been effective and the support I may need, so I do not have to start every conversation from the beginning.

I now work 24 hours a week. My line manager, team and I have agreed how best to manage my time and workload. Reduced hours alone do not solve every challenge, so clear priorities and realistic expectations are important. Open conversations help us respond when my symptoms vary, while still keeping sight of the work that needs to be delivered.

I have chosen to be open about my condition, my adjustments and the times when I am not feeling at my best. I have worked with excellent colleagues and very supportive line managers who see me as a whole person with much to offer, rather than defining me by my health. That relationship depends on trust in both directions: I explain what is changing, and they listen without making assumptions.

The value of disability networks

LBG has a wide range of colleague networks and communities, including a disability network. I help to run a group for people affected by chronic health conditions such as ME/CFS, fibromyalgia and chronic pain. These communities can reduce isolation, help colleagues exchange practical experience and give people a collective voice. They also help the wider organisation understand that many disabilities are non-visible and that needs can change from day to day.

Strengths I have developed

Living with ME/CFS has opened my eyes to how different people’s circumstances can be and to the importance of removing barriers. It has made me more alert to experiences that may not be obvious from the outside. I listen more carefully, question assumptions and think about whether a process is genuinely accessible.

The condition has also made me more deliberate about prioritisation. When energy is limited, I have to identify what matters most, plan ahead and communicate clearly when something is not realistic. Those habits are valuable in any workplace. Disability does not automatically create a particular strength, and everyone’s experience is different, but adapting to mine has developed skills and perspectives that I bring to my work.

Advice for disabled students and graduates

• Focus on what you bring. Be ready to explain your skills, interests and potential, rather than allowing the conversation to centre only on disability.
• Ask for the adjustments you need. Think about barriers in the application, assessment or interview process and request changes early where possible.
• Share only what you are comfortable sharing. You can explain the practical impact and adjustment required without disclosing every personal or medical detail.
• Look for evidence of inclusion. Explore the organisation’s published commitments, colleague networks and recruitment information, then ask how support works in practice.
• Prepare examples. Consider how managing barriers has strengthened skills such as planning, adaptability, problem-solving or communication, while keeping your answer authentic to your own experience.
• Remember that an adjustment is not an advantage. Its purpose is to give you a fair opportunity to show what you can do.

My main advice is to be honest with yourself about what enables you to perform well and, where you feel able, communicate that clearly. You do not need to apologise for removing a barrier. The right employer should be interested both in the contribution you can make and in creating the conditions that allow you to make it sustainably.