In March 2022, at the age of 28, Zoe Brown, Talent Manager for Reed’s sister company, Reed Talent Solutions, discovered she had breast cancer. The discovery was accidental – she found a lump when taking off her fake tan in the shower.
Zoe was diagnosed with stage-two invasive ductal carcinoma, which led to her having the cancerous and surrounding tissue removed, six rounds of chemo – one every three weeks – and a week of radiotherapy. Finally, on 6 December 2022, Zoe found out that she had beat cancer.
As a result of her accidental discovery and ongoing symptoms post being declared cancer-free, Zoe is an advocate of educating others and sharing her ongoing journey to ignite change.
In support of World Cancer Day earlier this week, we wanted to offer you a unique perspective from a former cancer patient to help improve your company’s policies and approach when supporting those in your teams through cancer.
Q: What were some of the biggest challenges you faced during your treatment while still working?
A: My cancer diagnosis came at a weird time because I was about to step into a management role at work, and I remember thinking, “Am I going to be able to still carry out this job that I really wanted? Or am I going to have to say, “I can't do this job because I've got to focus on me and do this treatment.”?
There were the physical side effects – I was tired and sick. I was constantly in and out of hospital, but sometimes not even for set appointments. There'd be times where I'd call the hospital because I didn't feel right, and they'd ask me to come in, which sometimes meant being there for the whole day. It's not just an in-and-out, 10-minute appointment that you can go back to work from afterwards.
So, it was quite a juggle at the start, to decide what I was going to do, but luckily work was really supportive. My manager told me they still wanted me to do the new job, if I wanted to, and said that they would support me to do it – which was really nice, because I really did want to.
Q: What are the best ways companies can support their employees when they're undergoing treatment? And were there any specific policies or practices here at Reed you think would be particularly helpful for other companies to know about?
A: When it comes to support, what’s key is allowing your employee who has cancer to take the lead. The one thing that I'd recommend to anybody else is have an initial conversation with the person and find out what they want, because people will deal with things in different ways. One person might want to take a long period of time off work. Another person might want to carry on working. Some people might just need a bit of flexibility. So, I think having an initial conversation is vital.
Also, I think, initially, occupational health plays a big role. I had a meeting with an occupational-health professional straight away. This was helpful – not just for me, but for my employer too.
The occupational therapist recommended adjustments based on what they knew of my diagnosis. They spoke to my doctor to understand my treatment plan and provide us with relevant, practical suggestions. Most of the suggestions were around my treatment schedule and flexibility – we basically planned based on the first round of chemo that I’d had. I knew that I was pretty poorly for a week and a half, so each time I had chemo, we planned that I would need to be off for a week and a half following it. And then I'd work from home until I felt strong enough to come in.
On top of this, because while you are going through chemotherapy, your immune system is non-existent, Reed was flexible about me deciding if I was comfortable to come into work or not, based on how I felt. It wasn't like, “You have to come into work”, it was, “If you want to, you're more than welcome. But, if you feel better working from home, then you can do that instead.”
I think it’s also important for companies to help their staff understand the financial elements surrounding being ill for a long period. Early on, my manager and our HR team sat down with me to discuss and explain my sick-pay allowance, to put my mind at ease as to how I would be covered for the planned time off I knew I was going to have to take. We discussed what sick leave I had, and what I could do should it run out – which was helpful and took a weight off my mind.
Q: Did you feel comfortable discussing your diagnosis and treatment with your colleagues and your manager? How did you go about it?
A: Yes, I actually felt so comfortable that Eloise [Zoe’s manager at the time] was the first person I rang when I got out of hospital. I was with my mum, but when I came out of hospital – because I'd left work to go to the appointment – she was the first person I called. I wasn’t able to go into work that day because my head was a mess, and I needed a few days to adjust to the situation.
Creating a supportive environment where team members feel comfortable discussing sensitive issues like cancer or any illness is so important. I think, because I was open from the start, my manager was really approachable and supportive. I told her when I had found a lump, “Just so you know, I'm going for tests.” And generally, just gave her an idea of what was happening and the process I was going through.
At the very beginning, Eloise also asked me if I was ok for her to discuss what I was going through with our wider team. This was really important – it put the ball in my court.
Q: How can companies support employees’ emotional and mental wellbeing when they're going through cancer? What kind of resources or programmes did you find beneficial?
A: As previously mentioned, my manager asked me from the start if I was happy for her to let the wider team know what was going on. This was a massive help for me. Obviously, you spend more time at work than you do at home. So, the people you're at work with are with you more than your own family sometimes. So, for them to know, was the right decision. It meant I not only had a support network at home, but I also had a huge one at work too.
But some people might not want that, so employers really need to ask employees facing cancer, what approach they want them to take, what information they want the team to know. But for me, having my team know was a massive support.
Regular check-ins with your team member to see how that person is feeling and what support they may need are also important – things change so quickly, so communicating with your employee is key.
It’s also important, on days the person is working, that you don't make work about cancer. Managers need to ensure that they, and their colleagues, give the person space – room to be ‘them’. I would think, let me have a ‘normal’ day where I'm not thinking about my next treatment or whatever was next. I just wanted to have a normal day – I just wanted to be Zoe and carry on with my job.
I also made use of work’s free 24/7 counselling service. I didn't during treatment because obviously I was in regular contact with my consultant. You also have a breast-care nurse when you have breast cancer. They're like angels – I’m sure they're from heaven. When you get the all-clear, you go from having weekly, sometimes daily, contact with your healthcare providers, depending what part of the treatment you're in, to nothing. I felt like my safety blanket had gone and the responsibility was all back to me again, to look after myself. So, afterwards, I did really struggle with the wellbeing and mental health side of things.
At the time when I'd finished my treatment, I'd also lost my dad. So, I'd gone through two things at once, so I can’t stress how helpful it was to speak about the two things separately to someone neutral.
Q: Based on your experience, what do you think companies can do better to support employees going through cancer? Are there any specific policies or initiatives you would recommend?
A: The reality is that a lot of workplaces still don’t handle these situations well, and I’ve heard some real horror stories from people I’ve met on my journey – people being told, “If you can’t come in, you can’t do your job,” even after working at the company for 20 or 30 years. That kind of attitude is not just lacking in compassion – it’s also bad for business. People are human, and when they’re going through something as big as a cancer diagnosis, work should be a place of support, not additional stress.
One of the biggest things companies can do is provide flexibility and understanding of the situation. Cancer treatment is unpredictable, and side effects vary from person to person. Some days might be manageable, and others might not. Instead of rigid policies that push employees out, companies should offer flexible working options – remote work, adjusted hours, or even project-based contributions so employees can continue to be involved in a way that works for them.
I completely understand that businesses have to run, but at the end of the day, people are the heart of any company. Leaders should ask themselves, “How would I want to be treated if I were in their shoes?” A company that genuinely values its people should reflect that in how they support employees through difficult times.
One thing I noticed when I returned to work after my hair fell out was that people didn’t know what to say. Some avoided talking about it altogether, which made things feel awkward. Others were visibly uncomfortable but unsure how to address it. That’s why I think workplaces should provide some education to help colleagues navigate these situations. Something as simple as sending out a guide or having an internal discussion can help people understand what’s appropriate to say and do.
For example, acknowledging the situation in a supportive way can make a huge difference. It could be as simple as saying, “I like your new look” or “How have you been feeling?” instead of avoiding the topic entirely. Everyone reacts differently, of course, but being open and compassionate rather than ignoring it completely is important.
A lot of people assume that if someone is going through cancer, they don’t want to be involved in work-related activities. But the truth is, we are still the same people we were before the diagnosis – we still want to contribute, be part of conversations, and feel included. My advice to managers would be not to exclude employees just because they’re going through something difficult. Let them decide what they can and can’t handle.
Another key thing for me was making the most of the positives, celebrating the small wins. Whether they be achievements at work, like milestones reached, or simply celebrating a team member’s birthday. Celebrate those small wins with them because those good days – when you're feeling good – are literally what you are living for.
Some companies don’t have any clear guidelines for supporting employees with serious health conditions, which means decisions are made on a case-by-case basis. That can lead to unfair treatment and uncertainty. Companies should have policies in place that outline the kind of support available – whether it’s extended sick leave, counselling services, flexible work arrangements, or financial assistance. Having something official written down ensures that employees know what to expect and that they won’t be left in limbo.
I think, all in all, to anyone in a leadership position, I’d say this: think about the legacy you want your company to have. Do you want to be known as a place that abandoned employees in their hardest moments, or as a company that stood by them? The way you handle situations like these defines your workplace culture – a bad experience can be really detrimental in our social-media-driven world.
Q: Finally, let’s talk about recovery – how can managers continue to support people when they are given the all-clear?
A: This is a big one for me – I feel really strongly about this. Recovery doesn’t just stop when treatment ends. This is something people often don’t realise unless they’ve been through it themselves. Even if you have a family member who’s had cancer, you might not fully understand that life never truly goes back to how it was before – it becomes something new. I don’t feel like I am the person I used to be.
For me, my energy levels are a fraction of what they used to be. I’m on long-term medication for at least five years, which has put me into medical menopause, bringing side effects like hot flushes and constant fatigue. Everyone’s situation is different, but I can almost guarantee that the vast majority of people who have had cancer will continue to experience some kind of lasting impact, whether that’s for five years, 10 years, or the rest of their lives.
One of the biggest challenges is that once you start looking ‘normal’ again – when your hair grows back and the visible signs of treatment fade – people assume you’re fine. But the reality is, I still deal with so much that people can’t see. The mental side of it is huge. Every single day, I think about it. There’s always that anxiety lingering in the back of my mind. And then there are the physical challenges – I used to be fit, playing football and going to the gym regularly. Now, just the thought of exercise is exhausting because I don’t have the energy I used to.
So, when it comes to workplace support, flexibility is key. Some days, I wake up feeling awful after a night of sweating and broken sleep. On those days, I’d rather work from home than force myself into the office, even though I can still do my job. Having that flexibility makes all the difference. Of course, I know companies must be fair and can’t make exceptions just for one person, but if flexible working is an option, it can be a huge help to those recovering from cancer.
Regular check-ins from managers also mean a lot. My manager is great about remembering when my annual check-up is in February, and he always checks in to see how I’m doing. That kind of support really helps because ‘scanxiety’ is real – the worry leading up to a scan can be overwhelming. You never know if the results are going to turn your life upside down again.
Ultimately, I think companies need to recognise that recovery is a long-term process. Supporting employees after cancer isn’t just about accommodating medical needs – it’s about understanding that their life has changed permanently. I think a little bit of flexibility, empathy, and ongoing support can make a massive difference.
For further support and guidance on helping your team members through cancer, MacMillan Cancer has a fantastic tool. Visit their website here.
