There’s a unique bond that sometimes forms between a boss and an employee, especially when they’ve worked closely for many years. Here is a story about Jacob, a diligent worker who had been working for his company for over 20 years. When subtle changes in his behavior became apparent, they couldn’t ignore the possibility that something deeper was going on.

The first sign was quite innocuous. Jacob, always punctual with his reports, started missing deadlines. Initially, they attributed it to increased workload or personal stress. But then, during team meetings, he was observed to be struggling to remember details from previous discussions, occasionally repeating points he’d made just minutes earlier and losing track of what the current discussion was.

One incident stood out. Jacob had been responsible for presenting a project update to important clients – something he had done countless times, with success. Mid-presentation, he paused, looked visibly distressed, and admitted he couldn’t recall the next point. It was an out-of-character moment that confirmed suspicions. He started to repeat points he had already shared and was almost in a loop.

Before jumping to conclusions, his manager spoke with colleagues who worked closely with him. Their observations increased concern with several recalling instances where Jacob seemed disoriented or had difficulty retaining new information. A couple admitted that they had been assisting him when he seemed confused or didn’t understand some items involved in a recent project. Normally he would be the one helping others with projects and leading the team to success.

Recognizing that this was a delicate issue, they discussed how to approach it with sensitivity. After all, Jacob wasn’t just an employee; he was part of the work family. His manager requested a private meeting with him and invited the human resources director. The goal was to create a safe space where he could talk openly but the company policy required that HR be involved in any discussions related to work.

During the conversation, Jacob admitted he too had noticed the lapses and was worried. The first suggestion was that he consider a medical evaluation. Additionally, his family needed to be involved.

With Jacob’s permission, they reached out to his spouse, Emily, sharing observations and concerns. Emily was both surprised and grateful for the conversation. She had noticed subtle changes at home but hadn’t connected them to a potential cognitive issue.

When the company stressed the importance of seeking medical advice, Emily called his primary physician to promptly arranged for a visit. The diagnosis confirmed everyone’s fears: early-onset Alzheimer’s. While it was a heartbreaking revelation, it also provided a direction for the way forward.

With the diagnosis in hand, his manager met with Jacob and Emily to discuss the best course of action. They wanted to create an environment where Jacob could continue to contribute while ensuring his well-being.

Here are a few adjustments they made:

Modified Role: Jacob was transitioned to a role that played more to his long-term strengths and required less on-the-spot recall. This ensured he could contribute effectively without the pressure of constant presentations and deadline-driven tasks.

Support System: Jacob was paired with a colleague who could serve as a discreet point of reference during meetings, ensuring he had a go-to person if he felt overwhelmed. This person would change each month.

Flexible Schedule: Recognizing that stress could exacerbate memory issues, Jacob was offered a more flexible schedule, allowing him to take breaks and work during times he felt most alert and focused.

Continuous Feedback: Instead of quarterly reviews, the manager met with Jacob monthly, ensuring emerging challenges could be managed promptly.

Education: With Jacob’s consent, the company organized a session for the team to understand Alzheimer’s. This ensured colleagues were empathetic and supportive, fostering an inclusive environment.

Jacob’s journey post-diagnosis was not without challenges. However, the proactive approach, combined with a supportive workspace and understanding colleagues, allowed him to continue working, albeit in a modified capacity, for a couple of years post-diagnosis. The company’s actions were not just about professional obligation but about recognizing the human side of management. It was a testament to the fact that workplaces could be compassionate, adaptable, and understanding, even in the face of complex challenges.

For employers and managers reading this, I urge you to always stay observant and be proactive when you notice changes in long-standing employees. It’s not just about productivity; it’s about humanity, empathy, and the deeper bonds we forge in our professional journeys.