Patterns of Leadership Blog

Author: tracysoraghan

  • Shared workplace needs of neurodivergent and Gen Z employees

    More and more HR and business leaders are focusing on how to keep their growing Gen Z workforce motivated and connected. When I listen to the conversations about supporting Gen Z colleagues, now roughly aged 12 to 27, I keep hearing themes that also come up when we talk about neurodivergent needs at work.

    As a neurodiversity advocate, that feels genuinely encouraging. In many cases, the same changes organisations make to help Gen Z thrive also make the workplace easier to navigate for neurodivergent people. In a fast-changing world of work, taking time to understand different employee experiences is one of the best routes to inclusion and stronger performance.

    To show why this can be a win for everyone, here are a few of the overlaps I see when engaging Gen Z and neurodivergent (ND) employees.

    Flexibility and work life balance

    Gen Z: Many Gen Z employees have never known a world without the internet and mobile tech, so flexibility feels normal rather than a perk. They often prefer outcomes over hours, and they respond well to options like hybrid working, remote roles, and working patterns that allow them to protect time for life outside work.

    ND: Flexibility can be just as important for neurodivergent colleagues, although the details may vary by person. Some autistic people may prefer predictable routines while needing adjustments to the workspace, noise levels, lighting, or how meetings are run. People with ADHD may find flexible hours helpful because it lets them work when their concentration is strongest, with breaks planned in a way that supports focus.

    Mental health and wellbeing

    Gen Z: Gen Z tend to be more direct and open about mental health than many previous generations. They often look for employers who take wellbeing seriously in day-to-day practice, not just in policy. Support such as employee assistance programmes, access to counselling, wellbeing resources, and the ability to take time to reset can all matter.

    ND: For neurodivergent people, wellbeing support can be the difference between coping and thriving. Clear signposting to mental health resources, a culture that reduces stigma, and practical adjustments that lower day-to-day stress all help. Reasonable accommodations can also prevent small barriers from turning into burnout.

    Technology and smarter ways of working

    Gen Z: As digital natives, Gen Z typically expect work to be enabled by modern tools. They are comfortable learning new platforms quickly and often enjoy teams that experiment, automate, and improve how work gets done. Up-to-date tech can support productivity, collaboration, and engagement.

    ND: Technology can also remove barriers for neurodivergent employees. Tools such as speech to text, captioning, task management apps, noise reduction options, and structured templates can make work more accessible. The right tech can also reduce friction in communication by making expectations, decisions, and next steps easier to track.

    Inclusion, belonging, and diversity

    Gen Z: For many Gen Z employees, diversity and inclusion are baseline expectations. They want workplaces where people are respected, where different perspectives are welcomed, and where it is safe to speak up. This often includes a broader view of diversity, including lived experience and ways of thinking.

    ND: A strong sense of belonging is especially important for neurodivergent colleagues. People do best when they are understood, when their strengths are recognised, and when they are not penalised for differences in communication or working style. Inclusive practices and fair progression routes help ensure neurodivergent talent is not overlooked.

    Clear communication and useful feedback

    Gen Z: Gen Z often value clarity about priorities, success measures, and what good looks like. Regular, specific feedback helps them learn quickly and feel anchored in their role. When communication is open and consistent, it builds trust and strengthens engagement.

    ND: Many neurodivergent employees benefit from direct, unambiguous communication, especially around expectations and timelines. Written follow-ups, clear agendas, and constructive feedback can reduce uncertainty and make it easier to plan and deliver. Small shifts in how teams communicate can have a big impact on confidence and performance.

    When employers design work around these shared needs, everyone benefits. Flexibility, wellbeing support, practical tech, a culture of inclusion, and clear communication are not niche requests. They are foundations for better work, particularly for Gen Z and neurodivergent people.

    If we keep leaning into these principles, we move towards workplaces that are calmer, more human, and more effective. That is good for individuals, teams, and ultimately the future of work.

    Photo by Anna Shvets on Pexels.com

  • I’m an empath – how do I get through the work day??!

    Neurodiversity is the idea that human brains vary naturally, and that differences in how we think, feel, and process the world are part of ordinary human diversity. The neurodiversity movement highlights these variations and the lived experiences of people whose neurological wiring sits outside what society labels “typical.” In that wider conversation, empaths (people who pick up on others’ feelings quickly and intensely) can offer a particularly valuable viewpoint.

    Because they notice emotional cues that others miss, empaths often move through working life a little differently. Here I’ll look at what strong empathy can feel like at work, and share practical ways to use it well without letting it drain you. Many empaths don’t just understand how someone feels; they can end up carrying that feeling in their own body and mind.

    That sensitivity can be a real advantage. It helps you build trust, read the room, smooth misunderstandings, and contribute to a kinder team culture. The flip side is that the same openness can leave you vulnerable to overwhelm: too much emotional input, blurred boundaries, and eventually exhaustion or burnout if you’re not careful.

    If you’re an empath, an office (or any busy workplace) can sometimes feel like walking through a storm of other people’s stress, expectations, and unspoken tension. You might soak up a colleague’s anxiety, feel rattled by conflict you’re not even part of, or find that constant interaction leaves you depleted. The good news: you don’t have to choose between doing your job well and protecting your well-being. With the right habits, you can stay effective, stay grounded, and keep your energy for the things that matter. So when that inner voice says, “I’m an empath: get me out of here,” you have options.

    Own your sensitivity: Start by reframing empathy as a capability, not a flaw. When you can tune into people’s feelings, you’re often better at collaboration, customer care, conflict prevention, and building psychologically safe teams. Treat it as part of your professional toolkit.

    Put boundaries in place: Empaths can unintentionally “take on” what others are feeling, which is a fast route to overload. Decide what you can reasonably hold, and what isn’t yours to carry. That might mean saying no, limiting back-to-back meetings, stepping away from conflict-heavy conversations, and making self-care non-negotiable.

    Build a reset spot: If you can, create a small “decompression” routine or place (your desk set-up, a quiet room, a short walk route, even a few minutes in your car) where you can downshift. Simple comforts (a warm drink, a calming playlist, a familiar scent, softer lighting) can help your nervous system settle.

    Use grounding practices: Grounding brings you back to the present so you’re not swept away by everyone else’s emotions. Try slow breathing, a brief body-scan, naming five things you can see/hear/feel, short mindfulness check-ins, or a few minutes outdoors. The aim is to reconnect with your own internal “signal.”

    Reduce contact with draining dynamics: A toxic culture, chronic complainers, or high-conflict colleagues can hit empaths hard. Notice which situations consistently leave you tense or exhausted, and plan around them where you can: keep conversations brief, move discussions to email, take breaks after difficult meetings, and seek out the people and projects that feel constructive.

    Be kind to yourself: Many empaths judge themselves harshly, especially when they can’t “fix” how others feel. Speak to yourself the way you would to someone you care about. Your needs count and protecting your capacity isn’t selfish; it’s what lets you show up consistently.

    Lean on your support network: Share what you’re experiencing with people you trust; friends, family, mentors, or colleagues who “get it.” The right support can help you reality-check, feel less alone, and work out practical next steps when things feel too much.

    Working as an empath can be demanding, but it can also be a genuine strength when it’s supported properly. By owning your sensitivity, protecting your boundaries, building in recovery time, grounding yourself, stepping back from negativity, practicing self-compassion, and getting support, you can stay well and still do excellent work. And when you catch yourself thinking, “I’m an empath: get me out of here,” let it be a cue to reset and choose what helps you feel steady again.

    Thriving at work as an empath begins with recognising your sensitivity as an advantage and learning how to protect it.

    Photo by Wallace Felipe on Pexels.com